Kurt Lewin Change Theory

 

 

Introduction

            Kurt Lewin, the person who came up with the change theory, was a German-American psychologist and is known as the father of social psychology (Kavanagh, 2017). He presented the theory in 1947. This theory can be applied in various disciplines. The theory assumes that an individual is exposed to regression unless some other measures are put in place to institutionalize the improved level of performance. He developed one of the nursing models referred as the change model which has three stages, which are unfreezing, change and refreezing.

The meaning of the theory

The model explains the process of carrying out a change in its three stages that are;

Unfreezing

            Before the change is implemented, it must pass through the first stage which is considered as unfreezing. The goal in this stage is to create awareness on the need for change, and this is done through proper explanation, on how the current state of the organization has hindered performance or delivery of service (Kavanagh, 2017). It is done to reduce the incidence of resistance which may occur. Communication is vital in this stage for employees to be informed on the changes, the reasons behind its proposal and its effects on the employee.

Changing

             It is also referred to as the moving or the stage of transition. After the need for change has been created. The change is made to real, and thus this is the stage of implementing the change. In this stage, most of the people affected by the change struggle with the new norm and it is also marked with fear which thus makes it the most challenging step (Cummings, Bridgman & Brown, 2016). It is necessary for this stage to provide the necessary information, education, and support where appropriate for the employees to be more familiar with the changes and adapt well to the changes.

Refreezing

             In this stage, the changes that have already been implemented are reinforced. The changes are stabilized and solidified in the organization and are considered as the new norm. This is the necessary stage to ensure that, the old ways of the organization are not reverted and thus the new norms are practiced effectively (Bakari, Hunjra & Niazi, 2017). The changes are cemented as the culture of the organization and therefore considered as the organizational way of thinking or doing things.

Logical adequacy

            The concepts in this model are the driving and restraining forces, and the equilibrium. The factors that cause the change to occur are the driving forces; they create this by pushing the individual towards the intended direction (Bakari, Hunjra & Niazi, 2017). Restraining forces, on the other hand, are those factors that counter the action of the driving forces and causes a shift in equilibrium towards opposing the change (Kavanagh, 2017). Finally, equilibrium is where the driving forces and the restraining forces are equal; thus there is no change. Predictions can be made from the theory, and it is used consistently, and the concepts are applied throughout the theory, and there are no logical fallacies.

Usefulness

             The theory is critical in change management in the organization in that; it gives a stepwise way of implementing a change which promotes understanding through its simple three-stage process. The theory has generated various researches through its application, and it is very useful in the change management in health care, for example, it can be applied in the implementation of bar-coded medication administration (Hussain et al., 2018). The theory has greatly influenced the nursing practice on the implementation of changes to facilitate quality delivery of care. It has also affected the quality improvements in the organization.

 

Degree of generalization

            The theory can be applied in the provision of explanation on changes that have been carried out or that have already been carried out in an organization. The concepts allow for prediction of the changes intended to be done (Hussain et al., 2018). The theory can be applied in other settings, and its simplicity makes it easily understood and gives an understandable explanation.

Testability

            The concepts of the theory are measurable and observable, and the theory is supported by the empirical data from the researches that have been done since the day it was introduced the Lewin. For successful change implementation, the changes have to be adequately communicated, implemented and restrained; all the processes above imply the change theory.

Conclusion

             I would apply the theory in the change management to facilitate in the implementation of the changes that are likely to bring positive changes to the organization. The change theory is a three-stage theory which is much simpler and can be easily understood. In this theory, prediction can be made earlier before even the change is implemented.

 

 

 

 

References

Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of Theory of Planned Behavior and Lewin's three step model. Journal of Change Management, 17(2), 155-187.

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Kavanagh, E. (2017). Three Leadership Models: Kurt Lewin, Hershey and Blanchard, and Edwin Friedman.