KURT LEWIN’S CHANGE MODEL

Ø  KURT LEWIN’S CHANGE MODEL

Ø  ORGANIZATION CHANGE AND DEVELOPMENT

Ø 
KURT LEWIN’S CHANGE MODEL

•     ORIGINATED FROM THE FAMOUS WORK OF KURT LEWIN SOCIAL PSYCHOLOGIST AND DEVELOPED IN 1940

•     DEVELOPED A THREE-STAGE MODEL OF PLANNED CHANGE WHICH EXPLAINED HOW TO INITIATE,MANAGE AND STABILIZE THE CHANGE PROCESS

•     LEWIN BELIEVED THAT THE CHANGE FREQUENCY LAST ONLY FOR A SHORT TIME. SO HE SUGGESTED THREE STEP SEQUENTIAL MODEL OF CHANGE PROCESS

•     UNFREEZING-------CHANGING-------REFREEZING

Ø  PROCESS OF CHANGE BY KURT LEWIN

v  FIRST PHASE OF UNFREEZING

•      RECOGNIZING THE NEED FOR CHANGE I.E DISSATISFACTION WITH THE OLD WORK AND PRACTICES.

•      UNFREEZING THE PRESENT BEHAVIOR PATTERN AND DEVELOPING A NEED FOR CHANGE

•      INDIVIDUALS ARE ENCOURAGED TO REPLACE OLD BEHAVIOR AND ATTITUDE WITH THOSE DESIRED BY MGMT

•      THE MANAGER IS THE CHANGE AGENT AND HE HAS TO ASSUME THE RESPONSIBILITY TO BREAK OPEN THE SHELL OF COMPLACENCY AND SELF RIGHTEOUSNESS AMONG SUBORDINATES

•      THE FORCES WHICH DRIVE CHANGE SHOULD BE ENCOURAGED AND STRENGTHENED AND FORCES WHICH DISCOURAGE SHOULD BE WEAKENED.

•      REWARDS TO THOSE WHO ACCEPT CHANGES AND  THE WORKERS WHO RESIST SHOULDBE CONVINCED TO ACCEPT THE CHANGES

v  CHANGING(MOVING)

•     PROPOSED CHANGE SHOULD BE INTRODUCED IN THE ORGANIZATION IN SYSTEMATIC MANNER WITH THE FULL COOPERATION OF SUBORDINATES.

•      IDENTIFICATION:-CHANGE IS PRESENTED THROUGH ROLE MODELS .

i.            PROVIDED EDUCATION ABOUT THE NATURE AND ITS IMPLICATION OF CHANGE

ii.            MOTIVATED TO DEVELOP FAVORABLE ATTITUDE

iii.            PERSUADED TO LEARN NEW WORK METHODS AND PATTERN OF BEHAVIOR BY OBSERVING THEIR SUPERIOR AND ROLE MODE

•     INTERNALIZATION:- THE INDIVIDUALS ARE PLACED IN SITUATION IN WHICH NEW BEHAVIOR PATTERN ARE DEMANDED IF THEY ARE TO SUCCEED IN THAT SITUATION.

Ø  REFREEZING AT THE NEW LEVEL

•             REINFORCING THE NEWLY LEARNED BEHAVIOR( REWARD)

•             FINDING FITS BETWEEN ORGANIZATIONAL COMPONENTS THAT ARE SUPPORTIVE OF NEW BEHAVIOR

•             MAINTAINING FITS BETWEEN ORGANIZATIONAL COMPONENTS TO FIND   MOVING EQUILIBRIUM

v  STRENGTH

i.            SIMPLE AND EASY TO UNDERSTAND

ii.            FOCUSING ON EMPLOYEE’S FEAR AND DOUBT AND RESISTANCE TO CHANGE

iii.            HOW TO OVERCOME RESISTANCE OF CHANGE

v  WEAKNESSES

1.       DOES NOT CONCENTRATE ON EACH ASPECT

2.       IT DOES NOT COVER ALL SMALL ASPECTS