Republic of the Philippines

Laguna State Polytechnic University

SAN PABLO CITY CAMPUS
Del Remedio, San Pablo City

GRADUATE STUDIES AND APPLIED RESEARCH

EDUC 607 – ORGANIZATION AND ADMINISTRATION
FIRST SEMESTER, AY 2019-2020
GIL E. CONTRERAS MARIO R. BRIONES, Ed.D.
Ed.D. Major in Educational Management Professor

The Work of Kurt Lewin

Content
Biography
Contributions to Modern Management Theory
 The concepts of Field Theory
 Action Research
 The study of Group Dynamics / Model of Change
 Aspects of Sensitivity Training techniques

Kurt Lewin (9 September 1890 – 12 February 1947) was a

German-American psychologist, known as one of the modern
pioneers of social, organizational, and applied psychology in the
United States. Exiled from the land of his birth, Lewin made a new
life for himself, in which he defined himself and his contributions
within three lenses of analysis: applied research, action research,
and group communication were his major offerings to the field of
communication.
Lewin is often recognized as the "founder of social psychology" and was one of
the first to study group dynamics and organizational development. A Review of General
Psychology survey, published in 2002, ranked Lewin as the 18th-most cited
psychologist of the 20th century.

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The concepts of Field Theory 1

Accordingly, behavior is seen as a function of a multitude of co-existing,

interacting and independent forces within the person and environment. Wherein,
isolation from total situation, a s a function of some other factor is rejected. Thus, the
dynamic meaning of events in the work field are the focus of interest.
Lewin explained that the individual behavior on the basis of life-space that
depends on his psychological force such as drives, tensions, thoughts and his
environment, which consists of perceived objects and events. The life-space contains
the individual himself. Desire creates tensions that come to a balancing state and the
persons acts. In his theory, threat, goal and barrier are the main factors. The individual
who has to achieve some goal has to cross a barrier that may be psychological or
physical. It is called field theory because he stated that each person exists within a field
of forces.

According to the theory, learning is not a mechanistic process of connecting

stimuli and responses within a biological organism. Learning of all types involves
change in perception. There is a need for seeing the whole and details of the situation is
very necessary. The school head must assist the personnel to perceive the goal and the
barrier. The goal must be presented in an easier and simplified way.

Action Research
It is the use of field theoretical concepts and the linking of laboratory experiments
to applied problems. Action research gives credence to the development of powers of
reflective thought, discussion, decision and action by ordinary people participating in
collective research on "private troubles" that they have in common.

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 Action research for Lewin was exemplified by the discussion of problems
followed by group decisions on how to proceed. Action research must include the active
participation by those who have to carry out the work in the exploration of problems that
they identify and anticipate. After investigation of these problems the group makes
decisions, monitoring and keeping note of the consequences. Regular reviews of
progress follow. The group would decide on when a particular plan or strategy had been
exhausted and fulfilled, come to nothing, and would bring to these discussions newly
perceived problems.

The study of Group Dynamics or Model of Change

The organizational change explains the movement of an organization from the
known or current state to the unknown or desired future state (Hussain, 2018). To
change the system, it is necessary to unfreeze the existing equilibrium and to re-freeze
the new constellation of forces or the system will return to its earliest state. There are
three steps of change model that denotes step by step phases of unfreezing, charging
and refreezing.

The unfreeze refers to the process of melting the behaviors, beliefs or

established status quo in certain organization or particular individual for the purpose of
decreasing the obstructive factors towards the change process. To begin any
successful change process, one must first start by understanding why the change must
take place. Preparing the organization to accept the change is necessary. According to PAGE |
Lewin (1944), it is one thing to be motivated, another to transform motivation into 3

concrete goals and into stabilizing these goals in a way which would carry the individual
through to the actual completion of the work.
The change state is where people begin to resolve their uncertainty and look for
new ways to do things. It occurs whenever any affected organization moves towards the
desired changes (Aziz, 2017). To stimulate process of change, the employees must
have to be addressed about change. The leaders should educate, communicate,
participate, involve, task support, provide emotional support and incentives, manipulate
and coerce employees about change. Thus, the role of leadership involves as change
agent for behavioral integration in tasks and social dimensions.
The third stage is a refreeze that takes place after the new change is
successfully absorbed and stable, resulting in a new culture and practices in an
organization. This stage needs to help people and the organization internalize or
institutionalize the changes. The implementation of change involves the current state of
organization have to be changed into a desired state, but this will not occur quickly but
simultaneously.

Aspects of Sensitivity Training techniques

Sensitivity training is often offered by organizations and agencies as a way for
members of a given community to learn how to better understand and appreciate the
differences in other people. It often specifically addresses concerns such as gender
sensitivity, multicultural sensitivity, and sensitivity toward those who are disabled in
some way. The goal in this type of training is more oriented toward growth on an
individual level. Lewin first introduced training group (T-group) in a summer workshop in
human relations in 1946.
The ultimate goal of the training is to have intense experiences leading to life-
changing insights, at least during the training itself and briefly afterwards. Sensitivity
training focuses on being sensitive to and aware of the feelings and attitudes of others.
Some training programs even customize training experiences to meet the needs of
specific companies and organizations. An integral part of sensitivity training is the
sharing, by each member of the group, of his or her own unique perceptions of
everyone else present. It seeks to educate its participants and lead to more constructive
and beneficial behavior. Thus, sensitivity training, if successful, leads to self-awareness
and insight that will help its participants in all aspects of life including the work-place.

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References
Adelman, C. (1993). Kurt Lewin and the Origins of Action Research. Educational Action
Research, Volume 1, No. 1, 1993 pp. 6-24. Retrieved from
https://www.tandfonline.com/loi/reac20.

Aziz, N., et.al. (2017). The Application of Kurt Lewin’s Model of Change in the
Implementation of Higher Order Thinking Skills in School. International Journal of
Academic Research in Business and Social Sciences, 2017, Vol. 7, No. 8 pp.
108-115.

Hussain, S., et.al. (2018). Kurt Lewin's change model: A critical review of the role of
leadership and employee involvement in organizational change. Journal of
Innovation and Knowledge, 3 (2018) pp. 123–127. Retrieved from
https://www.elsevier.es/en-revista-journal-innovation-knowledge-376-articulo-
kurt-lewin39s-change-model-a-S2444569X16300087

Lewin, K. (1944). The Dynamics of Group Action. Association of Supervision and

Curriculum Development.

Lewin's Change Management Model: Understanding the Three Stages of Change.

Retrieved from https://www.mindtools.com/pages/article/newPPM_94.htm

Mason, W. Sensitivity Training. Retrieved from

https://www.referenceforbusiness.com/management/Sc-Str/Sensitivity-
Training.html#ixzz65Xyqxp3K

Papanek, M. Kurt Lewin and his Contribution to Modern Management. Retrieved from
https://journals.aom.org/doi/pdf/10.5465/ambpp.1973.4981410

Zav, S. Lewin’s Field Theory of Learning. Retrieved from

http://www.psychologydiscussion.net/learning/learning-theory/lewins-field-theory-
of-learning-education/2525

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