2 Pieces To The Puzzle Of Organizational Change
Kurt Lewin, the consummate applied social scientist, is
responsible for giving us three of the ten concepts that support
effective OC practice: Forcefield Analysis, The Three-Stage
Model of Change, and the Action Research Model. I will cover the
first two concepts in this article
Lewin's first concept, and practice tool, is called Forcefield
Analysis. Lewin believed every organizational situation, no
matter how dysfunctional, benefits someone. I have found this
concept and tool to be very effective in Organizational Change
practice.
Lewin believed the status quo is a result of driving forces and
resisting forces. Driving forces are pushing or "driving" for
change. Resisting forces exist because some parties benefit from
the current situation, or status quo. Thus, the status quo is
the result of the strengths of the two opposing forces.
In practice, Lewin recommended working to reduce the resisting
forces, instead of increasing the driving forces. He believed
simply increasing the driving forces would result in an
escalation in the resisting forces against the change. The
parties resisting change (supporting the status quo) are usually
highly motivated.
Another concept closely associated with Forcefield Analysis is
what Lewin called the Three-Step Model of Change. He believed
change required three steps: unfreezing the current situation,
moving, and then refreezing the new situation (a new status
quo). At first glance, this may appear to be obvious and
simplistic. But the steps are very important.
The OC consultant must first help the organization to see the
dysfunctionality (ineffectiveness) of the current situation.
Remember, we are dealing with some organizational members who
benefit from the current status quo.
To move the organization or the unit (to change behavior)
requires a planned intervention. This will be a time of
insecurity and fear for many organizational members.
Fortunately, there are many structured interventions available
to OC consultants. I cover interventions in Part II of my book,