KURT LEWIN’S CHANGE THEORYIn the Field or in the Classroom

By Edgar Schein

KURT LEWIN’S CHANGE THEORY

Change vs. learning

Unfreezing/changing/refreezing

Group norms & organizational culture

Learning and change start with dissatisfaction

Dissatisfaction occurs when expectations are not met

Motivation for change needs to connect with something we care about

KURT LEWIN’S CHANGE THEORY

Dissatisfaction raises survival anxiety

In order to accept dissatisfying information or data it must be relevant

We must be able to admit that things are not always perfect

Most humans assume they are doing everything right

If not it creates learning anxiety

KURT LEWIN’S CHANGE THEORY

We must overcome learning anxiety by developing a safety net

There are various tactics change agents use to create psychological safety Working in groups Work relief Embracing mistakes Positive visions Coaching & mentoring

KURT LEWIN’S CHANGE THEORY

Policies are not enough when dealing with feelings, values & attitudes.

Teamwork, although highly touted, is not good enough

We need to re-define teamwork to include individualism and the individuals need recognition

We need to change the reward system to include both the individuals and the team

KURT LEWIN’S CHANGE THEORY

Understanding and awareness occurs when the learner becomes unfrozen

Scanning the environment for new ideas is imperative

If the learner is captive in a hostile environment it is difficult to change

Seed company story (corporate culture)

KURT LEWIN’S CHANGE THEORY

When the learner feels safe they will help create their own solutions

Creating a safe learning environment leads to individuals solving their own problems which leads to success

For change to remain stable it must be refrozen

Lewin’s model of change leads to a range of insights that make change more manageable

KURT LEWIN’S CHANGE THEORY

You can not understand a system or culture until you try to change it

Bridges’ example (case against Sat. classes)

Health care (Obama care)

This is called process consultation

Once we ask a question we make an intervention and start the change cycle (Appreciative Inquiry) Inquiry)

The pre interview is crucial in process consultation