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Kurt Lewin Model

Kurt Lewin Model

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Published by verinderpreet
this is helpful for all those having ocd subject...
this is helpful for all those having ocd subject...

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Published by: verinderpreet on Mar 06, 2010
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11/08/2012

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Kurt Lewin Model
Kurt Lewin proposed a three stage theory of change commonly referred to asUnfreeze, Change, Freeze (or Refreeze). A lot has changed since the theory wasoriginally presented in 1947, but the Kurt Lewin model is still extremely relevant.
Stage 1: Unfreezing
The Unfreezing stage is probably one of the more important stages to understand inthe world of change we live in today. This stage is about getting ready to change. Itinvolves getting to a point of understanding that change is necessary, and gettingready to move away from our current comfort zone.This first stage is about preparing ourselves, or others, before the change (and ideallycreating a situation in which we want the change).The more we feel that change is necessary, the more urgent it is, the more motivatedwe are to make the change.Unfreezing and getting motivated for the change is all about weighing up the 'pro's'and 'con's' and deciding if the 'pro's' outnumber the 'con's' before you take any action.This is the basis of what Kurt Lewin called the Force Field Analysis.
 is a fancy way of saying that there are lots of different factors(forces) for and against making change that we need to be aware of (analysis). If thefactors
for
change outweigh the factors
against
change we'll make the change. If not,then there's low motivation to change - and if we feel pushed to change we're likely toget grumpy and dig in our heels.This first 'Unfreezing' stage involves moving ourselves, or a department, or an entire business towards motivation for change. The Kurt Lewin Force Field Analysis is auseful way to understand this process and there are plenty of ideas of how this can
 
 bedone.
Stage 2: Change - or Transition
Kurt Lewin was aware that change is not an event, but rather a process. He called that process a transition. Transition is the inner movement or journey we make in reactionto a change. This second stage occurs as we make the changes that are needed.
 
People are 'unfrozen' and moving towards a new way of being.This is not an easy time as people are learning about the changes and need to be giventime to understand and work with them. Support is really important here and can be inthe form of training, coaching, and expecting mistakes as part of the process.Using role models and allowing people to develop their own solutions also help tomake the changes. It's also really useful to keep communicating a clear picture of thedesired change and the benefits to people so they don't lose sight of where they areheading.
Stage 3: Freezing (or Refreezing)
Kurt Lewin refers to this stage as freezing although a lot of people refer to it as'refreezing'. As the name suggests this stage is about establishing stability once thechanges have been made. The changes are accepted and become the new norm.People form new relationships and become comfortable with their routines. This cantake time.In todays world of change the next new change could happen in weeks or less. Thereis just no time to settle into comfortable routines. This rigidity of freezing does not fitwith modern thinking about change being a continuous, sometimes chaotic process inwhich great flexibility is demanded.
Burke Litwin Model
A Causal Model of Organizational Performance and Change, or the Burke & LitwinModel, suggests linkages that hypothesize how performance is affected by internaland external factors. It provides a framework to assess organizational and
 
environmental dimensions that are keys to successful change and it demonstrates howthese dimensions should be linked causally to achieve a change in performance.The causal model links what could be understood from practice to what is knownfrom research and theory. The model not only discusses how different dimensionslink with each other but also discusses how external environment affects the differentdimensions in organization. The model focuses on providing a guide for bothorganizational diagnosis and planned, managed organization change, one that clearlyshows cause-and-effect relationships.The model revolves around 12 organizational dimensions:1.External environment2.Mission and strategy3.Leadership4.Organizational culture5.Structure6.Management practices7.Systems8.Work unit climate9.Task and individual skills10.Individual needs and values11.Motivation12.Individual and organizational performanceThe model also distinguishes between transformational and transactionalorganizational dynamics in organizations.

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