Transcript Kurt Lewin`s Change Theory

KURT LEWIN’S CHANGE THEORY
In the Field or in the Classroom
By Edgar Schein
KURT LEWIN’S CHANGE THEORY
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Change vs. learning
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Unfreezing/changing/refreezing
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Group norms & organizational culture
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Learning and change start with dissatisfaction
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Dissatisfaction occurs when expectations are not
met
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Motivation for change needs to connect with
something we care about
KURT LEWIN’S CHANGE THEORY
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Dissatisfaction raises survival anxiety
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In order to accept dissatisfying information or
data it must be relevant
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We must be able to admit that things are not
always perfect
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Most humans assume they are doing everything
right
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If not it creates learning anxiety
KURT LEWIN’S CHANGE THEORY
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We must overcome learning anxiety by developing a
safety net
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There are various tactics change agents use to create
psychological safety
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Working in groups
Work relief
Embracing mistakes
Positive visions
Coaching & mentoring
KURT LEWIN’S CHANGE THEORY
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Policies are not enough when dealing with
feelings, values & attitudes.
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Teamwork, although highly touted, is not good
enough
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We need to re-define teamwork to include
individualism and the individuals need
recognition
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We need to change the reward system to include
both the individuals and the team
KURT LEWIN’S CHANGE THEORY
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Understanding and awareness occurs when the
learner becomes unfrozen
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Scanning the environment for new ideas is
imperative
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If the learner is captive in a hostile environment it
is difficult to change
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Seed company story (corporate culture)
KURT LEWIN’S CHANGE THEORY
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When the learner feels safe they will help create their
own solutions
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Creating a safe learning environment leads to
individuals solving their own problems which leads to
success
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For change to remain stable it must be refrozen
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Lewin’s model of change leads to a range of insights
that make change more manageable
KURT LEWIN’S CHANGE THEORY
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You can not understand a system or culture until you try
to change it
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Bridges’ example (case against Sat. classes)
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Health care (Obama care)
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This is called process consultation
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Once we ask a question we make an intervention and
start the change cycle (Appreciative Inquiry) Inquiry)
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The pre interview is crucial in process consultation