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The Origins of Lewin’s Three-Step Model of Change
Abstract
At the time of his death in 1947, Kurt Lewin was seen as one of the foremost psychologists of his day. He is now best known for his three-step model of change. However, this has been criticized for its “simplicity,” and it has even been suggested that Lewin “never developed such a model,” yet this ignores its links to the rest of Lewin’s work. Surprisingly, there appears to have been no rigorous attempt to understand the connection between Lewin’s early work on field theory and his later work on social and organizational change. In addressing this gap in the Lewin literature, this article will not only show that the three-step model of change is far from being simplistic but also that it was a well-thought-out approach to change based on his development of field theory. The main difference between the two is one of nomenclature rather than substance.
... These embrace key findings from change management and change leadership fields of research as well as the Burke Litwin organisational change model. These characteristics were created from a total of eight sources identified and are outlined as follows: , , Fullan (2020), , , Burke and Litwin (1992), Burnes (2020) and . They have been grouped into themes of strategy, culture, relationships, capability, and tactics and the two most influential academic sources are listed for each characteristic. ...
... 6. Delegate appropriate responsibility Burnes, 2020). ...
... Power is linked to culture as the cultural context can influence people's openness to choose to do certain things voluntarily (Luby, 2019), thus reducing resistance or conflict. The following are the characteristics related to this theme: 7. Accept that conflict is part of the change process and resolve it effectively in a constructive way (Burnes, 2020;. ...
... This theory emphasizes the importance of understanding human behavior in the context of the surrounding environment. According to Lewin as stated Burnes (2020), an individual's behavior is the result of the interaction between the person and his environment, which creates a psychological "field". This field includes various factors such as goals, needs, desires, and social pressures that affect a person's actions at any given time. ...
... Both options have a balanced appeal, leaving the individual with a dilemma in deciding which option to take. According to Lewin, this conflict is positive because even though it is difficult to decide, any choice taken will give a pleasant or satisfying result (Burnes, 2020;Lewin & Cartwright, 1951;Roşca, 2020;Snyder, 2009). For example, when one has to choose between two equally lucrative jobs such as being a manager in a well-known company with a high salary and becoming a researcher at a reputable research institution with complete facilities and opportunities to develop oneself in the academic field. ...
... In this type of conflict, the individual feels trapped between two situations, where both options are to be avoided, but still have to choose one or the other. This type of conflict often causes high stress and anxiety because both options do not provide the desired or satisfactory results (Burnes, 2020;Lewin & Cartwright, 1951;Roşca, 2020;Snyder, 2009). For example, an employee who is not satisfied with his current job, but he is also worried that he will not find a suitable new job. ...
The inner conflict experienced by the character Julie in the novel You've Reached Sam by Dustin Thao and the way Julie's character overcomes inner conflict is interesting to study with the theory proposed by Kurt Lewin.This study aims to examine the inner conflict experienced by the main character in the novel You've reached Sam by Dustin Thao, along with the factors that affect the occurrence of these conflicts using a literary psychology approach. This research is a qualitative descriptive research with primary sources in the form of phrases, words, or sentences quoted in the novel You've reached Sam and secondary sources are used in the form of reference books, and national and international journal articles. The data collection technique is carried out by reading and recording data in the form of inner conflicts and the factors that affect them. The analysis technique in this study refers to the three stages of the triangulation technique. This research found that Juliet's character experiences an inner conflict that is in accordance with Kurt Lewin's formula are approach-approach conflict; avoidance-avoidance conflict; and approach-avoidance conflict. The dominant factors that affect the occurrence of inner conflicts are psychological pressure (driving forces) and tensions.
... Lewin (1935), who greatly influenced work psychology and management, highlighted the inherent conflict between the desire to enact change and the influential forces that affect individuals. Building upon this, Burnes (2020) further elucidated that Lewin's theory focuses on improving organizational performance by prioritizing human relationships and fostering collaborative and participative group transformation. It is widely acknowledged as an effective approach for instigating behavioral changes in individuals. ...
... Finally, by applying Lewin's change theory, we offer a three-step guide for organizations seeking to alleviate their employees' eco-anxiety through targeted management actions (Lewin, 1947). Our review is distinguished by its focus on an intervention model rooted in Lewin's change theory, a framework commonly used in management research (Srivastava and Agrawal, 2020;Burnes, 2020), but to our knowledge not utilized in the literature on eco-anxiety. In summary, our study aims to provide human resources and managers with different strategies to address eco-anxiety in the workplace. ...
... We will explore Lewin's theory of change since it helps to expose the levers of change in the workplace. Lewin (1947) proposed a 3-step model of change, as outlined by Burnes (2020). The first step, unfreezing, involves disrupting the existing equilibrium to create a space for change. ...
Purpose
Eco-anxiety can affect individuals’ environmental engagement conditions. People spend approximately 35 h or more per week in a workplace environment. It is worth considering whether workplace initiatives exist to deal with eco-anxiety. Little research has been carried out on workplace-related eco-anxiety and no studies have been conducted on how to respond to this health issue within the workplace specifically. To address this issue, we explored eco-anxiety in a workplace context in the literature and developed a model of change to better respond to employees’ eco-anxiety.
Methodology
First, a scoping review was conducted to investigate workplace eco-anxiety. Second, an analysis was performed in which Lewin’s theory of change was used to propose changes in the workplace designed to better respond to eco-anxiety.
Findings
Lewin’s three stages can guide action to reduce eco-anxiety in the workplace. Step 1 (unfreeze) involves becoming aware of the eco-anxiety problem within the organization, step two (change) consists of finding alternatives in the built environment such as green spaces and pro-environmental behavior through circular economy practices, and step 3 (refreeze) involves stabilizing this change.
Originality
Our study is among the few to explore eco-anxiety in the workplace specifically and, to our knowledge the first, to propose an intervention model for management and employees. Lewin’s three stages can guide action to reduce eco-anxiety in the workplace.
... With every step taken in this new land was a melodious tone between what I had known first as a student and then as a teacher in Pakistan, and what I was aspiring to become -a researcher, a scholar, and an academician in the competitive environment of higher education in the United States. This autoethnography narrates my journey using Kurt Lewin's Change Model (Burnes, 2020) as a framework to illustrate the transition from my previous identity as a teacher to my new identity as a Ph.D. scholar and emerging researcher. With its three phases: unfreeze, change, and refreeze, Lewin's Change Model provides a unique lens to draw personal and professional metamorphosis. ...
... It considers change as a three-dimensional process of discarding the old way of thinking (unfreeze), adopting a new mindset (change), and finally, solidifying the new mindset (refreeze). By adopting this model, I contextualize my transition, highlighting the challenges and learning experiences as a first year Ph.D. candidate (Burnes, 2020). ...
... In this study, I have used Kurt Lewin's Change Model (Burnes, 2020;Cummings et al., 2016;Hussain et al., 2018) as my theoretical framework. Developed in the mid-20th century by Kurt Lewin, also known as the father of social psychology, this framework provides wellestablished lens for adapting to and managing change. ...
This autoethnographic account narrates my transition as a first-year Ph.D. student at Texas A&M University, USA. Employing Kurt Lewin's Change Model, I have structured my narrative around three phases: (a) unfreeze, (b) change, and (c) refreeze. The unfreeze phase details the process of unlearning, adjusting to American academic practices, and the initial cultural shock intensified by homesickness. The change phase describes embracing a new identity, integrating into campus and cultural life, and overcoming academic challenges. Lastly, the refreezing phase involves consolidating new beliefs, perspectives, and skills, solidifying the transition to becoming a more confident and competent scholar. This autoethnographic account narrates the dilemmas and breakthroughs I encountered, with the aim of providing insights for future Asian students aspiring to pursue doctoral programs in the USA.
... Effective communication at the outset of change initiatives is crucial, as it directly influences training, facilitating employees' gradual adaptation to new conditions. This is consistent with the first phase of Lewin's change model, where individuals must be prepared for change for the anticipated transformation to be effectively implemented [60]. Studies have shown that clear and consistent communication helps reduce uncertainty and resistance among employees, thereby enhancing their readiness to embrace change [24]. ...
... The findings indicate that effective communication is essential in the unfreezing phase, where it plays a powerful role in convincing and preparing individuals for change. This preparation is critical as it sets the stage for the subsequent phases of change and implementation [60]. Clear and transparent communication ensures that employees understand the need for change, its benefits, and the steps involved, thereby reducing resistance and increasing readiness for change. ...
This study explores the integration of sexual and reproductive health (SRH) education in Sri Lanka, utilizing the Health Belief Model (HBM) to predict the perceived quality of SRH education among non-state undergraduate students. In many Asian countries, including Sri Lanka, cultural resistance and skepticism often challenge SRH education initiatives. The research is based on a questionnaire survey, examining factors influencing the perceived quality of SRH education, such as cultural norms, embarrassment, attitudes, awareness, and institutional support. In recent years, the Sri Lankan telecom industry has experienced significant expansion and transformation, leading to a notable increase in mergers and acquisitions (M&A). This study investigates the impact of human resource practices on M&A performance, utilizing Lewin’s Change Management Model as a framework. The research is based on a questionnaire survey, examining factors influencing the performance of M&A in Sri Lanka Telecom industry, such as communication (Unfreeze), training (Change), leadership (Refreeze), and performance (M&A outcomes). Structural Equation Modeling (SEM) reveals that communication significantly influences training (β = 0.800), while training has a strong effect on leadership (β = 1.062), both directly and indirectly via communication (β = 0.850). Additionally, performance is positively impacted by training (β = 0.819) and leadership (β = 0.459), with communication exerting a substantial indirect influence on performance (β = 0.655). These results underscore the necessity for an integrated approach that enhances organizational performance and adaptability in an evolving business landscape. To optimize M&A outcomes, organizations are encouraged to prioritize leadership development, invest in comprehensive training programs, and align communication strategies effectively. This research contributes valuable insights into the management of change within the telecom sector, promoting sustainable growth and success in future M&A endeavours.
... Ada dua perspektif yang menjelaskan tentang konsep Merdeka Belajar, yaitu perspektif hedonic dan perspektif eudaimonic. Menurut (Burnes 2020), Merdeka Belajar dalam perspektif hedonic adalah cenderung kepada mencari kebahagiaan dengan menghindari perasaan sakit atau hal-hal yang tidak menyenangkan (Daeng and Fitri 2023). Sedangkan Merdeka Belajar dalam perspektif eudaimonic sesuai yang dikemukakan oleh Ryan dan Deci adalah kondisi ketika seseorang mampu mengoptimalkan potensi yang dimiliki dan mampu mengatualisasikan dirinya menjadi pribadi yang yang seutuhnya, sesuai dengan nilai-nilai yang dimiliki. ...
The realisation of ‘Merdeka Belajar’ in madrasah is one of the important programmes in improving existential and sustainable education services. Various efforts have been made by the government, such as the implementation of Merdeka Belajar as stated in the Ministry of Education and Culture Decree No. 56 of 2022. This research was conducted at MA Miftahul Ulum Krucil Probolinggo with the aim of: 1) describe the procedural and conceptual models of Merdeka Belajar Management to realise ‘Merdeka Belajar’; 2) describe the results of implementing Merdeka Belajar Management to realise ‘Merdeka Belajar’. The method used in this research is a qualitative study, data collection techniques through observation, interviews, and documentation. The results showed that the implementation of Merdeka Curriculum to realise Merdeka Belajar at MA Miftahul Ulum to improve the quality of education by collaborating with various stakeholders, both teachers and students and between teachers. The collaboration technique used is to use the Top Down and Bottom Up patterns, namely breaking down from AKUL (Institutional Curriculum Direction) into programmes from the madrasah and involving regulations from the Ministry of Education and Culture.
... The first is unfreezing the current state, followed by movement to the future state. The final aspect involves sticking and freezing the change (Burnes, 2020). Mavromatis and Olofsson (2013) argued that, as a change process, Lewin's model focuses on the state of the organization; hence, there should be a transition process that leads to the future state. ...
This research examines the significance of dynamic capabilities in digital
transformation and explores the mediating role of a well-defined approach to
change management in the context of digital projects in the Yemeni
telecommunications sector. A quantitative research approach is used to
investigate a population of 902 managers and team leaders working in the
telecommunications sector in Yemen. A questionnaire was developed and
administered to a random sample of 316 participants, and the data collected were
analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM)
via SmartPLS version 4. The findings reveal a statistically significant positive
impact of dynamic capabilities and change management on digital transformation
projects. Furthermore, the findings revealed the mediating role played by change
management in the relationship between dynamic capabilities and digital
transformation projects. The results of this research contribute to the body of
knowledge in the literature by substantiating a positive relationship between
organization’s dynamic capabilities, effective change management techniques,
and the successful implementation of digital transformation initiatives.
Furthermore, the results provide valuable insights into the theoretical framework
underlying this topic by integrating dynamic capabilities, change management,
and digital transformation. In addition, findings can be beneficial for leaders in
the sector to develop and maintain capabilities that sense, seize, and transform
new technologies to drive their business transformation. Finally, the proposed
approach to change management helps leaders overcome the resistance to change
associated with new processes or business models brought about by new
technologies.
... Organizational change has become inevitable in contemporary business environments, driven by technological advancements, global competition, shifting workforce dynamics, and unexpected disruptions like the COVID-19 pandemic (Burnes, 2020;Worley & Jules, 2023). The ability of organizations to implement change effectively has consistently been linked to their level of change readiness-the capacity of an organization and its members to engage with and adapt to change initiatives successfully (Rafferty et al., 2013). ...
This systematic literature review examines the evolution and current state of research on organizational change readiness through the lens of cross-disciplinary approaches. The combination of insights from various fields has greatly enhanced our understanding of how organizations and individuals prepare for and respond to change. Through a comprehensive analysis, this review identifies key cross-disciplinary intersections that have shaped change readiness research, focusing on integrating organizational psychology and management theory. Organizations that adopt cross-disciplinary approaches to change readiness achieve more successful outcomes in change initiatives. The review highlights significant research gaps, including the need for more sophisticated measurement tools, greater attention to contextual factors, and more diverse methodological approaches. Future research should focus on developing integrated theoretical models, assessing digital transformation readiness from cross-disciplinary perspectives, and examining cultural and global viewpoints on change readiness.
... The research model used is the Lewin model the components are (Burnes, 2020); 1) Planning, in this stage the researcher explains what, why, when, where, by whom, and how the action is carried out. 2) Actuating, which is the implementation or application of the contents of the design. ...
This research was conducted based on the fact that there were many students who came late to school and the increasing number of student attendance. Therefore, the counseling teacher tries to reduce the tardiness and attendance of these students by conducting individual counseling services. To further maximize the expected results using an individual counseling approach electrical techniques. The subjects of this study were 5 students in class VIII. The benefits of the expected that students who are absent and late coming to school every day can increase the frequency of their absence to be present every day. besides that it can also be used as a reference in providing individual counseling services, and peers as observers. The results showed that the implementation of service actions was carried out in two cycles, where each cycle consisted of four stages, namely; (a) planning, (b) implementation, (c) observation, and (d) reflection. After analyzing the results after the implementation of individual counseling with electrical techniques, there was a reduction in the frequency of absenteeism of class VIII students. From the results of the research, it is suggested that the counseling teacher should record and monitor students who are late coming to school, because there are still class teachers and counseling teachers who are indifferent to the students' indiscipline.
... The study demonstrated that democratic leadership positively influences job performance, fostering a collaborative and motivated work environment. In contrast, autocratic leadership, while effective in certain scenarios, generally showed a less favourable impact on job performance due to its rigid, top-down approach (Burnes, 2019;Chukwusa, 2018). ...
Although the impact of leadership styles on employee performance has been widely studied, there is limited research on how autocratic and democratic leadership styles specifically affect job performance in Malaysia's public service sector, particularly within Sarawak's public organisations. This study investigates the relationship between these leadership styles and job performance in a public organisation in Kuching, Sarawak. Using a quantitative descriptive-correlational design, the study employed a cross-sectional survey with an online questionnaire to assess the influence of autocratic and democratic leadership styles on employee performance. A total of 73 employees participated in the survey, and data were collected using a validated and reliable closed-ended questionnaire. The findings revealed a significant positive correlation between both leadership styles and job performance, with democratic leadership having a stronger impact. These results provide valuable insights for organisational leaders seeking to improve leadership practices and enhance workforce resilience. Future research could explore the dynamics of various leadership styles, integrate mixed methods approaches, and examine their long-term effects.
... Theories of change (henceforth ToC) have been likened to a social domino effect, whereby achieving small changes can contribute to larger-scale and more durable changes (Taplin and Clark 2012). Influenced by the behavioural and organisational change fields (Burnes 2020), ToC became popularised in the 1990s by programme/policy evaluation scholars (Weiss 1995, Connell andKubisch 1998). ToC are a guiding rationale and series of assumptions about how particular actions will lead to outcomes within a programme, intervention, or longer-term strategy. ...
As climate action remains insufficient, societal actors are demanding climate justice. Self-defined climate advocates working within non-governmental and not-for-profit organisations – collectively known as third sector organisations (TSO) – are one set of such actors working towards their subjective vision of climate justice in Australia. I critically examine Australian TSO actors’ theories of change for climate justice. Although diverse, I identify a spectrum of climate justice visions from social solidarity with Indigenous Peoples to, although less prevalent, eco-centric, bordering on anti-human. Most TSO actors’ theories of change were underpinned by assumptions about the effectiveness of incremental change without necessarily challenging the existing power structures premised, as they are in Australia, on colonial capitalism. Some diagnosed barriers to change but struggled to articulate a theory of change to transcend them. When giving up is not an option, critical reflection on the root causes of climate injustice and barriers to change is necessary.
... All necessary actions to reduce RtC must be taken. The third stage is "Freeze", encompassing the consolidation of the change and stabilization in the new situation [25,26]. Beer et al. [27] presented a six-step management model of effective change, including reorganizing employee roles, responsibilities, and relationships to solve specific business issues by breaking them into smaller units with clearly defined goals. ...
Businesses and organizations often struggle to cope in a rapidly changing and competitive environment, requiring changes with increasing frequency and complexity. The evolution of information systems has enabled direct access to information and data, which can be utilized for the effective implementation of changes. This usually requires managing resistance to change, which is often presented by employees. The aim of this study is to address the problem of change management in order to limit the decline in overall performance during the critical period of change and to accelerate the implementation of change. This study provides a new innovative approach to managing employee resistance during the change process based on a continuous monitoring and reallocation algorithm. The proposed method introduces the idea of solving the human resource allocation problem by continuously readjusting staff allocation during the change process. The Hungarian algorithm is used to optimize assignments. In this way, the resistance of each employee is taken into account regularly, and the assignment can be altered in the early stages of change. The new method is mathematically formulated and described in detail through an algorithm, which is then used in experiments. The proposed method of frequently reallocating human resources to tasks leads to better overall performance and improves decision making during change processes. The experimental results show that the new approach significantly increases the total performance by up to 124% when compared to existing change management approaches and reduces the time required to achieve the desired state by up to 20%. Thus, the enhanced management of human resistance to change provides distinct advantages over traditional methods by ensuring more dynamic, timely, and adaptive resource allocation during the change period, ultimately leading to successful decision making and sustainable change management.
... reimaginingchange. com), contains valuable free resources, including a brief (2.5-minute) video that introduces Reimagining Change and previews what can be found in the companion volume to this book, Ironies of Organizational Change (Badham and Santiago, 2023 Buchanan, D. and Badham, R., (1999, 2008, 2020, Power, Politics and Organizational Change (Sage, London) Available in hard copy and soft copy on Kindle. This provides, in particular, useful background information for Chapters 5-8. ...
... There were insufficient triggers activated to support the level of engagement and buy-in to the changes in clinical practice required for the trial which meant that the social equilibrium within CAMHS was not disrupted sufficiently to activate the key mechanism of the DAWBA being seen or used at the assessment stage. Using Lewin's Force Field Model of organisational change [38,39] would suggest that there were not enough assisting forces (recognition of the need to change, top level commitment to embedding a change) to be able to overcome the resisting forces (preferences for existing ways of doing things, uncertainty about the validity of the proposed change and insufficient time/ resources to change practice) which would result in current behaviours being maintained. Additional levers to encourage change can be identified which highlight the socially mediated nature of the diffusions of innovations in healthcare [4,40], importance of social networks, opinion leaders, champions and boundary spanners [4]. ...
The STADIA trial aimed to assess the effectiveness of a standardised diagnostic assessment tool (Development and Wellbeing Assessment, DAWBA) in aiding clinician-made diagnosis decisions in Child and Adolescent Mental Health Services (CAMHS). This study reports the qualitative process evaluation of the STADIA trial, which aimed to identify barriers and facilitators to using the online-completed DAWBA in CAMHS. Qualitative data were collected through 109 semi-structured interviews with young people, parents/carers, healthcare professionals and service commissioners/funders in 8 CAMHS sites across England. Deductive thematic analysis was guided by the domains of the Consolidated Framework for Implementation Research. Young people and parents/carers showed high levels of engagement with the DAWBA. They perceived a validation of symptoms from the generated DAWBA report, which they actively used as ‘evidence’ when seeking help from other services. Clinicians involved in determining referral acceptance/rejection decisions were positive about its use and saw benefits in aiding decision-making. In contrast, however, barriers to clinicians engaging with the DAWBA report during the assessment stage arose from limited awareness and accessibility to the report, a context of high workload and pressure, and general concerns about the value of a diagnosis. The DAWBA was not widely used by clinicians in the expected way to aid diagnostic decision-making. However, it may offer children and young people much-needed engagement during long waiting times for initial assessment in CAMHS. The DAWBA may be more acceptable to clinical teams in triaging referrals to help with timely decisions about the most suitable services.
Trial registration ISRCTN15748675 (29/05/2019).
... The strategic opportunity identified for the Coffee Company is to diversify its products and in this regard the Lewin's model of change is considered most appropriate to support the company through this change process. The rationale for choosing Lewin's model is its 3-stage process which includes (a) unfreezing current behaviour; (b) moving to the new behaviour; and (c) refreezing the new behaviour (Burnes, 2020). Unfreezing the current behaviour would require the senior management team and relevant stakeholders at the Coffee Company to set aside their old ways of thinking and practices so that new and innovative ways can emerge. ...
The purpose of this paper was to conduct a strategic plan of a Coffee Company in Durban, South Africa. The strategic plan strategies for growth were determined using the the SAFe criteria. The strategic plan included the McKinsey 7S model, the type of change being proposed and advise on sustainable strategy. The strategic opportunity identified for the Coffee Company was to diversify its products. In this regard, the recommendations to the Coffee Company focussed on product innovation. The recommendations were based on the 4R strategy of product diversification.
... Lewin epitomized the changes in various stages of the operation cycle of the corporate organization by employing the analogy of a block of ice-altering formation, representing a three-phase change procedure: freezing-transition-freezing. Burnes (2019) argues that -group decision-making should permeate all three steps of the change process, and not just the freezing step.‖ Using the analogy of a building process in an organization, he states that it is of utmost importance to carefully examine the existing foundation base before implementing the change, as in the absence of a proper understanding of the existing structure, the entire building may collapse. ...
Employees are pivotal in shaping an organization's value, reputation, and profitability. The organizations attempt to realign their strategic objectives, mission, and vision by redesigning existing workflows and eliminating bottlenecks to streamline processes and increase efficiency. This paper aims to infuse literature to highlight the theme of empowering employees to drive change and innovation by examining the novel The Devil Wears Prada by Lauren Weisberger and the play Glengarry Glen Ross by David Mamet. The study thoroughly examines management and leadership philosophies, highlighting the link between workplace culture and employee performance and satisfaction. It would further explore the strategic planning that simulates success and catalyzes innovation through the most valuable resource, the workforce. The research method consists of the interpretation of the selected primary texts, suggesting an interdisciplinary approach to exploring the topic. It delves into the comprehensive exploration of leadership styles and gender dynamics at the workplace to promote cross-cultural collaboration and foster innovation. This research paper aims to combine literary insights with real-world organizational dynamics, making it a multidisciplinary exploration of a significant topic in modern workplaces.
... Change process include several steps (Kaur & Ferreira-Sutherland, 2024). Lewin's Three-Step Model is a prominent theory that suggests the process of change encompasses three key stages: unfreezing the current state, implementing the desired change, and solidifying the new state (resistance to change) (Lewin, 1951;Burnes, 2020;Carroll, 2025). This model emphasizes the significance of preparing people and organizations for change by addressing potential resistance and cultivating a supportive environment to facilitate the transition. ...
Project managers play a critical role in managing change and addressing resistance within organizations. Project managers enhance the chances of successful project completion by proactively recognizing and reducing potential resistance, encouraging stakeholder support, facilitating effective communication, and consistently monitoring progress. Several theories on change and resistance offer useful frameworks for understanding these dynamics, but their practical implementation requires adjustment to specific organizational contexts. A comprehensive research approach that includes both primary and secondary data collection methods can provide thorough insights into the project manager's role in change management. The findings validate the significance of communication, leadership style, employee involvement, training, change agents, resistance management strategies, cultural sensitivity, feedback mechanisms, emotional intelligence, and change readiness evaluations in successful change initiatives.
... Organizational performance management underscores the importance of team performance for organizational effectiveness and efficiency, reflected in service quality in healthcare. Effective team performance enhances emergency department service quality (Burgess et al., 2020;Burnes, 2020). High-performance PECAS instruments can cultivate a superior work culture, foster team responsibility, and promote continuous management improvement. ...
The emergency department at one of the Indonesian Public Hospital faces challenges of overcrowding, inadequate performance assessments, and the lack of a holistic team evaluation system, adversely affecting service quality and patient outcomes. This study proposes the Person-Centered Emergency Care Assessment (PECAS), a performance assessment system aligned with the person-centered care paradigm. Employing a qualitative approach and hermeneutic method, data were collected through interviews, observations, and document studies involving directors, medical and nursing committees, team members, and patients. The PECAS instrument was developed in three stages: exploring indicators, constructing the instrument, and determining methodologies, with a 360-degree evaluation approach to capture diverse perspectives. The trial results indicated team performance ranged from "Lacking" to "Adequate," reflecting the need for further improvement, yet the system was endorsed for its potential to enhance service quality and establish benchmarks. This study highlights the need for better teamwork, empathy, and clear communication to improve patient satisfaction and safety in emergency care. PECAS offers a comprehensive framework for assessing and improving emergency department team performance, addressing procedural clarity, and balancing operational demands and person-centered approaches to optimize healthcare outcomes.
... Peneliti menggunakan model perubahan dari Lewin karena sifat teorinya yang terkonsep sangat baik namun sederhana. Selain itu, peneliti sejalan dengan pendapat peneliti sebelumnya yang menyatakan bahwa teori Lewin sangat praktis digunakan untuk menjelaskan konsep perubahan yang kompleks dan kadangkala membingungkan (Burnes, 2020;Levasseur, 2001)." ...
We scrutinize digital transformation in Bank Central Asia from the lenses of Change Management by Kurt Lewin, the most classic theory in change management.
We find that Bank Central Asia underwent three-step change management in Kurt Lewin theory.
... It is one of the oldest models of change management, dating back to the late 1940s. The basis of the model lies in Lewin's Field Theory, originally developed not to manage organizational change but to resolve social conflicts (Burnes, 2020). As Cummings et al. (2016) point out, the emergence of this model can be considered the beginning of modern change management. ...
The current dynamic times force companies to observe their surroundings and accept changes constantly. Several circumstances and barriers affect the successful implementation of changes. In addition to eliminating these barriers and positively influencing other related factors, businesses need to address several other change-related issues. This paper discusses change management and the factors preventing successful implementation of change. The main aim is to evaluate the interdependence between the selected barriers, defined based on a questionnaire survey. The survey involved 141 micro, small, and medium-sized enterprises in the Czech Republic. Five main barriers and problems businesses face in implementing the change have been identified. These include "poor communication, ineffective strategic management and planning, financial constraints, dysfunctional teamwork, and inadequate leadership." The secondary objective of the paper is to identify other related areas and concepts associated with change management barriers at a general level. The PRISMA 2020 process and the VOSviewer program were used for this analysis. It was found that the most frequently discussed issues in connection with the implementation of changes are the organization's performance, the impact of the change, its management, and knowledge related to the change.
... Kedua, mengurangi hal-hal negatif yang dapat membuat individu atau kelompok terhambat saat menjauhi status quo. Cara terakhir untuk mencairkan suasana menurut Lewin yaitu menggabungkan kedua cara diatas (Burnes, 2019). Tahap kedua (Movement), dimana dalam tahap kedua ini menggerakan sistem sangatlah penting untuk mencapai sebuah tujuan yang sudah ditargetkan. ...
The purpose of this research is to find out the effect of cynicism on the performance of an organization by empowering leadership moderation. The population in this research is the employees who work in food and beverage field in West Surabaya. This research technique is random sampling technique with the total sample of 212 respondents. Data that is obtained in this research is primary data by distributing questionnaires through google forms. This research is quantitative research. Based on the result of the research, the cynicism factor in this research does not affect organizational performance of employees who work in the food and beverage field. Secondly, the empowering leadership factor does not moderate the relation between cynicism and the organizational performance of employees who work in the food and beverage field. The cynicism variable in companies is very difficult to be analyzed in Indonesia, because Indonesian culture has reluctant attitude. This reluctant attitude causes the cynicism variable in this research does not give any effect on organizational performance. This statement supports the result of the research from empowering leadership variable does not moderate the relation of cynicism on organizational performance. This research finds out new hypotheses in which empowering leadership affects directly on organizational performance.
... In conclusion, leveraging digital affordances-such as Internet access, business and social digital networks, data sharing, and e-commerce-facilitates accelerated opportunity recognition for entrepreneurs and enhances the speed of market entry. This acceleration is further supported by streamlined data collection processes (e.g., through tools like Google Forms, surveys, and Google Analytics) as well as more efficient commercialization, testing, prototyping, and adoption of new products [55]. The direct relationship between business performance outcomes [56]. ...
This paper examines the organizational readiness of Polish energy enterprises in the face of these challenges, exploring factors that influence their ability to undertake exploratory innovation and meet the demands of the energy–climate nexus. The study aims to investigate the organizational readiness of Polish energy enterprises, focusing on their capacity to explore and adopt innovative solutions in response to the dual pressures of advancing energy technologies and addressing climate imperatives. The triangulation of research methods was chosen to achieve the most reliable research outcomes. Among the available techniques, two were selected: computer-assisted web interviewing (CAWI) and in-depth interviews, both of which were employed to gather the necessary data. The model illustrates the impact of each interaction among the three types of affordances, presenting a corresponding set of results specific to digital affordances and entrepreneurial dynamics. Furthermore, it offers policy recommendations to support the sector’s adaptive capacity and proposes frameworks for energy firms to enhance their exploration capabilities in response to both market and regulatory imperatives. The research objective is to assess the current state of organizational readiness among Polish energy enterprises for implementing and scaling new technologies that contribute to both enhanced energy efficiency and resilience to climate change.
... Finally, in the refreezing phase, the latest changes were institutionalized, and the organization was stabilized to ensure that the changes were sustainable in the long run. Throughout the process, Lewin paid close attention to interpersonal interactions and the various forces and factors that could impact the change process, making his model a comprehensive and practical guide for organizations (Burnes, 2019). Miller (2020) explained abour Lewin's three-step change model can only be effective if business owners demonstrate and uphold excellent ethical practices. ...
Commencing an entrepreneurial voyage can be intimidating, and businesspersons might require assistance in dealing with several types of abusive behaviours from their co-founders or inventors. An abusive work environment can hurt both employees and organizational productivity. This hostile atmosphere may arise from various sources, including harassment, discrimination, or intimidation. These harmful experiences can result in high turnover rates and substandard job performance. As a result, employers must be vigilant and proactive in addressing any recurring instances of belittlement, offensive humour, or unwarranted criticism. They must strive to create a workplace environment based on respect and inclusivity. The purpose of this chapter is to provide readers with a comprehensive understanding of the impact of abusive work environments on entrepreneurs' psychological and emotional well-being. It also examines the related issues that arise from such environments.
... Secondary elements include subjective norms and attitudes [25]. In this context, the TPB focuses on behaviors affecting water consumption and the mechanisms for leveraging and managing resources to optimize their use among young populations [26]. However, the research extends beyond organizational processes to address environmental issues and nature conservation, specifically within the context of tourism in cities visited by Generation Z. Hence, this study aims to apply the TPB to tackle the challenges of tourism in cities with economic models impacting rational water consumption from the consumer's perspective [27]. ...
Tourism is one of the sectors with the highest demand for fresh water. Indicators suggest that water consumption by tourists is more than double that of residents. This phenomenon can be explained by tourists’ interest in engaging in unique experiences, which frequently entails putting sustainable practices aside. To mitigate the environmental impact of tourism and promote sustainable practices, the state of Quintana Roo has implemented the Sustainable Tourism Master Plan 2030, linking the government and companies to reduce environmental impacts by reducing tourists’ water consumption. Despite these efforts, the use of fresh water by tourists continues to be more than double that of residents. Consequently, tourists’ sustainable behavior is not significantly influenced by external factors, such as awareness campaigns, but depends more on the personal aspects of each individual. Generation Z stands out for being more aware of environmental problems and showing a willingness to modify their behavior towards more sustainable practices. The objective of this study was to explain the factors that influence the sustainable behavior related to water consumption among Generation Z tourists. The methodology employed was cross-sectional, with a quantitative approach, focused on attitude variables, subjective norms, and perceived control as determinants of sustainable behavior. This research is also considered nonexperimental, as there was no direct intervention with the subjects of the study, A non-probabilistic convenience sampling method was used to collect data directly from Generation Z tourists in the state of Quintana Roo, specifically from the destinations of Tulum, Playa del Carmen, Bacalar, and Cancún. These locations were selected due to their prominence as major tourist attractions within the data collection areas, without further differentiation or classification. Data were collected through a face-to-face survey conducted over a period of two months, with a total of 408 respondents participating, of whom 57.8% were male. The results revealed that subjective norms and perceived control influence sustainable water consumption behavior, while attitudes do not have a direct impact. These findings will provide governments and businesses with a basis to design more effective strategies that encourage sustainable behavior among Gen Z tourists, thus offering a starting point for understanding the behavior of other generations.
Purpose
This study aims to examine how the leadership-as-practice (L-A-P) framework aligns with the socioeconomic approach to management (SEAM) to address complex organizational change. It explores how L-A-P’s emergent, relational leadership principles can be operationalized through SEAM’s participatory tools to foster sustainable and adaptive transformation.
Design/methodology/approach
A qualitative, comparative case study approach was used, focusing on SEAM interventions in higher education, performing arts and health care. Data was collected through interviews, participatory workshops, stakeholder feedback (mirror effect) and quantitative assessments (hidden cost calculations). Analysis included pattern matching and reflexive interpretation to link empirical evidence with theoretical constructs.
Findings
The study identifies six key L-A-P aspects – socially constructed leadership, contextual leadership, future-oriented leadership, navigating power dynamics, tool-mediated leadership and holistic and multilevel leadership. These were effectively operationalized through SEAM methods. The intervener emerged as a contextual leader by fostering trust, mediating tensions and tailoring strategies to specific organizational cultures, which enabled transformative outcomes across the three cases.
Research limitations/implications
The study is based on three cases within specific sectors, limiting generalizability. Future research should explore broader applications of L-A-P and SEAM integration in diverse organizational and cultural contexts and assess long-term impact.
Practical implications
The findings offer practical insights into how SEAM tools can be used to enact relational leadership, foster collaboration and address hidden costs. Organizations can leverage this integrated framework to drive context-sensitive, sustainable change by engaging employees and aligning socioeconomic goals.
Social implications
By promoting participatory leadership and transparency, the approach enhances employee engagement and well-being, contributing to inclusive and resilient organizational cultures.
Originality/value
This research bridges L-A-P’s theoretical principles with SEAM’s practical methodologies, providing a novel perspective on relational and context-sensitive leadership. It highlights how these frameworks complement each other to foster systemic and sustainable organizational change. The study contributes actionable insights for practitioners and enriches leadership and change management literature by showcasing the transformative potential of integrating L-A-P with SEAM.
Berdasarkan hasil observasi dan wawancara yang telah dilakukan di SMA Negeri 1 Sutojayan ternyata hasil belajar kimia siswa kelas XII MIPA 3 SMA Negeri 1 Sutojayan masih rendah yaitu nilai rata-rata untuk materi sifat koligatif larutan adalah nilai rata-rata kognitif siswa 58,19 dengan ketuntasan 25% hal ini disebabkan karena pembelajaran didominasi dengan metode ceramah yang berpusat pada guru. Tujuan dari penelitian ini untuk mengetahui peningkatan hasil belajar kimia siswa dengan menggunakan model pembelajaran IBL. Penelitian ini merupakan penelitian tindakan kelas yang dilaksanakan dalam tiga siklus. Tiap siklus terdiri dari perencanaan, pelaksanaan, pengamatan, dan refleksi. Subyek penelitian ini adalah siswa kelas XII MIPA 3 SMA Negeri 1 Sutojayan. Fokus yang diteliti dalam penelitian ini adalah hasil belajar siswa. Data hasil belajar kognitif diperoleh dari nilai tes di akhir siklus, data hasil belajar afektif diperoleh dari hasil angket siswa, sedangkan data hasil belajar psikomotorik diperoleh dari hasil observasi. Dari hasil penelitian, rata-rata hasil belajar kognitif pada siklus I meningkat dari 58,19 (nilai pra tindakan di atas KKM) atau sekitar 25% (nilai pra tindakan di atas KKM) menjadi 69,58 (nilai siklus I di atas KKM) atau sekitar 53% (siklus I). Pada siklus II mencapai 85,55 (nilai siklus II di atas KKM) atau sekitar 100%. Sedangkan rata-rata hasil belajar proses dan sikap pada siklus I dan II berturut- turut adalah 78,24;78,54 dan 93,52;97,37. Berdasarkan hasil penelitian ini dapat disimpulkan bahwa hasil belajar siswa dapat meningkat melalui penerapan model pembelajaran dengan pendekatan IBL.
Berdasarkan hasil observasi yang dilakukan di Kelas XI IPS 3 pembelajaran sejarah diperoleh hasil belajar peserta didik kurang memuaskan, yaitu dari 35 peserta didik hanya 14 peserta didik yang nilainya dapat mencapai KKM atau ≥ 75. Hal ini disebabkan karena pendidik kurang memberikan penekanan materi. Untuk dapat meningkatkan hasil belajar peserta didik dalam menyelesaikan soal tentang Menganalisis peristiwa proklamasi kemerdekaan dan maknanya bagi kehidupan sosial, budaya, ekonomi, politik, dan pendidikan bangsa Indonesia serta untuk tercapainya tujuan pembelajaran perlu diadakan perbaikan pembelajaran dengan menerapkan Metode Student Facilitator and Explanation (SFAE). Tujuan penelitian ini adalah penerapan Metode Student Facilitator and Explanation untuk meningkatkan minat dan hasil belajar menganalisis peristiwa proklamasi kemerdekaan dan maknanya bagi kehidupan sosial, budaya, ekonomi, politik, dan pendidikan bangsa Indonesia pada Peserta didik Kelas XI IPS 3 SMA Negeri 1 Sutojayan Kabupaten Blitar. Penelitian ini menggunakan jenis penelitian tindakan kelas (PTK). Hasil penelitian menunjukkan bahwa penerapan Metode Student Facilitator and Explanation mempunyai kriteria keberhasilan baik. Hal ini dibuktikan dengan adanya peningkatan nilai post test per siklus dengan nilai di atas KKM yaitu persentase pada siklus I 65,71% dan pada siklus II 100%.
Trauma-informed principles and strategies are increasingly being used to support youth mental health in schools. Yet, despite the approach's rising popularity, there exists a paucity of examples in the literature of implementation designs, guidelines, or change frameworks for schools to model or actualize a trauma-informed approach on a systematic level. Addressing this gap, the following chapter presents an organizational change framework that integrates trauma-informed practices to guide the implementation of a professional learning community (PLC), supported by positive psychological principles, to improve student mental health and well-being. Attention is also given to strategic implementation considerations to leave readers with both a strategy and method to guide school improvement.
This paper presents a case study from the Center for International Research (CIBR) at HAN International School of Business, which has employed a systematic change management approach to transition toward sustainability. The objective of this paper is to clarify this process through the introduction of a six-step framework named TRANSITION and it reflects particularly the involvement of the research team in the process. Based on this framework, the center first aligns its direction with the strategic plan of the university, emphasizing the imperative to prioritize sustainability in its research agenda. Second, the research team conducts an inventory of existing knowledge and expertise, grouping efforts, and assessing individual progress. Third, the team develops a shared vision by defining the research team’s domain as transitioning toward sustainability. Subsequently, the team establishes four distinct research lines and integrates both short-term and long-term goals. Lastly, it is vital for researchers to embrace these changes, thereby enhancing the skills of certain researchers and transferring knowledge to colleagues and the community. This paper introduces the TRANSITION framework developed at CIBR to realign the research center toward sustainability.
Background
Kangaroo care (KC) is essential for both the infant’s health and the mother’s well-being.
Purpose
The purpose of this quality improvement (QI) project is to implement a practice change that aligns the neonatal intensive care unit’s (NICU) KC policy with the most recent World Health Organization guidelines, potentially improving the outcomes of preterm and very low birth-weight infants. The aims were to revise the unit’s current KC policy, create a pamphlet for parent distribution regarding KC awareness, and increase the number of KC sessions by 20% and the duration in minutes of KC sessions by 50% for eligible infant–mother dyads following implementation of the updated policy.
Methods
A framework developed and published by Guenther et al guided intervention readiness and delivery action sequence in this project. The assessment was made through successful workgroup participation consisting of 5 direct care registered nurses and the project leader. Pre-/post-practice change improvement interventions were assessed by comparing KC-eligible daily census, if KC was performed, and the average duration of individual KC sessions in minutes.
Results
After the implementation of an updated policy and distribution of a newly created KC parent pamphlet, there was a 58.1% increase in the number of KC sessions offered and a 140% increase in duration.
Implications for Practice & Research
Expanding the role of KC in the NICU may decrease an infant’s NICU-associated morbidities, thereby decreasing healthcare costs. This project’s findings may serve as a model for other units to expand their KC practices.
This study analyzes teachers' perceptions of the principal's leadership style in enhancing teacher performance, infrastructure, curriculum implementation, and the teaching and learning process at SD Celebes Islamic School Belopa, Kabupaten Luwu. The study involved 37 respondents (27 educators and 10 administrative staff) using a quantitative approach with a survey method. Data analysis is conducted descriptively. The findings reveal that the principal's leadership style significantly influences education quality: 1) The authoritarian style contributes the most to teacher performance development (37.5%) by increasing compliance through strict supervision; 2) In infrastructure provision, the authoritarian style is dominant (41.3%), ensuring facility availability through strict oversight, while the democratic style (41.2%) promotes participation and transparency, and the laissez-faire style (17.5%) offers freedom but negatively impacts maintenance; 3) The democratic leadership style has the greatest impact on curriculum implementation (43.9%), enhancing participation and satisfaction, whereas the authoritarian style (28.1%) supports uniformity but limits innovation, and the laissez-faire style (28.0%) allows freedom in teaching methods; 4) In the teaching process, the democratic style is most effective (38.3%), fostering innovation and teacher involvement, while the authoritarian style (34.5%) reinforces standards but restricts creativity, and the laissez-faire style (27.2%) encourages creativity but leads to inconsistency. The study highlights that a combination of leadership styles tailored to each educational aspect can create a conducive learning environment, emphasizing the importance of flexible leadership to meet dynamic educational needs and improve sustainable quality.
As the United States’ population ages, it is also becoming more diverse. The country’s Older Americans Act requires county-level offices on aging to be both service and information providers. But it is unclear to what extent offices on aging can identify gaps within the aging services information they provide and improve efforts to meet the information needs of diverse older adults. Utilizing an action research methodology, this study describes a partnership with an office on aging which ultimately resulted in the development and deployment of a diversity audit which is used to increase diverse representation in the aging services information their organization provides. The results reinforce the importance of designing resources with diversity in mind. By implementing the diversity audit and its recommendations, other aging services providers worldwide can ensure they are prepared to serve all older adults who may benefit from the services and information they have to offer.
In a technologically-driven society whereby students have become digital natives, educational leaders and policy-makers should strive to support teachers by promoting continuous professional development sessions to provide them with the know-how to face the new requirements of modern education in a class with mixed abilities. The purpose of the study was to highlight the importance of leading a change as far as teachers' professional development is concerned and the way they should be supported to upgrade their knowledge, change classroom practices, and enhance teaching quality to students who come to class with different interests, needs, and knowledge background. Twenty-first-century education requires that all students regardless of their learning styles, needs and background be fully engaged in the teaching-learning process. Therefore, it lies on team leaders to assist teachers to promote teaching and meet twenty-first-century students' needs. However, any professional development activity conducted by team leaders is ineffective unless it is conducted in consultation with teachers' proposals. Therefore, team leaders are required to share their vision and goals of any activity prior to scheduling any form of training. With such a type of leadership, the very self of teachers will be transformed since they will be working in a stress-free environment whereby they are valued, and consequently they will endeavour to perform above expectations. It is hoped that the study will provide crucial information about the effect of transformational leadership in enhancing teachers' performance, engagement and productivity. The study's findings revealed that with a transformational leadership, employees not only did demonstrate a sense of engagement and commitment towards the school's goals, but developed a culture of teamwork to enhance the students' academic achievement.
Purpose
Digital Transformation (DT) initiatives often face high failure rates. The study assesses gamification’s impact on overcoming DT challenges like high failure rates, resistance to change, and lack of engagement in the news/media organizations, identifying key gamification elements driving successful transformation and increasing engagement in.
Design/methodology/approach
The study adopted a mixed-methods approach, utilizing an experiment with 164 participants from a single newspaper. Applying gamification techniques for five months, collecting quantitative data and qualitative survey responses. Statistical analysis assessed the impact of gamification on DT success. Thematic analysis of survey responses provided participants’ experiences.
Findings
The study demonstrated a significant positive increase in Key Data Points measuring the digital transformation in news/media organizations over 5 months, indicating a successful and sustained behavior change and increased engagement. Points, rankings, leaderboards and badges were the most impactful gamification design elements. Survey found the gamification appealing to 81% of participants, with 83.7% reporting a greater interest in learning new digital content production methods.
Research limitations/implications
The experiment is conducted in one news organization, measuring key data points relevant to DT in news industry and may not be generalizable.
Practical implications
Empower organization struggling with DT, by introducing gamification to DT process and share findings to inspire replication across similar organization.
Originality/value
The research fills the literature gap in studying the effect of gamification on DT, and offers practical guidance and evidence of its power to encouraging positive behavioral changes, increasing engagement, and mitigating resistance to change.
This study analyzes the innovative UAE Weekly Work System: The University of Sharjah as an example, focusing on its impact on productivity, work-life balance, and employee well-being. By scrutinizing the experiences and outcomes of this organizational change, this study aims to inform decision-makers within the university and serve as a valuable resource for educational institutions worldwide. Using a mixed method approach dominated by quantitative analysis, data collection used a semi-structured survey distributed in Arabic and English to capture quantitative insights into employees’ attitudes and perceptions. Statistical analysis of the final dataset of 283 surveys included descriptive statistics and inferential methods to identify significant associations or differences within the data. Findings reveal distinct patterns in adopting various weekly work systems, with a majority favoring a four-day workweek supplemented by flexible online work hours during the weekend. The study highlights positive outcomes, including improved productivity, enhanced time management, and strengthened teamwork. It also identified challenges such as increased traffic congestion and communication issues. The lessons from this initiative provide valuable insights for other universities and institutions in the UAE and beyond, informing the development and implementation of similar work systems tailored to organizational needs.
Purpose
Learning capability improves knowledge resources fosters innovative capabilities and firm competitiveness. The study aims to examine the human resource management (HRM) practice and employee creativity relationship using organizational learning capability (OLC) as a mediating variable.
Design/methodology/approach
Data were collected from 67 small-sized and 96 medium-sized firms. Confirmatory factor analysis was applied to establish construct validity and reliability. Structural equation modeling was used to evaluate the proposed model and hypotheses.
Findings
The results show that performance appraisal and employee creativity were positively related. Employee participation and employee creativity were positively related. Compensation and employee creativity were nonsignificantly related. OLC mediates the performance appraisal and employee creativity relationship. Similarly, OLC mediates the employee participation and employee creativity relationship. However, OLC did not mediate the compensation and employee creativity relationship.
Research limitations/implications
Due to the research’s SME focus and cross-sectional data, the finding’s generalizability will be constrained.
Practical implications
The findings of the study would be useful to policymakers, stakeholders and management of SMEs in developing a supportive learning climate that promotes experiential and continuous learning cultures to ensure strategic capabilities, sustainable competitive advantage and innovativeness.
Originality/value
The study contributes to the extant literature on OLC, HRM practices and employee creativity by empirically evidencing that OLC mediates the performance appraisal, employee participation and employee creativity relationship.
The 21st century can be characterized as a very dynamic period in which it is increasingly difficult for organizations to navigate correctly. Several changes, especially technological ones, influence them, but political and economic influences cannot be ignored. For this reason, there is a need to emphasize managerial disciplines related to change management. Their successful and rapid implementation will play one of the leading roles in gaining a competitive advantage shortly. The aim of this paper is to conduct a literature study focusing on the main fields that influence the successful adoption of change in businesses. The Scopus
database was used for the analysis.
Effective communication is essential for fostering a motivated and engaged workforce, particularly in government organizations where transparency and collaboration are vital. This study examines the relationship between open communication practices and employee motivation within a government agency in the Philippines, focusing on 129 employees from a total population of 192 in the division under the Collection Service. Employing a descriptive-correlation research design, data were gathered through a researcher-structured questionnaire and analyzed using frequency, percentage, weighted mean, standard deviation, and Pearson correlation coefficient as statistical tools. The results indicate that effective communication, particularly regarding information accessibility, improves employee engagement and performance. However, feedback mechanisms and communication frequency were identified as areas for improvement. A supportive work environment emerged as the most potent motivator, followed by recognition and career development opportunities, whereas compensation played a lesser role. This study revealed that barriers such as organizational structure and inadequate communication channels hinder effective communication. The findings also reveal a strong positive correlation between open communication and employee motivation. On the other hand, the correlation between open communication and barriers to it was weak, whereas the relationship between employee motivation and barriers to it exhibited a moderate positive correlation. The study emphasizes the importance of enhancing open communication to boost employee engagement and performance and offers strategic recommendations to address these barriers.
Historically, the quintessential infertile couple has been Caucasian, heterosexual, and financially secure. Thus, fertility services have generally been created and delivered with the needs of this population in mind. While discussions surrounding infertility are becoming more commonplace, marginalized populations suffer in silence due to a lack of compassion, inclusivity, and equity in healthcare. Cultural insensitivity and implicit bias continue to hinder the disenfranchised from seeking reproductive assistance, even as access to fertility coverage has increased. A dramatic change in the landscape of family building is challenging practices to provide more inclusive treatment options. An objective review of existing systems is, therefore, necessary to make the infertility clinic a more culturally sensitive and inclusive environment. Reproductive health partners must ameliorate the disparities between privileged and marginalized populations that need their services. Training to address matters of equity benefits a practice’s reputation while fostering a culture of trust within the community, furthering the cause for diverse patient populations.
This study examines the factors that contribute to the long-term sustainability of a small manufacturer from a manufacturing extension practitioner's perspective. The longevity subject used in this study was XYZ Company, a 90-year-old, family-owned manufacturing organization. The findings are explored in an organizational learning theory context to provide change practitioners with a roadmap of recommended action based on an exemplary case study. Using Brinkerhoff's success case methodology, the key factors for long-term success and the impact of change events were evaluated using a mixed-method approach. The initial quantitative survey determined which factors and events had the most extreme positive and negative cases. Individual participants were then interviewed from these success and nonsuccess cases to gain a deeper understanding of the individuals' experiences. The study found that all the key factors previously identified for century club corporate longevity were extremely important to XYZ Company. An analysis using an artificial intelligence platform identified the following overarching themes: mission, continuous improvement, relationships, and learning. Furthermore, the study found that 13 of 14 of the change events had concrete positive impacts, with the top six most impactful events being lean principles, 5S training, lean certificate series, Kolbe workshop, and quality management system. These results are organized into a roadmap of events, which includes the related markers of progress toward a learning organization. This offers organizations and practitioners a guide to the key factors and the change events that have been found at a small manufacturing company approaching a century of successfully sustained operations.
Hybrid work models quickly became the most common work arrangement for many employees after the coronavirus pandemic. In recent decades, environmental, social, and governance (ESG) issues related to sustainability have also gained importance in science and management practices. Currently, companies worldwide are concerned about their financial performance and the environmental and social impacts of their operational activities. This study aims to identify, through a systematic literature review, the relationship between sustainable management and hybrid work. To achieve this goal, the study method used is a systematic literature review in international article databases (Scopus and Web of Science). The findings suggest the main themes related to hybrid work and sustainable management, including urban mobility, sustainability, gender equity, talent retention, health, medicine, hybrid work models, opportunities and challenges, construction, pollutant emissions, leadership, and technology. It was identified that the term hybrid work is often confused with other terms related to telecommuting, and there is a knowledge gap linking hybrid work and sustainable management to the Sustainable Development Goals (SDGs). Given the constant technological advancements, the transformation of the post-pandemic globalized society, and the emerging forms of work, more studies are needed to consolidate the terms and concepts related to hybrid work and to meet the premises of sustainable management. Additionally, support tools should be developed for governments, companies, institutions, and organizations. Thus, it will be possible to meet the demands of society, science, and businesses.
To accelerate the transition towards inclusive, ecological, just and economically viable food systems, insights into appropriate governance models and principles are needed. This article aims to understand how food system governance is linked to and can contribute to sustainability. A review of 34 articles addressed food system governance, sustainability, current barriers and potential solutions. Some authors propose new, participatory, collaborative and democratic governance models to achieve a sustainable food system transition. Other authors consider a lack of integrated policies across sectors and siloed governance major barriers to holistic sustainability agendas and food system approaches. Three main elements of governance emerged from the reviewed literature: (i) interactions between actors, (ii) control and power balances, and (iii) (in)formal rules. Our analysis provides a fourth element: the orchestration of (multiple) food systems and policies. These four elements are integrated into a novel conceptual framework for consistently researching food systems governance for sustainability. The latter is now defined as ‘the continuous process of orchestration of policies and (multiple) food systems consisting of diverse interacting actors, respecting (in)formal rules and striving to provide food for all, in equitable and environmentally-friendly ways, at any time and in any context’.
Зміни є важливою складовою діяльності сучасних організацій: вони сприяють адаптації до мінливих ринкових умов, забезпечують розвиток, підвищують конкурентоздатність, зокрема в умовах економічної нестабільності. Для успішного впровадження організаційних змін доцільно використовувати існуючі моделі управління змінами або створити на їх основі власну модель. У статті розглянуто особливості та складові елементи чотирьох поширених моделей управління змінами: трикрокової моделі змін Курта Левіна, восьмикрокової моделі управління змінами Джона Коттера, моделі управління індивідуальними змінами ADKAR та моделі аналізу стану організації McKinsey 7-S. Зроблено порівняльний аналіз вищезазначених моделей. Надано пропозиції по вибору та адаптації моделей управління змінами з урахуванням специфічних потреб організацій.
Can ecological distribution conflicts turn into forces for sustainability? This overview paper addresses in a systematic conceptual manner the question of why, through whom, how, and when conflicts over the use of the environment may take an active role in shaping transitions toward sustainability. It presents a conceptual framework that schematically maps out the linkages between (a) patterns of (unsustainable) social metabolism, (b) the emergence of ecological distribution conflicts, (c) the rise of environmental justice movements, and (d) their potential contributions for sustainability transitions. The ways how these four processes can influence each other are multi-faceted and often not a foretold story. Yet, ecological distribution conflicts can have an important role for sustainability, because they relentlessly bring to light conflicting values over the environment as well as unsustainable resource uses affecting people and the planet. Environmental justice movements, born out of such conflicts, become key actors in politicizing such unsustainable resource uses, but moreover, they take sometimes also radical actions to stop them. By drawing on creative forms of mobilizations and diverse repertoires of action to effectively reduce unsustainabilities, they can turn from ‘victims’ of environmental injustices into ‘warriors’ for sustainability. But when will improvements in sustainability be lasting? By looking at the overall dynamics between the four processes, we aim to foster a more systematic understanding of the dynamics and roles of ecological distribution conflicts within sustainability processes.
Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.
This article provides a critical overview of recent research on cross-cultural divergences between English, French and German academic writing, demonstrating its relevance to translation. The author starts by discussing Galtung's notion of culture-specific intellectual styles. He then explores the relationship between composition teaching and writing style. This is followed by a detailed discussion of cross-language comparisons of various text types which lend evidence to significant differences between the linguacultures under survey. The resultant plurality of linguacultures, the author goes on to argue, must be preserved as a value in itself, and merits special attention on the part of the translator.
We describe the new dialogic organization development (OD) fleshed outby Bushe & Marshak (2009). In comparing this approach with the old diagnostic OD, we explore the limitations of Lewin's (1947) unfreeze-change-freeze model for depicting organizational change over time. We develop an approach that more fully approximates an adequate temporal model of change by incorporating attention to sequence, timing, pacing, rhythm, and polyphonic dimensions present in change. We use this approach to explore longitudinally how the new OD came to be, as well as how it is now entrained with the old OD, and show that our approach reveals a number of dimensions of change that are masked by Lewin's model. We illustrate the use of our approach beyond OD to depict the temporal dimensions of Tushman & Romanelli's (1985) model of convergence and reorientation. Finally, we suggest next steps for theory, research, and practice.
This paper traces the origins and history of the National Training Laboratories (NTL), and addresses the influence of NTL on the development of the field of Organization Development (OD). Historical and environmental factors are discussed in the context of the NTL’s evolution. The article provides a case study of the managerial issues involved in operating a not-for-profit, value-laden, member-based professional association. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
Fifty years after Kurt Lewin invented the idea of action research, action research remains an umbrella term for a host of activities intended to foster change on the group, organizational, and even societal levels. This article explores both historical and contemporary definitions of action research and describes the process and goals of action research. Located in the tradition of Lewin, organizational action research involves cross-functional teams who address deep-rooted organizational issues through recurring cycles of action and reflection. A case example of an action research project involving two teams in a high technology corporation depicts the process in action.
This study reviews quantitative empirical studies of change recipients’ reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients’ reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications.
The field concept was introduced into physics in the 19th century. Soon afterward, some Gestaltists tried to use this approach to characterize the internal global brain process. Conversely, another Gestaltist, Lewin (1938), tried to develop a field description of the physical and social environment in which the brain field was immersed. Later, J. J. Gibson (Gibson & Crooks, 1938/1982) attempted to conceptualize the environment-organism interaction in field theoretic terms. First, he suggested that a dynamical field of safe travel may be used by drivers to control their automobiles in traffic while avoiding collisions. Later, Gibson and his colleagues (Gibson, 1950; Gibson, Olum, & Rosenblatt, 1955) showed, mathematically, how an optic flow field that actors may use in selecting approach paths for landing aircraft safely is available. Over the ensuing decades, the optic flow field description has provided a powerful and popular tool for addressing a number of diverse problems in visual perception as it pertains to the control of action. Although in a seminal article, Gibson (1958) outlined a general theory of visually controlled locomotion, a recently published special issue on this topic (in Ecological Psychology; W. H. Warren, 1998) revealed that in even simple tasks (e.g., steering), intentional and informational constraints are still not yet understood. This article critically reviews the history of field theoretical approaches to the problem of perceptual control of goal-directed behavior. In particular, our overview focuses on the historical sources and development of Gibson's field theoretic attempts to address the visual control of locomotion. Our overview also provides an evaluation of recent field theoretical efforts to describe animal-environment interactions. We conclude that the use of interaction fields seems to be the most promising current approach. Because these fields incorporate both perceptual and action variables, they provide a natural way to formulate the perceiving-acting cycle as the reciprocal interplay of information and control along a goal-directed path. Finally, field theory, we suggest, provides an important tool because its power can be readily extended to include other useful techniques as well (e.g., quantum mechanical path space formalisms).
Few social scientists can have received the level of praise and admiration that has been heaped upon Kurt Lewin. Edward Tolman, one of the most distinguished psychologists of his day, put his contribution to psychology on a par with that of Sigmund Freud (Tolman, Psychological Review 55:1–4, 1948). The distinguished scholar Edgar Schein (Organizational psychology, 3rd edn. Prentice Hall, Englewood Cliffs, p 239, 1988) called Lewin “the intellectual father of contemporary theories of applied behavioural science.” Recently, the Nobel Prize winner Daniel Kahneman (Foreword. E Shafir: The behavioral foundations of public policy. Princeton University Press, Princeton, p viii, 2013) declared that “We are all Lewinians now.” Tributes such as these, from such distinguished figures, show that Lewin made an outstanding and enduring contribution to the field of psychology. He is now best known for his work in the field of organizational change, but, as this chapter will show, he had a wider agenda aimed at resolving social conflict. Among the main factors that influenced and motivated his work were his application of Gestalt psychology to child psychology and the impact of the anti-Semitism he encountered growing up and working in Germany. On moving to the USA, he gravitated from studying child psychology in the laboratory to bringing about social and organizational change in the real world. His key contributions were the creation of planned change, his work on participative management, and countering religious and racial discrimination. He was also responsible for establishing important institutions, such as the National Training Laboratories and the Research Center for Group Dynamics. Lewin’s lasting legacy consists not just of his groundbreaking scholarly work but also of his example as a “practical theorist” who wanted to make the world a better place.
Not really. I follow Oscar Wilde: “Their origin is pure vanity. Their result is absolutely nil.”
Possibly, but the psychological literature isn’t terribly encouraging. One study showed that 22% of people who made them admitted failure after only a week, 40% at a month, 50% at three months, and 81% after two years. Most likely the real figures were even …
Since this classic book was first published in 2003, sustainability has increasingly become mainstream business for leading corporations, whilst the topic itself has also been a hotly debated political issue across the globe. The sustainability phase models originally discussed in the book have become more relevant with ever more examples of organizations at later stages in the development of corporate sustainability. Bringing together global issues of ecological sustainability, strategic human resource management, organizational change, corporate social responsibility, leadership and community renewal, this new edition of the book further develops its unified approach to corporate sustainability and its plan of action to bring about corporate change. It integrates new research and brings illustrative case studies up to date to reflect how new approaches affect change and leadership. For the first time, a new positive model of a future sustainable world is included -strengthened by references to the global financial crisis, burgeoning world population numbers and the rise of China. With new case studies including BP's Gulf oil spill and Tokyo Electric Company's nuclear reactor disaster, this new edition will again be core reading for students and researchers of sustainability and business, organizational change and corporate social responsibility.
Previous research has drawn on theoretical models and clinical observations to develop propositions regarding the mechanisms of diet failure, with only one study examining it directly from the perspective of dieters themselves. Furthermore, research to date has failed to provide an empirically validated, multi-factorial model of diet failure, despite the issue being recognised as a complex and multifaceted one. This study extended on previous research by examining themes of diet failure from the perspective of dieters (n = 22) and health professionals in the field (n = 5).
Resistance exercise has been identified as an important mode of physical activity to maintain and enhance health. Research has been developing regarding psychological alterations during and after resistance exercise. The purpose of this chapter is to briefly highlight the physical health benefits of resistance exercise and then review research in five domains. First it reviews the relationship between resistance exercise and the sensation of effort. Second, it summarizes research that investigates resistance exercise and affect changes. Third, it discusses research regarding resistance exercise and its effects on self-perception. Fourth, it reviews research on the use of "psyching" strategies prior to maximal and submaximal performance of resistance exercise. The chapter concludes with a discussion of the role of expectation in resistance exercise performance.
Diverse and often unacknowledged assumptions underlie the use of metaphors in the organizational change literature. This diversity is symptomatic of broader ontological and epistemological conflicts within organization theory. To gain a critical awareness of the assumptions underlying their use of metaphors, organizational analysts can use a reflexive approach. This approach entails addressing four issues: representation, enunciation, separation, and routinization. The organizational change literature is used to illustrate the implications of this approach for future research.
Field theory was central to Kurt Lewin's work yet, after his death, interest in it declined significantly until the 1990s when a variant, force field analysis, became widely used. This paper examines the origins, purpose and continuing relevance of field theory. It especially looks at the influences of gestalt psychology, topology and Ernst Cassirer's philosophy of science on its development. It argues that Lewin's attempt to replace conventional topology with his own Lewinian mathematics-based topology in pursuit of scientific rigour resulted in the undermining of its relevance. The paper also compares force field analysis with Lewin's original conception of field theory and shows that it has significant weaknesses in terms of rigour. It concludes that a return to Lewin's original conception of field theory, based on gestalt psychology and conventional topology, can provide academics and practitioners with a valuable and much-needed approach to managing change.
Organization development has been, and arguably still is, the major approach to organizational change across the Western world, and increasingly globally. Despite this, there appears to be a great deal of confusion as to its origins, nature, purpose and durability. This article reviews the ‘long’ history of organization development from its origins in the work of Kurt Lewin in the late 1930s to its current state and future prospects. It chronicles and analyses the major stages, disjunctures and controversies in its history and allows these to be seen in a wider context. The article closes by arguing that, although organization development remains the dominant approach to organizational change, there are significant issues that it must address if it is to achieve the ambitious and progressive social and organizational aims of its founders.
This article examines the importance to the study of organizational change and development of the first phase of the Harwood studies, which were conducted between 1939 and 1947. It examines the studies and their place within Lewin's broader research agenda and personal philosophy. The article shows that the Harwood studies marked a significant break with the past by moving research on group behavior from the laboratory to the real world, changing the focus of research from understanding group behavior per se to understanding and changing group behavior, and pioneering the use of participative management. The article concludes that the first phase of the Harwood studies can be seen as having laid the foundations of organization development (OD) and as having a continuing relevance to the challenges facing organizations today.
In the acknowledgements of Lewin’s place as the father of action research, his work on reeducation is rarely cited. Yet it is clear that much of what he understood to be central to the complex process of reeducation is critical to the process of change and underlies the philosophical principles and practice of action research. This article presents Lewin’s generally neglected paper on reeducation to enable action researchers to build on and use this important paper of Lewin’s.
The management of change has become characterized by an atheoretical pragmatism, overfocused on the political aspects of the change process. Emerging interest in the learning organization provides an occasion to remedy this, by developing a theory of change which is more congruent with the requirement to build learning capacity within organizations. The result should be to place learning theory more centrally within the theory of planned organizational change. This should also reinvigorate action research by defining a wider range of learning technologies and perspectives. The argument is developed by first reviewing theories of learning employed in organizational change. The notion of communities-of-practice is then developed as a core concept to highlight the paradoxical processes of inertia and change centered on groups. A series of examples is then drawn from a recent action research project in order to illustrate the possibilities for applying learning theory. Finally, a research agenda is set out for exploring the role of communities-of-practice, with some preliminary observations from a study of small-medium enterprises.
The change management discourse has appropriated central ideas of action research, group dynamics, and the management of attitude change from the political left. This has been concealed by the way that that discourse has written its own history, that is, its historiography. Managerialist accounts of the lives of Kurt Lewin and John Collier (in relation to group dynamics and action research), and of the work of Edgar Schein (in relation to the management of attitude change), are compared with those found in non-managerialist sources. The latter alone reveal Lewin's left activism, his working relationship with the radical John Collier, and the likelihood that Collier invented action research before Lewin. They also show how Schein's theory of attitude change was derived from the Chinese Communist Party. Change management's very construction has been a political process which has written the left out, and shaped an understanding of the field as technocratic and ideologically neutral. However, it is not only managerialist historiographies, but also supposedly more critical approaches to organizational theory which have a historiographical shaping effect.
Managerial applications of action research (AR) (e.g. in Organization Development) have been critiqued as cooptational. Their participatory focus on means over ends of change, on micro-, intra-organizational issues, and the tacit but questionable claim to rigour, are said to conceal and reinforce existing power relationships, rather than deliver the meaningful empowerment promised. This article shows an empirical connection between the Cold War US and these problematic features of today’s managerialist AR. Drawing on a correspondence between Ronald Lippitt and John Collier, two AR founders, it shows a more profoundly socially engaged version of AR was proposed, but shut down by US Cold War inquisition. It was in response to this alternative version of action research that the problematic, now managerialist, version of AR was first consciously and deliberately articulated. This shows that managerialist AR’s self-detachment from social circumstances is evident not just in its application, but its historiography
In the first of these articles, those aspects of group life which can be represented as an equilibrium in a phase space were considered. In the discussion of social equilibrium it was emphasized that for understanding social events, and for planning social action, a reference from the phase space to the total social field is usually necessary. As an example of such an analysis of a social field, certain problems of social channels will be discussed briefly in this second article. We shall then consider some general problems of social planning, with particular reference to the role of “action research ” in bringing about social change.
The idea of action research and social change was the last conceptual topic to engage Kurt Lewin’s attention and energy prior to his untimely death in February 1947. In this article we commemorate the 60th anniversary of his 1946 paper ‘Action research and minority problems’. In the present article, eight principles of action research which were extracted from Lewin’s writings are presented and discussed. We attempt to show that the action research paradigm derived from four aspects of Lewin’s personal and intellectual background: his personal history as a Jew and an immigrant to America; his field theory and its meta-theoretical principles; a deep commitment to the idea of democracy; and his theory of social change.