IMPLICATIONS OF KURT LEWIN MODEL:Sequence of event also matters, A Critical Look

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Change Management MGMT625

LESSON # 4

IMPLICATIONS OF KURT LEWIN MODEL

Implications of Kurt Lewin Model

1. Change can be directed, managed and controlled (Learning is a choice behaviour)

2. There is an explicit recognition to the fact that change will be resisted

3. This resistance can be overcome thru management and good leadership

4. Sequence of event also matters

5. Change Attitude behaviour will follow

6. Change the context behaviour will follow this implies B = f( P * E)

1. Change can be directed, managed and controlled (Learning is a choice behaviour)

Every thing is not pre-ordained and predetermined. Modern thinking is scientific or formulaic.

There is a general formula for everything with in the domain of natural sciences or social sciences.

Therefore what is known as social sciences is that tools and methods used for creating scientific

knowledge can also be applied to create knowledge in social domain. Therefore learning such type

of abstract social disciplines such as entrepreneurship, leadership, management and organization

culture from scientific approach means these very subjects can be taught and learned. So in this

respect modern approach is different from the traditional one as now learning is considered not a

function of gene or inheritance but a matter of aptitude and interest. Hence social behaviour can be

managed like a thermostat or control valve to get the desired end. For instance, these control valves

may reside in financial and non-financial techniques to motivate individual manager and groups.

2. Explicit recognition that change will be resisted

There are a lot more benefits of categorical acceptance, admission or recognition of some variable

under research. In fact research has more to do with the identification of critical variable which play

influential role in the causation of any phenomenon, and earlier was less focussed upon. Therefore

once we know and recognise that resistance to change is distinct phenomenon for study, we will

also study and target imperatively how to overcome this resistance. This is a typical technique of

Western academics to bifurcate and focus in a specialised (in depth study) manner to create new

subjects and disciplines. In other words division of labour exist in academics.

3. The resistance can be overcome through management and good leadership

As pointed out above once we know resistance is a critical variable to study simultaneously make

imperative for us to know what type o leadership and management style will over come what type

of resistance. Hence we see that change management literature most of the focuses on the

participative decision making, employee involvement, delegation, decentralization and team

building etc. for organization to manage organizational transformation and strategic management

programme.

4. Sequence of event also matters

The model also depicts that change management process has a sequence to it. In order to manage

planned change we ought to know what should come first, which stage is follow another and how to

identify which change management stage we are in like a life cycle approach

5. Change attitude - behaviour will follow

First we have to seek differentiation between the two terms, attitude and behaviour. The concept

`attitude' is more comprehensive than the term behaviour which included cognitive as well action

orientation while behaviour is defined only in action perspective. Therefore going by this approach

in order to have meaningful change we have to change first attitude. Hence change in cognition will

lead to behavioural change. Alternate approach could be to change action which will eventually

lead to attitudinal change. Here focal point for change is actions since actions are visible and

measurable. The former change method is democratic in spirit while later is autocratic in nature.

There is a flaw from methodological point of view, to measure change; the dominant paradigm of

Change Management MGMT625

western social sciences is to target action. For instance scientific school of theory building (by and

large rely on quantitative approach or survey method) it is the action which is the source of data and

evidence, intent cannot be measured. From Islamic perspective of human behaviour it is the intent

(Niyyat) which matters most not the action (Amal) as the famous hadith goes - action depend upon

intents (innamul aamal-o-binniyaat). This is somewhat closer to the recently researched concept of

equi-finality which means different actions can be taken or multiple practices can exist to reach the

same intent effectively.

6. Change the context behaviour will follow [B = f (P * E)]

Environmental forces play decisive role in shaping behaviour, is the key theme of the equation

cited. Change in behaviour is owing to a particular context or situation. This relies on contingency

school of management which means organizational efficiency and effectiveness is contingent upon

environmental factors will be different for different organizations. These factors could be size,

type of industry, technology, etc. If environmental or contextual factors are so powerful and

decisive to explain change or stability then does that mean individual (individual organization) has

least or no role, priority, discretion or strategy in deciding for change. This leads us to the debates

between fatalism vs. determinism, the role of individual vs. institution and the universal vs. cultural

perspectives of management. Context again comprises of multiple facets Historical social-political

geographical cultural context

A Critical Look

No human knowledge is foolproof. Theories have good explanation power and associated

weaknesses too. Though Kurt Lewin model widely quoted and respected but also has attracted

some criticism which follows as under:

1. Linearity assumption. It is assumed that change is considered linear while we see in real life it is

seldom linearity based. Reality more often than not is non-linear or curvilinear. There may be ups

and downs in reality, and hence change management is not as neat and sequential process as

described in the model, directly progressing for goals or end state.

2. Progressive state assumption. Change makes a direct progression, that is, future state is always

better than the present state. This is an assumption may not hold valid especially going by the

human, organizational and nations life cycle theory based explanation.

3. Mechanistic assumption. This is based on cause and effect relationship amongst factors

considered stimuli for change. This is too excessively deterministic in its implications meaning

thereby no or little role for unforeseen and emergent events.

4. Goal Assumption. Here change movement is directed toward a specific end-state (in real life may

be haphazard). In real life people are not all the time purposive and task oriented for each and every

movement. People may value leisure, relationship, spiritual and cultural being, or they may like

change for the sake of change as others are changing so one wants to change (life style or social

pressure oriented but might not be need-specific). Similarly people may want to change because

emotional or psychological aspect may be dominant

5. Separateness assumption. Change movement is planned and managed by people by staying apart

from system while real life operates in relative terms and diagnosis and implementation is by

remaining within the system. There are biases and ethnocentrism involved in all stages of change

management process.

Nonetheless despite the above criticism the model is considered to have seminal influence on

behavioural modification, learning and change management literature. Other similar models given

under also verify the Lewinian model and change management strategies. For example according to

Beckhard & Harris (1977) there are three stages of change management process

1. The Current State

Change Management MGMT625

2. The Transition state

3. The Future State

Kanter at al, proposed three phases as:

1. Change Strategists

2. Change Implementers

3. Change Recipients

Grimley et al & Prochaska et al conceived the following by adding one stage as pre-contemplation

1. Pre-contemplation (Unaware of need to change)

2. Contemplation (Need to change but no commitment)

3. Action

4. Maintenance

More or less in similar meanings Lynn A. Isabella's Model suggested

1. Anticipation

2. Confirmation

3. Culmination

4. Aftermath

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