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Lewin's Theory of Change Henry Duarti Northeastern NURS 5123 Dr. Heather Fenton November 8, 2020

Lewin's Theory of Change

Human behavior goes through many changes throughout a lifetime. Since the beginning of their field, psychologists have been trying to analyze and decode human actions. Kurt Lewin, also known as 'founder of social psychology,' was a German American. Lewin gave many theories and models to understand better human beings and how they're affected by their environment. In 1955, Lewin proposed an idea known as the 'theory of change.' The theory talks about a change in the behavior of people in three steps. This theory is also claimed to have over-simplified the change process. However, it was the most predominant and worked upon the theory in the 1960s and 1970s. After Lewin died in 1947, his theory was ranked to be known as a foundational change model. His theory is considered the easiest and applicable for making a change in people's behaviors at an organization.

However, there is a school of thought that criticizes Lewin for over-simplifying the process of change in human beings. Lewin's fundamental model has been considered unparalleled, but no newer concept can come into being without challenging any existing notion. This paper discusses Lewin's theory of change, how the three steps are considered the foundation of change management, and how it can be questioned to bring specific innovation.

The literature on Lewin's theory of change

This section of the paper would discuss how many researchers have understood and applied Lewin's theory of change in their research papers.

Name of the first Author

Year of publication

Quote

and page number

Stephen Cummings

2016

"'Kurt Lewin's 'changing as three steps' phase (unfreezingchangingrefreezing) is regarded

by many as the classic or fundamental approach to managing change." (Page 33).

Syed Talib Hussain

2016

"The findings of this study show that leadership style and employee involvement in change are encouraging steps for the organization's change process. However, the effect of Kurt Lewin's model is indirect through separate phases in the process". (Page. 126)

Alicia Kritsonis

2005

"Driving forces facilitate change because they push employees in the desired direction. Restraining forces hinder change because they push employees in the opposite direction. Therefore, these forces must be analyzed, and Lewin's three-step model can help shift the balance in the direction of the planned change." (Page 1)

Norhayati bt. Aziz

2017

"…based on Kurt Lewin's Model of Change, the changes taking place in the organization are from the static position to the continuous changing and moving again to the static point where the culture in the organization is reformed." (Page 111)

Chowdhury Hossan

2015

"Lewin's planned approach to change can still be used to investigate change management in the city councils. Lewin's models are highly generic. It argues that the focus of the change must be on the group's behavior,

concentrating on group norms, roles, interactions, and socialization processes. Lewin's

models are more relevant to incremental and isolated change projects, which are often the case for the Australian

local government. The model tends to be more appropriate for organizations, such as city councils, that are based

on the traditional top-down, command-and-control style of management, with segmented, small units, and slow

change timelines." (Page 53)

Bernard Burnes

2019

"There appears to have been no rigorous attempt to understand the connection between Lewin's early work on field theory and his later work on social and organizational change. However, Lewin's Model represents a well-developed approach to changing human behavior based on over 25 years of his research". (Page 4)

Bernard Burnes

2004

"One might expect Lewin's pioneering work on a change to be seized upon with gratitude, especially given the high failure rate of numerous change programs. Unfortunately, his commitment to extending democratic values in society and his work on Field Theory, Group Dynamics, and Action Research, which, together with his 3-Step model, formed an inter-linked, elaborate and robust approach to Planned change, have received less and less attention". (Page 978)

Yu-Lin Wang

2009

"…criticisms appear to be attributed to misreading

and misinterpretation of Lewin's work. Instead of viewing change as a predictable process, Lewin has

recognized the unpredictable and non-linear are the nature of change". (Page 2)

Mohammad Hossein Mehrolhassani

2013

"Given the most important measures listed in three stages of

Kurt Lewin's model, we contend that unfreezing

the stage starts with changes in the apparent infrastructure factors. Without a doubt, the changes in apparent infrastructure factors can lead to a change in hidden infrastructure and superstructure factors in the change stage. If the changes in the hidden infrastructure and superstructure factors are coordinated and integrated by the apparent infrastructure factors, the hidden infrastructure factors will stabilize the refreezing stage". (Page 283)

Haroon Bakaria

2017

"Critics to his model argue that this model

assumes organizations to work in stable

conditions, it is best suited to small scale and

short-term projects rather than a big organization,

it does not assume the power of politics in the organizations, and it is the top-down approach

not welcoming feedback from the bottom.

Despite the criticism, this model still attracts

many researchers and practitioners of change

management. Lewin (1947a) comments that

change in any group performance is short-lived

and due to small reason, it may reverse to

the previous state, therefore it is necessary that such

change becomes permanent for a certain period of

time". (page 56)

Critical attribute

The critical attributes are organization, power, group performance, predictable process, individuals,moving forces, direction,

behavior, leadership, management and phase. The defining attribute of a concept is to show the cluster of attributes that are the most frequently associated with the concept. The character that appear over and over again (Walker & Avant, 2019, p.173). The critical attributes of change are the organization, moving forces, leadership, behavior, and process. It is an organization going through a process. This organizational nature of the term change is seen in the definition of the term when descriptive words such as force, performance, leadership, and phases are used. It is unique in an organization based on the evaluation. Changes will continue to happen in either organization initiated by their leadership or individual behavior, and it's a process that makes forces to move in different directions.

Model case

A model case" is one that we are absolutely sure is an instance of the concept" and "can be actual examples from real life, found in the literature or even constructed by you" (Walker & Avant, 2019, p.174). The following is a model case for the concept of change. The hospital emergency department (ED) wants to improve the patient's satisfaction and quality of care. The hospital management proposed starting hourly rounds and daily leaders round to. make sure patients' needs are met. The patient survey improved in the ED setting, as illustrated by McFarlan, S., O'Brien, D., & Simmons, E. (2019).

This case represents all the critical attributes of changes. The ED made an organizational analysis of their low patient survey. Its leadership, which represents nurses' individual behaviors, wants to improve patients' experiences in their department. They propose going through the process to change their outcome. It is essential to notice that the leadership started a movement in the desired direction involving nurses and spread throughout the organization. The ED, which represents one hospital department, can have this policy adopted by the entire hospital.

Borderline case

"Borderline cases are those examples or instances that contain most of the defining attributes of the concept being examined but not all of them" (Walker & Avant, 2019, p.175). The following is an example of a borderline case for the concept of change. The hospital is an organization that wanted all the departments to adapt to the hourly rounds as piloted by ED. Most of the departments which represent agreed to do it except the Intensive care unit (ICU) that stated most nurses are 1:1 ratio and are always in the room with patients. As an individual, the ICU director, who represents leadership, initiates moving forces to hinder her staff from participating in the process. This scenario included all aspects of change except the behavior.

Related case

Related cases "are instances of concepts related to the concept being studied but do not contain all the defining attributes." They demonstrate very similar ideas to the central concept, but that differs from them when examined closely. (Walker & Avant, 2019, p.176). The postpartum department is always getting compliments from the hospital administration. It does not show the need for organizational changes because they are still over performing the hospital benchmarks. The hospital employees always think they will always be the highest performing unit.

On the surface, it shows the team doesn't need organizational change, but this unit can still improve. It does have individual nurses who correctively make up the organization with behaviors that create their unique culture. The department has leaders who manage the ward. They can add innovative ways of bringing changes in the organization or share their strategies to other departments.

Contrary case

Contrary case is examples of concepts of "overconfidence" (Walker & Avant, 2019, p.177). Postpartum department portrays themselves as overconfident and cannot think of any other innovative ways to keep their high quality of care at this time of world pandemic. The department can show case why they have had no major nosocomial infection in their department for 2 years and no patient fall since January 2020.

This case is the contrast of the critical attribute of organizational change. The postpartum department shows no indication of sharing their strategies to other units to get the same positive results. They focus on getting all awards and not considering organizational change that can be universal in the entire medical center.

Antecedents

Antecedents are "those events or incidents that must occur or be in place prior to the occurrence of the concept" (Walker & Avant, 2019, p.178). The primary antecedent to organizational changes is having an organization before classification based on performance can occur. One cannot discuss organizational change without the hospital existing first. Another source identify antecedent is the "participative approach of nurses and leaders to use current evidence from scholarly nursing literature as well as Lewin's theory of chage to guide a successful approach to rounding and improving patient's experiences when receiving emergency care, McFarlan et al. (2019). The two major antecedents to organizational changes are an organization (hospital) and nursing literature (research).

Consequences

Consequences are “those events or incidents that occur as a result of the occurrence of the concept – in other words, the outcomes of the concept” (Walker & Avant, 2019, p.178). It is hard task to discuss the consequences of organizational change or changes in institutions either positively or negatively. The practice improvement project improved patient experience in the ED setting, McFarlan et al. (2019).

3 Stages of Lewin' Theory of Change

This section of the paper envelopes the discussion on the three stages of change given by Lewin and further discussed by researchers. Lewin gave three phases for change that can be brought or as it comes in an organization; Unfreeze, Change, and Refreeze.

Unfreeze is the stage where human beings in an organization are prepared for a change that is about to come. The change stage is where people start to look for newer solutions to break out particular circumstances or improve their situation. Whereas Refreeze is the third stage in which an organization has accepted the change and adapted to the new patterns. The organization is working in a successful, improved, and stable manner. In contrast, its workers have a sense of achievement, stability, and confidence.

Stage 1. Unfreeze

Looking at Lewin's model from an organization into some business, the first stage is 'unfreezing.' This stage deals with making people working in the business organization aware that a change is required. Decoding how a dire change is needed is not difficult if the organization is already going through a statistical downfall. An overview of the organization's past outcomes can provide enough substance to convince employees that a change is required. However, this stage leaves workers in specific concerns and ambiguity about the change. Making human beings realize the need for change and preparing for it is the first stage, 'Unfreeze,' as Lewin defines it.

Stage 2. Change

When human beings are convinced that a change is required, they try to seek various ways out and solutions for it. The workers are encouraged to find a way to change their organization's situation. Subsequently, the leader needs to show the team some of the benefits of bringing the changes in specific forms of upraising and promotions. Knowing how a change can help an organization is necessary for keeping workers motivated in the right direction. Every organization has people who oppose a coming change. However, through time and communication, such problems can be solved. After reviewing the issues, individuals may team up to find solutions and patterns that would positively change the organization. Making workers of an organization motivated enough to find patterns that would get them to the right sort of change, and subsequently, a change is brought after seeking out ways to satisfy the concerns put forth by the organization and after clearing the doubts of workers by themselves. This stage is known as 'change.

Stage 3. Refreeze

The third stage of the change theory occurs when changes occur in an organization. This stage promotes the sustaining of the changes. The team finds out the newer patterns begin to benefit their organization and start feeling satisfaction. The change brought inside the structure and motivational level of an organization's workers puts a healthy impact on the organization's outward outcomes. It grows with stability, increases its profit, goes to certain newer platforms, and achieves targets that it could not get due to the previous rumbling of routine. The organization's growth also helps its workers gain healthier perspectives. This makes the team more comfortable working in an environment that allows them to chip in their ideas about change.

The third stage of 'refreeze' occurs when an organization's workers accept the change, seek newer ideas to remain consistent about the change, and gain a perspective of working in an atmosphere where their ideas are appreciated. At this stage, the organization's workers work as a team to bring good and outwardly; the organization gains a higher place in the market. After a change is obtained, it is necessary to keep working on how to make that change look better and more consistent.

Source: Raza, (2015)

The image clearly shows the three stages and how to make an organization grow and sustain their performance. This is achieved outshine in its respective market by bringing change in its perspectives, ideas, and working styles. Getting the team involved, committed, and motivated at the par of an organization's work is the most crucial matter in Lewin's change process.

Model's foundational significance

Lewin's model or theory for change is easy to understand and feasible to apply to any organization. The foundation of his model lies only in the three steps that are core related to the organization's workers and the sense of stability in an organization's workers. The organization's size does not matter because unless an organization undergoes the process of change, thinking, finding, rethinking, applying, and working for it. Unless an organization undergoes the whole process of change, it does not evolve because no organization is perfect enough, to begin with, the uptight structure and uptight sort of people. And every organization has to go through numerous changes to finally sets, and Lewin's theory of change is one of the best and easiest theories to understand and apply to an organization to improve it.

Lewin's model of change was unchallenged for the first two decades after it was proposed. After Lewin passed away, his model/ theory underwent specific objections from critics to apply to only a small budgeted organization. However, being the pioneer theory or model, it still holds its grounds. It is the core of every change process that has appeared quite complicated to change any organization.

Innovation and challenging Lewin' theory of change

In the recent past two decades, Lewin's theory of change has also been entitled as the 'Lewin model of change'; it has gone through a lot of criticism for its simplification of matter. Many critics have claimed that Lewin's ideas are only applicable and more workable for a small organization but not for the bigger ones (Burnes, 2004). They claim that a more prominent organization that works at a larger scale and deal at the national level and international market can not be made the Lewin theory of change. Because they hold very senior positions in their organization, and their jobs can not be disturbed just for a change. That might disrupt their working and devalue their face in the market for being in the continuous change process.

However, when it comes to Lewin, he was known as the founder of 'socio-psychology' for specific reasons. He gave this theory of change in a simplified manner after his grinding work and research experience for almost twenty-five years. Numerous researchers have claimed that Lewin's theory may belong to an era whose traditions and other theories may not be practiced to date. However, his theory of change is still applicable. Because no matter how big or small an organization is, a monotonous environment brings degradation in work, motivation, and energy levels. And henceforth, to avoid degradation of an organization's face in its respective marketplace, it is necessary to make the organization go through the continuous process of change. It keeps the workers feel alive and motivated.

Conclusion

Kurt Lewin gave the theory of change in 1955. The theory was turned into a model of change after his death in 1947. The theory comprises three stages; freeze, change and unfreeze. These three stages of change make any organization to go through the process of identifying their priorities. They recognize the patterns that would bring about positive changes. This will eventually help the organization become more productive, reputable, and stable in the market place. In the past several decades, several accusations have been brought to Lewin's theory of change. The opponent of the theory argues that it is inappropriate and not applicable to the larger organizations. His theory is considered to be too easy and over-simplified to deal with the complexities which organizations have to go through in today's modern times. However, being the foundational theory, it remains the simplest, the easiest, and the most applicable model of all. Every complicated and generously layered model root back to Lewin's theory of change for its fundamental base. Henceforth, this paper concludes that Lewin's theory of change is still significant and applicable to any organization seeking to improve its outcomes in the marketplace.

References

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Bakaria, H., Hunjrab, A. I., Masood, M. T. (2017). Managing Organizational Change in Pakistan: Insights from the Work of Kurt Lewin. University of Wah. Retrieved from: http://uwjms.org.pk/downloads/v1/issue1/010105.pdf

Burnes B.(2019). The Origins of Lewin's Three Step Model of Change, Journal of Applied Behavioral Science, 56 (1), pp. 32-59. SAGE Publications. DOI: https://doi.org/10.1177/0021886319892685

Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Retrieved from: https://www.saskatoonhealthregion.ca/about/PFMS/Documents/Change_Leadership_Module/Director%27s%20Reference%20Material/Change%20101%20-%20Kurt%20Lewin%20-%20The%20Freud%20of%20Change.pdf

Cummings, S., Bridgman, T., Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin's legacy for change management. Retrieved from: https://journals.sagepub.com/doi/pdf/10.1177/0018726715577707#:~:text=Kurt%20Lewin's%20'changing%20as%20three,by%20others%20against%20such%20charges.

Hossan, C. (2015). Applicability of Lewin's Change Management Theory in Australian Local Government. International Journal of Business and Management; Vol. 10. Canadian Center of Science and Education.

Kritsonis, A. (2005). Comparison of Change Theories. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION VOLUME 8. Retrieved from: http://www.nationalforum.com/Electronic%20Journal%20Volumes/Kritsonis,%20Alicia%20Comparison%20of%20Change%20Theories%20IJMBA%20V8%20N1%202005.pdf

Mehrolhassani, M. H., Emami, M. (2013). Change Theory for Accounting System Reform in Health Sector: A Case Study of Kerman University of Medical Sciences in Iran. International Journal of Health Policy and Management, 2013, 1(4), 279–285

Raza, M. (2015). Lewin's 3 Stage Model of Change Explained. BMC Blogs. Retrieved 6 November 2020, from https://www.bmc.com/blogs/lewin-three-stage-model-change/.

Talibhussain, S. Lei, S. & et. (2016). Kurt Lewin's change model: A critical review of the role of leadershipand employee involvement in organizational change. Retrieved from: https://www.researchgate.net/publication/309182963_Kurt_Lewin's_process_model_for_organizational_change_The_role_of_leadership_and_employee_involvement_A_critical_review

Wang, Y. (2009). Applying Lewin's Change Model in the Development of a Learning Organization. Retrieved from: https://www.anzam.org/wp-content/uploads/pdf-manager/1168_ANZAM2009-484.PDF