Kurt Lewin and the Planned Approach to Change
A Re‐appraisal
Dados Bibliográficos
| ID | 23329705 |
|---|---|
| Autores | Bernard Burnes (0000-0003-4244-7241, Manchester School of Architecture, autor correspondente) |
| Ano | 2004 |
| Volume | 41 |
| Fascículo | 6 |
| Páginas | 977-1002 |
| Data de publicação | 2004-09-01 |
| Peer Reviewed | Sim |
| Open Access | Sim |
| Tipo | ARTICLE |
| Periódico | Journal of Management Studies (JOURNAL) |
| Identificadores do periódico | ISSN: 0022-2380 • E-ISSN: 1467-6486 |
| Editora | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1467-6486.2004.00463.x |
| OpenAlex | W3123044995 |
| Idioma | EN |
| Citações recebidas | 64 |
| Referências citadas | 75 |
The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3‐Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small‐scale change projects; ignored organizational power and politics; and was top‐down and management‐driven. This article seeks to re‐appraise Lewin's work and challenge the validity of these views. It begins by describing Lewin's background and beliefs, especially his commitment to resolving social conflict. The article then moves on to examine the main elements of his Planned approach to change: Field Theory; Group Dynamics; Action Research; and the 3‐Step model. This is followed by a brief summary of the major developments in the field of organizational change since Lewin's death which, in turn, leads to an examination of the main criticisms levelled at Lewin's work. The article concludes by arguing that rather than being outdated or redundant, Lewin's approach is still relevant to the modern world.
Organizational Behavior · Planned change · Complex Systems and Decision Making · Management and Organizational Studies · Organizational Learning and Leadership
Stasis and change
Land Question in Post-Apartheid South Africa
More Examples, Less Theory
Transformational change
Improving Underrepresented Minority Student Persistence in STEM
Successful Organizational Change
Field and life space experience in vocational education and training
Factors shaping the implementation of educational organizational change
Experience of rehabilitation management in public hospital after it was identified as designated rehabilitation hospital for Covid-19 patients
Educational Stakeholders’ Perceptions of Factors Contributing to Resistance to Pedagogical and Policy Changes in a Rural School
Cross-cultural communication and interactive practice
Change or Stability in Cohesion and Teamwork Adaptation Skills of Peruvian STEM Academics Over 6 Years
The Effect of Resistance to Change on the Accreditation Perception in Higher Education
The Mediating Role of Intrapreneurship in the Effect of Openness to Organizational Change on Innovative Behavior
How to lead a successful university transformation
Making sense of internal social media and participatory communication
How Do Women and Men Respond to More Women in the Legislature? A Study of Bill Introductions and Effectiveness
Coercive Communication
Resistance behaviour among Indonesian academics experiencing policy change on international peer-review publication
Discomfort and organizational change as a part of becoming a world-class university
Future workforce skills for Saudi Arabia
Kurt Lewin’s ideas are alive! But why doesn’t anybody recognize them
Résistance organisationnelle et co-production de l’action publique
Change is Afoot
Le laboratoire d’idées ad hoc et le développement de partenariats communautaires dans les services de santé
Edgar H. Schein
Organizational Change and Workplace Incivility
Food industry perspectives on potential policies targeting unhealthy food and beverage price promotions in Australian supermarkets
City–company collaboration towards aligned science-based target setting
Achieving Communitywide Impact by Changing the Local Culture
Constructing Boland Bank
Studying subtle acts of leadership
Reimagining organisational change leadership
Leading changes
Introducing Change in Public Service Organizations under Austerity
Covid-19 pandemic and the impact of cross-cultural differences on crisis management
Child Welfare Design Teams
Resistance to Change
Building Sustainability on Deep Values Through Mindfulness Nurturing
The multiple faces of collective responses to organizational change
Animating community supported agriculture in North East England
Sustainably changing small traders' harassment behaviors – A theoretical framework
Integrating service delivery in a regional homelessness service system
The challenge of reforming big bureaucracy in Indonesia
Integrating Organization Studies and Community Psychology
Searching for “the usual suspects”
Doubting leadership
Democracy and worker representation in the management of change
Action research
National policy analysis of digital transformation in Vietnamese higher education
The Kurt Lewin–Goodwin Watson FBI/CIA files
Leading the Implementation of ICT Innovations
Theoretical reflections on narrative in action research
Generational Differences and Covid-19
Examining models of departmental engagement for greater equity
Lewin's field theory as a lens for understanding incumbent actors’ agency in sustainability transitions
Opting Out Of Stasis
Unfreezing change as three steps
Mapping the Power Struggles of the National Green Tribunal of India
New higher education president integration
Supporting active school travel
The changing face of English universities
Utilizing Participatory Action Research to Change Perception About Organizational Culture From Knowledge Consumption to Knowledge Creation
Idealism and the applied relevance of research on employee participation
The Workplace Within
The Essence of Chaos
Longitudinal Field Research on Change
What is a processual analysis?
The fifth discipline, the art and practice of the learning organization
A behavioral theory of the firm
Writing the Left out of Management Theory
Resolving social conflicts and field theory in social science
Current Studies in Social Psychology
Cultural contexts and scientific change in psychology
Resolving Social Conflicts
Management in transition
Metatheory and Field Theory in Social Psychology
The Bases of Power
Personal is Political is Personal is Political
Action Research and Minority Problems
Kurt Lewin Address
A Lewinian Approach to Intergroup Workshops for Arab‐Palestinian and Jewish Youth
The Impact of Kurt Lewin's Life on the Place of Social Issues in His Work
Introduction
This Business of Topology
Emerging Varieties of Action Research
Frontiers in Group Dynamics
The Strategic Management of Corporate Change
Understanding and Creating Whole Organizational Change Through Learning Theory
On Leaving The Tavistock Institute
Overcoming Resistance to Change
Achieving Change in People
The awakening giant, continuity and change in ICI
The Organizational Life Cycle
American Board of Professional Psychology
The Special Case of Germany
"The Science of "Muddling Through
Theories of Organizational Culture
The Practical Theorist
Organizational Psychology
Readings in Social Psychology
Resistance to Change
Making Management Human
The Awakening Giant
| Obras citantes distintas | 64 |
|---|---|
| Citações por ano | 3,2 |
| Intervalo de citações | 2006 - 2026 (21) |
| Velocidade de citação | current |
| Altamente citado | Não |
| Tipos de citação | Neutras: 62 |