Concord Bookshop
Phases of Change and the Concord Bookshop
HCS/587 Creating Change Within Organizations
Phases of Change and the Concord Bookshop
The need for organizational change is inevitable. Technological advances, variations in the consumer marketplace, and evidence-based research dictate that in order for an organization to remain viable, it needs to be amenable to change. This does not mean, however, that organizations change effectively (Spector, 2010). Scientists have formulated many theories for describing processes to implement change in an organization, in hopes that understanding change and forces that resist it will lead to effective strategies. In this paper, I will review one of these theories and apply it to an actual organization that attempted to implement change.
Kurt Lewin’s Field Theory
One of the best known theories, and still applicable after 66 years, is Kurt Lewin’s Field Theory. Lewin “offered…insights that, to this day, shape our understanding of how to alter patterns of behavior” (Spector, 2010, p. 26). According to Ford, Lewin’s theory was linear and process driven (2009). It was based on the idea that variable forces acting upon a group can modify individual behavior. Therefore, as Burnes stated, Lewin believed that individuals affected by change would resist less if the organization involved them in the process (2007). Additionally, Lewin identified three distinct phases of change.
During the first phase, unfreezing, the equilibrium of the current environment needs to be disrupted. Ford explains that for change to be successful, the forces that encourage change need to be stronger than those that support resisting it (2009, p. 305). Spector remarks that unfreezing behavior requires more than just stating the need for change. The organization must enlist the help of the staff in discovering the issues that need to be addressed so that they accept the reality of the situation (2010, p. 29).
HCS/587 Creating Change Within Organizations
Phases of Change and the Concord Bookshop
The need for organizational change is inevitable. Technological advances, variations in the consumer marketplace, and evidence-based research dictate that in order for an organization to remain viable, it needs to be amenable to change. This does not mean, however, that organizations change effectively (Spector, 2010). Scientists have formulated many theories for describing processes to implement change in an organization, in hopes that understanding change and forces that resist it will lead to effective strategies. In this paper, I will review one of these theories and apply it to an actual organization that attempted to implement change.
Kurt Lewin’s Field Theory
One of the best known theories, and still applicable after 66 years, is Kurt Lewin’s Field Theory. Lewin “offered…insights that, to this day, shape our understanding of how to alter patterns of behavior” (Spector, 2010, p. 26). According to Ford, Lewin’s theory was linear and process driven (2009). It was based on the idea that variable forces acting upon a group can modify individual behavior. Therefore, as Burnes stated, Lewin believed that individuals affected by change would resist less if the organization involved them in the process (2007). Additionally, Lewin identified three distinct phases of change.
During the first phase, unfreezing, the equilibrium of the current environment needs to be disrupted. Ford explains that for change to be successful, the forces that encourage change need to be stronger than those that support resisting it (2009, p. 305). Spector remarks that unfreezing behavior requires more than just stating the need for change. The organization must enlist the help of the staff in discovering the issues that need to be addressed so that they accept the reality of the situation (2010, p. 29).
References: Borkowski, N. (2005). Organizational behavior in health care. Sudbury, MA: Jones and Bartlett Publishers, Inc. Retrieved from The University of Phoenix eBook Collection database. Burnes, B. (2007). Kurt Lewin and the Harwood studies: The foundations of OD. The Journal of Applied Behavioral Science, 43(2), 213-224,227-231. Retrieved from http://search.proquest.com/docview/236352406?accountid=35812 Ford, M. W. (2009). Size, structure and change implementation: An empirical comparison of small and large organizations. Management Research News, 32(4), 303-320. Retrieved from http://www.emeraldinsight.com.ezproxy. apollolibrary.com/journals.htm?articleid=1778992&show=abstract Schriner, C., Deckelman, S., Kubat, M. A., Lenkay, J., Nims, L., & Sullivan, D. (2010). Collaboration of nursing faculty and college administration in creating organizational change. Nursing Education Perspectives, 31(6), 381-6. Retrieved from http://search.proquest.com/docview/853717756? accountid=35812 Spector, B. (2010). Implementing organizational change: Theory into practice. (2nd ed.). Upper Saddle River, NJ:Pearson Prentice Hall. Retrieved from The University of Phoenix eBook Collection database.