Planned Approach
It is impossible to review change management without mentioning Kurt Lewin, who for 40 years pioneered the foundation of change management theory. Lewin was first and foremost a psychologist attempting to address despotism and racism, and remains one of the most determined and creative psychologists of the 20th century.
Following are the four concepts he and his colleagues developed to deal with change. The symbiosis between them is by design; they are meant to be deployed in concert.
3 Step Process
Yoyogi Station Genso by tokyogenso on Deviant Art
First, Lewin’s 3 Step process forms an integral core to any change effort in groups, organizations or societies. The steps are Unfreezing, Moving, and Refreezing.
Step 1: Unfreezing
The need for change (many say learning also) begins with cognitive dissonance or dissatisfaction. Whether we struggle with new circumstances or focus on opportunities, there needs to be a common perception that current methods or thinking are no longer appropriate and that something must be done.
This acknowledgment itself is a hurdle, since the admission signals imperfection and learning anxiety which can threaten effectiveness, self-esteem and identity. These reactions must be addressed. In organizations, job insecurity exacerbates these fears since change often results in lay-offs and examples of reassurances to the contrary are so often betrayed.
Much work has been performed on how to effectively address this anxiety, from psychological constructs such as learning and cognitive redefinition and broadening to involved leadership roles and processes.
So the Unfreezing step is two-fold; an acknowledgement by the group that change is necessary, and reassurance or psychological safety nets for the participants. Failure to address these needs preclude or retard successful change efforts[i].
Step 2: Moving
After creating motivation to learn and change, step 2 is the strategy and operational stage. How does the group get from here to there while minimizing any losses? Specific outcomes may be difficult to predict given the complexity of given situations. Nevertheless, an iterative assessment and re-assessment approach of trial and error is the most effective[ii].
Step 3: Refreezing
The final step is a formal re-establishment of equilibrium to stave off regression. Success depends on group agreement that new behaviors form a more effective fit with current environments, buttressing individual behavior until new habits form.
Field Theory
Integral to the 3 Step approach is an initial and thorough mapping of the current field in all its complexity[iii]. Field theory is a study of the group environment. Successful change management depends on understanding all the forces which are acting in the field. Recognizing that all groups are in a constant flux, he used the term ‘quasi-stationary equilibrium’ to describe the gentler pattern of changing behaviors and allegiances that any group experiences.
Change management affects these forces in the field to gird and nurture the desired change. By affecting the forces, advocates make the status quo untenable and new patterns can develop.
Group Dynamics
Lewin insisted that change efforts must concentrate on group behavior as opposed to that of individuals, given that peer pressure is the guiding constraint of behavior[iv]. Roles, interactions and social networks must be the focus of change efforts as opposed to individual dynamics.
Later, complexity theories examining self-organization found much useful material in Lewin’s work on groups since they both emphasize the whole as opposed to individual actors.
Action Research
Lewin founded the idea of Action Research to work in concert with Group Dynamics as a process whereby groups could understand their present situation in detail and come to an understanding of what they wished to do about it[v].
The approach is both action oriented and scenario based. As in every step of change management, Lewin emphasizes the necessity for the group to feel the need to change, and that positive change efforts are a collaborative process. The underlying theme is of an iterative process of evaluation and action.
Summary of Lewin
Lewin was first and foremost a scientist, accustomed to a strict and scientific approach based on postulation, diagnosis and prescription. But to his great credit, he was very aware of the psychological and group dynamics of change, and his efforts very clearly are evidence of this multi-faceted approach.
Social science remains fundamentally different than physical science, regardless of the growing acknowledgment in traditional science that the objectivity and influence of the researcher may be even more important than previously appreciated.
But social science suffers not just from increased observer effects. The almost infinite variables in any social milieu exhibit inter-causal relationships, and holding them constant through data research and experiments is an impossible task. Therefore acceptable levels of statistical significance in physical sciences often result in red herrings in the social sciences. Lewin seems to be that rare researcher who both appreciates the scientific method while realizing its limitations in many environments.
Lewin remains a vital influence in change management regardless of the development of other approaches, and essential portions of his and his colleagues’ work surface throughout contemporary research. Associates are strongly urged to include his writing and the expansionary works it spawned (see Lippitt) in their vocabulary in order to build a foundation for understanding teams and change.
Planned change references
Artwork by Tokyogenso: The image is not just a haunting display of talent. It is a loving portrayal of the intricacy of planning even while it illustrates its often unintended result. Success often depends on the strength of Plan B. That is contingency and emergence.
[i] Edgar H. Schein, “Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning,” Systems Practice 9, no. 1 (2, 1996): 27-47, http://www.springerlink.com/content/l7175j43828r1572/.
[ii] Kurt Lewin, “Frontiers in group dynamics,” in Field Theory in Social Science, Cartwright, D. (London: Social Science Paperbacks, 1947).
[iii] Kurt Lewin, “Psychological ecology,” in Field Theory in Social Science, Cartwright, D. (London: Social Science Paperbacks, 1943).
[iv] Lewin, “Frontiers in group dynamics.”
[v] Kurt Lewin, “Action research and minority problems,” in Resolving Social Conflict, Lewin, G. W. (London: Harper & Row, 1946), 201.
Note: Some sources are out of print. It is possible to read the texts above in the following compilation:
 | Resolving Social Conflicts: And, Field Theory in Social Science This compilation is a critical component to any dedicated associate’s toolbox. It forms the basis of change management, group dynamics and remains pertinent to contemporary approaches regardless of their lens. Required reading and highly recommended. |