Unlocking the Secrets of Organizational Change: Lewin's Concepts
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Chapter 1: Understanding Organizational Change
Kurt Lewin, a prominent figure in applied social science, introduced three fundamental concepts that are vital for successful organizational change (OC). This article focuses on two of those crucial ideas: Forcefield Analysis and the Three-Stage Model of Change.
Forcefield Analysis is Lewin's initial concept and practical tool. He posited that every organizational scenario, regardless of its dysfunction, provides some benefit to certain stakeholders. This idea has proven to be exceptionally useful in the practice of Organizational Change.
According to Lewin, the existing state of an organization is shaped by two opposing forces: driving forces that advocate for change and resisting forces that uphold the current situation. The balance between these forces determines the status quo.
In practical terms, Lewin advised that efforts should focus on diminishing the resisting forces rather than solely amplifying the driving forces. If one were to simply increase the driving forces, it could lead to a counter-reaction, strengthening the resistance from those who favor the status quo, often due to their vested interests.
A closely related concept is Lewin's Three-Step Model of Change, which outlines a structured approach to effecting change. This model consists of three distinct phases: unfreezing the existing state, transitioning to a new state, and then refreezing to establish a new norm. Although these steps may seem straightforward, they are critical for successful change management.
Initially, an OC consultant must assist the organization in recognizing the ineffectiveness of its current state. This can be challenging, as some members may benefit from maintaining the existing status quo.
To facilitate movement within the organization, a well-planned intervention is required. This phase can be fraught with anxiety and uncertainty for many employees. Fortunately, a variety of structured interventions are available for OC consultants. I delve deeper into these interventions in the second part of my book, "Strategic Organizational Change."
In the final phase, Lewin emphasized the importance of "refreezing" the organization. From my experience, this step is crucial to ensure that changes are sustained. A supportive environment must be established, which includes management commitment of resources and recognition of desired behaviors. Without this, employees are likely to revert to their previous, more familiar practices.
Anthony Buono has rightly pointed out that there is a marked difference between the episodic, discontinuous changes that Lewin discussed in 1947, which primarily dealt with organizational inertia, and the continuous, overlapping changes we encounter today. I explore Professor Buono's insights further in my chapter on Leading Change.
This video explains the intricate relationship between the pieces of the organizational change puzzle.