The Discussion For This Week Is Group Dynamics

The Discussion For This Week Is Group Dynamics
The discussion for this week is Group Dynamics. Webster's dictionary defines group dynamics as
"the interacting forces within a small human group; also, the sociological study of these forces. A
well renown change management expert and social psychologist Kurt Lewin. He created the phrase
"group dynamics" in the mid 1940's (Moreno,1953) He has written quite a bit about individuals
choosing a distinctive characteristics and conduct when placed in a group. He studied the influence
of the distinctive character and conduct on an individual and on the entire group (Moreno, 1953).
I am sure we have all had experiences during our life, where we were required to work as a group,
or be a part of a group. I am sure we can all share good experiences, as well as horror stories. I have
hired on with different companies over the years, and I could tell early on whether the team I am
assigned to would be a positive experience or negative experience. There are indicators that stand
out clearly. The first thing I usually notice is whether the team is productive, is there trust amongst
the team members, are team member held responsible for their jobs/projects, and is the team striving
for a shared goal.
When a team has negative "group dynamics" the shared goal is not reached and progress is not
made. The team is not working at the optimum level that a company requires to remain successful
and competitive. Kurt Lewin and other researchers have noted that teams with positive
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Essay on Concord Bookstore
Concord Bookstore
University of Phoenix
Creating Change within Organizations HCS587
David Harrell
16 January, 2012 *
The Concord Bookshop is a small town bookstore with a 64–year history and a cultural appeal
enjoyed by the citizens of the town. In recent years the economic environment created fierce
competition for the bookstore, coupled with a need for innovative technology meant a need for
restructuring. The financial status of the bookshop was in grave distress. Fearing financial ruin the
board members made a unanimous decision to implement significant changes. However, the board
did not take the necessary steps of including the appropriate stakeholders in the change process and
obtaining employee support. ... Show more content on Helpwriting.net ...
Behaviour Change Change can be successful if a company or group within the organization changes
the way an individual presents oneself (Spector, 2010). Behavior change is based on how an
individual works within the environment. The employees of Concord Bookshop were not consulted
therefore did not have an opportunity to verbalize their concerns or provide input to assist the
company to move the bookstore in a new direction. The management team was aware of the
financial distress and was willing to participate in any financial changes required. The employees of
the bookstore had an abundance of knowledge and experience that may have contributed to ending
financial turmoil (Schein, 2011). Open dialogue between the employees and owners may have
facilitated the development and collaboration of new ideas in a competitive environment. The new
strategies could have provided a new direction for the bookstore. According to Burnes, in discussing
Kurt Lewin's Change Model, for change to be effective within a group there has to be a collective
approach by each member of the group (2004).
Conclusion
The Concord Bookshop was a well respected historical bookstore facing financial challenges. While
the bookstore employed knowledgeable and dedicated employees, the owners and board members
did not engage

Lewin’s Three-Stage Model of Planned Change
External and internal pressures arising from dynamically evolving business environments inevitably
and continuously create unsustainable tension between the desire for stability and the need for
change within organizations (Graetz & Smith, 2010). Organizations respond to these tensions by
engaging in processes of strategic renewal through the implementation of "planned change"
(Spector, 2010). Planned change, according to Cummings and Worley (2009), fundamentally
concerns the process of changing organizational behaviors. More specifically, new behaviors must
replace old ones or be adapted to or integrated with existing behaviors to enable successful change
(Palmer, Dunford, & Akin, 2009; Schein, 1993, 2004). This paper outlines the three ... Show more
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Lewin intended that action research be used to support both processes of learning in accomplishing
the movement step. The learning of new behaviors, which is fundamentally "a process of cognitive
restructuring" (Schein, 1993), provides a transitional bridge to the new level of performance.
Cognitive restructuring involves one or more "frame braking" learning activities as new information
is obtained; (a) semantic redefinition – learning new meanings for old words, (b) cognitive
broadening – learning new concepts and broader interpretations of old concepts, and (c) new
standards of judgment or evaluation – learning new criteria for assessment and interpretation of
information (Schein, 1993). Until the movement stage creates the capability of producing "once–
again confirming data", the process continues through iterative stages of learning and exploration
(Schein, 2004). Stage 3 – Refreezing Once new behaviors are learned, steps must be taken to
institutionalize and reinforce performance at the new level. According to Schein (1993), these new
behaviors ". . . must be, to some degree, congruent with the rest of the behavior and personality of
the learner or it will set off new rounds of disconfirmation that often lead to unlearning the very
thing one has learned" (p. 61). Unless refreezing occurs, internalization into new cognitive
structures will be deficient, subsequently compromising the

Dr. Kotter, A Leading Advocate And Educator
John Kotter, a leading advocate and educator in change initiatives, expresses two essential
characteristics that must be present in any change initiative. First, any change that is considered to
be useful and necessary must go through a multi–step process that will transcend obstacles in its
way. Second, it is essential that any change initiative must be lead by effective leadership (Kotter,
1996). However, any leader in a change initiate must reconcile the reality that a major component to
mankind's instinctive nature is that people have an inherent need for predictability and order
(Hogan, 2007). Leaders must, therefore, consider that initiatives may be experienced in ways that
contradict this basic need leading to employee resistance (Bernerth, 2011). Considering such a
potential obstacle, Kotter developed an eight–stage change process to guide organizations through
initiatives in ways that may retain employee stability and enable employees to maintain a sense of
identity and understanding (Huy, 1999). John Kotter, however, is not a pioneer on the topic of
change initiatives. Though Kotter's model is likely the most recognized model for organizational
change initiatives, Kurt Lewin may be the first to have presented the issue of social change
initiatives as he developed a three–step planned change approach. In this paper, Lewin's three–step
model will be utilized to consider a change initiative for a small group ministry in a Christian church
in the Phoenix area.

Models of Organizational Change
Organizational Models of Change
Olympia Ross
Grand Canyon University
Organizational Development and Change
LDR–615
Dr. Jerry Griffin
August 14, 2013
Organizational Models of Change Organizational change is occurring at an intense rate within
modern organizations, as demands to stay current with technology and marketplace trends are ever
increasing. Although knowledge exists amongst management and leadership regarding the need for
change, the ability to deliver the expected results of proposed changes often fails. Recent literature
actually suggests that failures are frequently attributed to the level of employee involvement and
commitment, and that employees actually "play a major role in the success or failure of change
within ... Show more content on Helpwriting.net ...
5).
Three–Phase Change Model and Communication Communication is truly the most central
component to Lewin's model. It is highlighted at each of the three phases, with lack of
communication being a barrier to successfully transitioning between phases. That said, it must not
be discounted the impact that strong lines of communication have on successful change initiatives,
as high percentages of change failures are often attributed to poor communication, thus hindering
the transition process (Shin et al., 2012, p. 727).
Harris's Five–Phase Model Ben Harris developed a five–phase organizational change model in the
mid 1970's. According to Harris, the phases are sequential; however, they often overlap one another
(Lunenburg, 2010, p. 4). The five–phases are as follows: planning & initiation, momentum,
problems, turning point, and termination.
Five–Phase Model: Role of the Leader Unlike Lewin's three–phase model, Harris's model is less
dependent upon concrete leadership initiatives at each phase. For example, per the five–phase
model, the role of the leader is accentuated most at phases II–IV; posited by Lunenburg when he
acknowledged "the importance of leadership at various phases of program implementation"
(Lunenburg, 2010, p. 5). During planning and initiation,

Kurt Lewin's Change Theory Analysis
Kurt Lewin, considered the father of social Psychology, developed the change theory of Nursing.
His theory is made up of a three–stage model of change known as unfreezing–change–refreeze
model that requires initial learning to be rejected and replaced. The theory drives on three major
concepts; driving forces, restraining forces, and equilibrium (Burnes, 2004). Driving forces refers to
forces that push in a direction that effects change. They enable change to occur since they push the
patient in a desired direction. Essentially driving forces cause a shift in the equilibrium towards
change. Equilibrium refers to a state where driving forces equal restraining forces, and hence no
change occurs. Equilibrium can be altered by changes that occur between the driving and restraining
forces. Restraining forces are those forces that counter the driving forces. They hinder change
because they push the ... Show more content on Helpwriting.net ...
Conventionally, nurses are tight to strict rules and regulations as established by management and the
nursing profession. I would however wish to see more policies established where nurses can use
their critical–thinking skills to choose which treatment would best benefit their patients (Weston,
2010). Nurses should also have the autonomy to charge for their care, advice, teaching, educating,
and tasks independently of physicians. Let them get back the responsibility for care by stopping
managerial interference in patient care. Lewis argues that change occurs in three stages in the
change theory. Unfreezing, change, and refreezing. Unfreezing involves finding methods of making
it possible for people to let go of an old behavior that is not very productive. This stage requires that
management find ways of letting go of much control and leave majority of decision making in the
hands of nurses who, for this reason, should be well trained to earn the trust of patients and

Change Theory
Who is Kurt Lewin
He was a psychologists with a Jewish Background (Miner, 2006).
Earned his Doctorate in Psychology in University of Berlin in 1914. (Miner, 2006)
Relocated to US in 1933. (Miner, 2006).
With action research and study
groups,this led to the development of
Change Theory; his major contribution to nursing (Miner, 2006). Path to Change Theory
Lewin theorized Studied leadership Research on group decisions and and leadership that "behavior
is a democratic processes climates which led to functional led to the the development of interaction
of development of the field of person and theories focusing on Organizational environment" the
motivation of Behavior and Change
(Miner, 2006). change ... Show more content on Helpwriting.net ...
So, nurses can benefit through this by being able to decipher the problem diagnosis after collecting
data,,acting and planning with data collected,implementing data, following up and assessing the
final outcomes or consequences. of data

Applying Change Theory Of Electronic Medical Records
Applying Change Theory to Electronic Medical Records Maryjo Marvin–Dixon Empire State
College According to Hussain, Lei, Akram, Haider& Ali, 2016 "It is important for organizations to
make changes and update old process in this competitive business environment". Implementing
change in a department of a company, hospital or doctor's office can be difficult. Lewin's Change
Model is an effective way to help Managers and business owners update old processes and
structures. (Hussain, Lei, Akram, Haider & Ali, 2016, P 1.) There are many reasons why change can
be resisted. It is very important that the manager communicates with the staff effectively about the
change and how it will affect everyone involved. Good ideas have been applied ... Show more
statues quo or equilibrium will change. ( Kaminski, 2011, Force Field Analysis). This theory helps
managers identify if a change is needed or not Unfreezing Phase The first step is to cause awareness
or an urgency. Hold a meeting and let employees/staff know that management is going to update
equipment and switch to electronic medical records. You can use a couple different ways to create
this urgency and dispel negativity. The first is benchmarking. According to Benson ,1995
"Benchmarking is a continuous process by which an organization can measure and compare its own
processes with those of organizations that are leaders in an area." You can use bench marking to
explain how other doctor's offices have started to use EMR and profits have doubled. Inform staff
about the benefits of using Electronic Medical Records. For example, EMR'S will create space
savings and will produce less waste, it will improve diagnosis and treatment, it will also help to
reduce errors. And finally, it will help to increase productivity. Next open the floor to questions and
ask employees/staff if they have any concerns. Management should dispel any restraining forces.
Address any concerns staff may have and be sure the staff feels like their voices were heard. But
don't spend too much time on addressing concerns because this will be seen as weakness. It is
important to keep the lines of communication open and honest, which creates a "sense of

Group Therapy For Treatment Of Psychological Issues
Groups Reflection Peg Michaels Walden University Groups Reflection Through research, group
therapy has been proven to be as cost affective and therapeutically beneficial as individual therapy
for treatment of psychological issues (Corey, Corey & Corey, 2010). For counselors to appropriately
facilitate many types of group therapy they need to develop certain skills. These skills can be
learned through cross training. Some counselors may find they only like to facilitate certain types of
groups, but they can overcome their personal discomfort by learning the strategies that are available
to assist them. This paper is about my group therapy conceptualization, world view, and the group
process. Conceptualization, process and dynamics Group counseling is facilitated by a therapist or
counselor, accommodating 5 to 15 clients, each attempting to achieve specific goals. Corey (et al.,
2010) tells us that counselors facilitate group movement through the use of different technique to
engage group participants. Counselors create a safe, judgement free place for participants to interact
with each other and the counselor. Members and the counselor provide others in the group support
and guidance during discussions. Though opening up in front of strangers may feel intimidating at
first, it allows the creation of the support network as well as a sounding board for members to
express their thought and feelings (Johnson, 2016). Facilitating the group process requires the
counselor to

Kurt Lewin 's Leadership Styles
Leadership Styles
There are three classic leadership styles. Kurt Lewin's leadership styles vary in the degree of control
that they give their followers. Kurt Lewin (1890–1947) was a social psychologist whose extensive
work covered studies of leadership styles and their effects, along with many other theories (Kurt
Lewin). Along with two other colleagues, Lewin performed research on the effects of three different
leadership styles and the outcome on groups of boys. The three leadership styles that a manager can
have; Authoritarian, Laissez–Faire, and Democratic.
In order to develop a personal leadership style, it is first most important to identify the
characteristics of each style and which style is best for the particular business setting. An important
aspect in developing a personal leadership style is learning the skills needed and the application of
those skills.
Authoritarian Leaders
Authoritarian leaders, also referred to as autocratic leaders, take complete authority when making
decisions. Punishment, threats, demands, rules, and procedures are tactics authoritarian leaders use
to gain control. Authoritarian leadership involves managing the completion of a task within the
given deadline. Employees will be subject to inspections and scrutiny under this type of leadership
system.
Authoritarian leadership is appropriate for specific settings. This style is better if used in a high
employee turnover setting where the resources are limited, or if there are major time

Level Three Leadership
Level Three Leadership is imperative in today's changing society that relies on technology and
social media. All that we do is dependent upon the change processes, the roles that any person can
play and the interaction of the organization, self, others and the task. Change is inevitable for many
managers find a comfort zone which reduces flexibility and future growth they tend to miss the
shifting in the market and are left behind. As there are many models of managing change, no model
of managing change in the individual, work–group, or organizational level is to overlook the
importance of becoming a master of the change process to become an effective leader. Therefore, a
great need arises in leadership to build a change team that uses ... Show more content on
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It was noted that communication efforts must be verbal and active (Kotter, 1995). Kotter eight step
change model has many drawbacks and benefits. The advantages are that it is the step by step, which
is easy to follow model. Another is that it does not focus on the change itself, but rather the
acceptance and the preparation of this change, which makes it an easy transition. In Kotter's and
Lewin's models, both consider the difficulties that organizations encounter when trying to move
people from their comfort zone for the change to happen. In both of the models they use a different
set of calculations to know whether there is any need to change to take place in the

Lewin's Change Theory
Lewin's Change Theory
Author's name:
Institution:
Date:
Abstract
The significance of Lewin's change theory lay not in the formality of the theory itself but rather on
his ability to conceptualize real situations and as a result come up with models that reflect ideal
situations. Kurt Lewin cut a niche for himself as one of the pioneers of the applied, organizational
and social psychology. Born Kurt Zadek Lewin in September 9 1890, he is acknowledged as the
founder of social psychology and among the first people to study organizational development and
group dynamics. He lays claim to the term action research which he coined in 1944 to try and
explain the effect of social action and the factors that lead to the same. A spiral circle ... Show more
A new kind of challenge sets peoples' mind thinking trying to come up with appropriate solutions
and in the process, change is created. Among these challenges is disconfirmation which causes
dissatisfaction in the present conditions coupled with learning anxiety which triggers a state of
resistance and defensiveness because of having to discard what had been formerly accepted. This
now becomes the driving force for unfreezing which is the first stage towards change and is in itself
a very fundamental step. The second step in the change theory is the transition stage. Once people
are unfrozen, the problem now shifts to how to keep them going. This is now the actual change
process a stage that is characterized by confusion as people try to change from the old to new ways.
This stage is further characterized by fear because people tend to be unsure and is the hardest step in
the whole process (Schein, 1995). During transition, new behaviors are developed, values and
attitudes. It is achieved through development techniques and change in existing organizational
structures. People undergoing this stage need to be given ample time to adapt to new ways. Of
uttermost importance during this stage is support. Support is offered in terms of coaching and
training as well as acceptance that mistakes will be part of the transition process (Smith, 2001). The
third and the last transition stage in the Lewin's theory is that of freezing or refreezing as

New Plant Of Rl Wolfe
A. Introduction
Being inspired by the idea of Self–Directed Team (SDT), Amasi, director at RL Wolfe, decided to
apply SDT in the new plant of RL Wolfe in Corpus Christi. To implement this idea, Amasi and his
team introduced change in 2 main areas including job definition and team organization. This essay is
going to analyze the change implementation in these 2 domains to diagnosis underlying problems
and propose recommendations to improve the transformation in the Corpus Christi plants.
B. Description of major issues
After 3 years applying SDT, Amasi concerned that although being higher than 2 other Wolfe's
plants, the productivity level at in Corpus Christi plants was still lower than SDT's potential and
then might not be persuasive ... Show more content on Helpwriting.net ...
2. Unfreezing for SDT in Corpus Christi plant
In the unfreeze stage, it is evident that driving force for change to SDT is primarily from Amasi's
expectation. In particular, he expected the application of SDT model would lead to the rise in
productivity, contributing to enhance competition advantage of RL Wolfe in the market. Besides, the
flexibility and discretion of new job definition might be an advantage for employees. Nevertheless,
restraining force might be possible skill shortage among worker because of the high–demanding
nature of the new job definition. Specially, it requires workers to possess the skill set such as
"problem solving and a thirst to learn, performance reliability and adaptability, judgment, organizing
skills, and initiative" (Garvin & Collins, 2009, p.3). This might lead to the "low tolerance for
change" among the workers who are familiar with the old work setting (Kotter, J.P. and Schlesinger,
L.A., 1979, p.3).
Although having no evidence for how implementation team disconfirms the validity of the
traditional work setting in the Corpus plant and creates the sense of urgency for change among
employees, the tolerance of "wrong decision" (Garvin & Collins, 2009, p.4), contributes to the
creation of psychological safety, an essential element at unfreeze step.
3. Implementing change
Based on 3–Step Model of Kurt Lewin, it is evident that

Interpersonal Relations Theory : Hildegard Peplau And...
Intro to paper Theory serves as a guidance for any profession. There are countless theories which
exist regarding patient care including Hildegard Peplau's interpersonal relations theory. Many non–
nursing theories are relevant to the healthcare field including Kurt Lewin's change theory which
discusses the process of change. This paper will discuss both Peplau's interpersonal theory and
Lewin's change theory, their contributions and comparing both theories.
Hildegard Peplau Peplau is considered to be the mother of psychiatric nursing. Her clinical
experience and theoretical work has shaped psychiatric nursing into its own specialty (Alligood,
2014). Peplau created interpersonal relations theory which focuses on the significance of the nurse–
patient relationship (Alligood, 2014). The following section will further discuss Peplau's influences
and the interpersonal relationship theory.
Interpersonal Relations Influences Peplau has had many contributions to nursing. Psychiatric
nursing first became established as a specialty due to Peplau's contributions. Peplau performed an
essential role in establishing the "foundation for professional practice of psychiatric nursing"
(Halter, 2014 p. 24). Peplau was able to draw influences for interpersonal relations from many
different sources. Peplau's work experience at a psychiatric hospital with a group of neo–Freudian
analysts, working with World War II soldiers, attending Henry Stack Sullivan's seminars and
connections with

A Brief Note On Bar Code Medication Administration Essay
Bar Code Medication Administration in the Emergency Department The major concept in the
healthcare setting is patient safety in health service quality. One of the most common medical errors
that affect patient safety and health outcomes is medication errors. Medication errors in the
emergency department (ED) can be caused by many things such as poor penmanship, confusion of
drugs with the same names, confusion between dosing units and incorrect calculations of dosages
(Silverman, 2014). Bar–code medication administration (BCMA) technology has been implemented
in several different EDs to reduce medications administration errors. The purpose of this paper is to
describe intradepartmental improvements that can be made to increase patient safety and compliance
by nursing staff with medication administration in the ED setting.
Addressing the Issue To determine the level of competency of nurses during medication
administration facilities should provide competency exams to nurses that focus on medications
administration procedures. Competency and education of medication administration in nurses
should be assessed during orientation and on a yearly basis. Medication administration is one of the
most common duties nurses have in hospitals. According to the New Zealand Medical Journal, most
of the injuries and adverse reactions that result from the wrong medications or doses given could
have been prevented through safer medication practices and education (p 63). The Institute for

Brandix I4 Case Study
With the formation of Brandix i3 since 2012, the Brandix group had to face a drastic change in the
entire company. This situation is based on the theoretical field of change management. Change
management is a process of transitioning individuals, groups of organizations to the expected future
state. The main objective of change management is to ensure change's record, evaluation,
authorization, prioritization, planning, testing, implementation and reviewing in a control manner. It
is considered that major change is never successful unless the complacency level is low. However,
change is a common thread that runs through all organizations regardless of size of the organization,
industry or history. The key part of managing change depends on how far the people within it
understand the process of change. Change is a constant feature of organizational life and the ability
to manage it is seen as a core competence of successful organizations.
According to the situation analyzed in the report, there are two theories which can be selected to
describe the ... Show more content on Helpwriting.net ...
This is because Brandix i3 is constructed with the aim of doing things differently which will help
the entire Brandix group of Sri Lanka. These frame–bending changes, which they call reorientations,
are intense, system wide changes initiated in response to environmental change. Moreover, Brandix
group was able to be more competitive because through the process of re– orientation Brandix group
got the privilege of doing something which was unexpected by the rivals in the industry. Re–
creation can also be considered during this situation of changing of Brandix lanka to Brandix i3.
Since Brandix took the initiative to seek the market strategies in order to decide of formation of
Brandix i3 it is considered that according to the typology of change reactive approach of re–
creation was also done during the process of

What Workplace Educational Programs Need to Know About...
Course: EDLP 602: DYNAMICS OF EDUCATIONAL LEADERSHIP
Review of article: What Workplace Educational Programs need to know about behavioral change:
Tapping the work of Kurt Lewin: Gershwin Mary Crabbe
The purpose of the article is to evaluate Kurt Lewin's paradigm of change, and its implications for
workplace education programs. I chose the article because it relates to my current work place
situation, which has undergone major changes in the past two years, as well as some changes I have
attempted in my personal life. I will demonstrate throughout the discussion related personal
experience of how I find common ground with Lewin's theories, and finally, deliver some criticism.
Abstract: The focus of the article is on the current ... Show more content on Helpwriting.net ...
The identification and removal or reduction of inhibiting forces can bring about change. For
example, if an employer lowers the level of physical strain associated with hard manual labor, the
pace of work could be accelerated. Another restraining force could be the desire to not be too far
above or below the rest of the group.
Lewin's Force Field analysis is demonstrated by a study in Harwood Manufacturing Corporation in
the 1940s. Three hundred novice workers were hired. After the initial training to bring them to the
level of expertise of experienced workers, the trainees still were not able to produce half of what
other apprentices were in more urban areas. In spite of high remuneration, and apparent pride of
their accomplishments, turnover was still high. Lewin ascribed this to a perception of expectations
as unrealistic, possible feelings of inferiority, and of being pressurized to perform, which led to
stress, and resentment on the part of the workers. He made 3 suggestions:
– lowering of expectations and consequently, of pressure and stress
– dealing with workers in groups, instead of individually, and
– finding strategies to change the perception of the goals to more realistic and attainable.
This led to a new group of high performing workers, who gradually delivered higher production.
This was attributed to the fact that

Mainstreaming Of National Australia Bank
Mainstreaming of National Australia Bank: The most widely used the perspective of cultural change
and can reflect very tangible and visible across the organization (Schultz, 1994). There must be a
consensus across the organization and that can be reflected through different media organizations
such as performance targets and metrics, formal and informal rules, business strategies and
management practices governing the stories.
Differentiation Perspective: Culture is considered as an amalgam of different cultures combined or
picked up that bind within the limits of the organization as a whole (Martin, 2002). Since it is more
focused on the contradictions at the core of the culture that gives the organization the opportunity to
correct these inconsistencies best culture background. If inconsistencies are identified various
cultural initiators can be identified within the organization, both internally and externally. Ambiguity
Perspective: This perspective does not follow the opinion of integration and differentiation of
cultural perspective, it suggests that the relationship between cultural manifestations do not have
adequate clarity but lack clarity (Martin, 2002). Individuals in an organization may have views and
shared values with each other, but in certain views or values may be different. It is seen as the most
realistic perspective on culture, allowing employees to bring forth the issues with which they do not
agree with their line managers (Frost et al., 1991). Once

Kurt Lewin Model Of Change
Philosopher Heraclitus once said, "There is nothing permanent in life except change" (retrieved
from http://www.ancient.eu/Heraclitus_of_Ephesos/, n.d). The idea of change is in the very nature of
being. For everyday is different from the previous day. Things change, they grow, they develop, they
die, and something else shows up. Change is a state of transformation that can result in an ultimate
shift in the way we perceive and interact in our everyday lives and society. Everything around us is
changing with the passage of time. In this short reflection, I will use the Kurt Lewin model of
change to outline the important changes that have occurred in my life during the last five years. The
events that altered my life were coming to the U.S., ... Show more content on Helpwriting.net ...
While on this journey, I started to reevaluate my goals and aspiration. That said, before attending
graduate school I wanted to become a forensic officer. In grad school the idea of becoming a
forensic officer started to slowly fade away. The reason for this is that life is constantly changing
and we are continually changing along with it, every second, every minute and every hour. Life is
the process of endless development, achieving new heights, falling down and then learning how to
pick our–selves up again. This is when we start noticing constant change. Change can sometime
refer to someone's action, perception, or even one's thoughts. Change is the seed through we which
we create ourselves, become more assertive or redefine our worthiness in life. It enables us to
develop a new self –concept and identity (Schein,

Model Three Stages Of Kurt Lewin's Theory
The Model three stages – Unfreeze, Change and Refreeze which was explained by Lewin by
changing the shape of a block of ice. He explained that if one have large cube of ice but realised
after some time that he wants a cone of ice, what to do? First, melt the ice so that is become easier to
change – Unfreeze. The second step shape the iced water into the want form – Change and finally
freeze to the new form – Refreeze. It is likely to take these phases to entirely complex levels yet I
don't trust this is important to have the capacity to work with the theory. Be that as it may, know that
the hypothesis has been condemned for being excessively simplified.
The method has changed a lot since the theory was initially introduced in 1947, however the Kurt
Lewin model is still to a great degree important. Many new models are actually based on Kurt
Lewin model.
The first stage which is the unfreezing one, is the most vital to recognise the change happening
around and ... Show more content on Helpwriting.net ...
This indicates that it does not serve to define the objective of planned change in group performance
as the reaching of a different level. Permanency of the new level, or permanency for a desired
period, should be included in the objective.
Lewin's concern is about emphasising the change and make sure that the desired change is
established and continued into the future. By not doing this, might force people to go back while
doing what they are used to.
Since, the Lewin's model has a definite end; I don't think that this would be adopted for Casela
World of Adventures as there are still lots of changes to come and in high speed. This model would
rather be used to set up change management for people/organisation where it is quite easy to
understand by ensuring that all stages are extended to help for better

Organizational Change Model
Organizational Change Models Grand Canyon University: LDR 615 March 12, 2014 Organizational
Change Models It is common knowledge by now that change is inevitable. It is everywhere around
us. Change can be fun, for example when a new version of the iPhone comes out. However, when
change affects what we do everyday, there usually is a lot of skepticism and resistance to change
involved. Apple employees were sure to feel enormous pressure as the sales of iPhones skyrocketed.
To implement change on an organizational scale it is always a good idea to have a framework for
building upon. Using change models can guide leaders through organizational changes and help
pave their way to the future. This article discusses and ... Show more content on Helpwriting.net ...
Thirdly, Lewin unheeded the role of politics and power in organizations and its conflictual nature.
Finally, Lewin was seen as supporting from a top–down management driven approach to change and
ignoring conditions requiring bottom–up changes. Several strengths of Lewin's Change Model are
his effective approach to resolving social conflict through changing group behavior, promoting an
ethical and humanistic approach to change, and using his four mutually–reinforcing concepts of:
Field Theory, Group Dynamics, Action Research as well as the 3–Step Model in combination for the
process of effective change (Levasseur, 2001). Bridge's Transition Model Bridges Transition Model,
written by William Bridges in 1991, is based on how people feel as they transition through changes
(Evision, 2014). This model highlights three stages of transition that we all go through as we
experience change. One is Ending, Losing and Letting Go that begin as the initial stage of transition
when people are presented with a change. This is an uncomfortable stage as people are forced to
give up something that is familiar to them. It is common to experience many types of emotion in this
stage such as fear, denial, and anger. Stage two is the Neutral Zone where it is not uncommon to see
confusion, impatience and uncertainty. Experiencing resentment, low morale, decreased
productivity, anxiety and skepticism is often seen as the change is taking place. This is an important

Kurt Lewin And The Force Field Analysis Of The Change Process
The environments in which contemporary businesses operate in are constantly changing and in order
for them to survive and remain effective they must recognize these shifts and respond accordingly
(McShane, 2010, pg 408). There are numerous pressures that drive organizational changes such as:
population change, change as a result of legislation, increasing competition, technological change
and mergers and acquisitions (Course Document, Module 9). Change is often met with resistance
and a workplace is no exception. It is the responsibility of effective leaders to manage these
resistances by minimizing the negative impact of the resistance (Course Document, Module 9).
The Change Process
Kurt Lewin developed the force field analysis model to describe this process using a metaphor of a
force field. "Lewin's force field model emphasizes that effective change occurs by unfreezing the
current situation , moving to a desired condition, and then refreezing the system so it remains in the
desired state" (McShane 2010, pg 409). Lewin believes that a person's behavior is the result of two
opposing forces: the driving forces that pushes for change; and the ... Show more content on
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Individuals resist change because of basic human characteristics such as perceptions, personalities
and needs (Langton 2007, pg 530). Specifically, people resist change because of habit, fear of the
unknown, direct costs, threats to status of influence and power, selective perception, misaligned
structures, resource limitations, and altered relationships (Course Document). Lewin argued that if
we examine some of the reasons that people resist change it will enable us to be more effective in
implementing change that needs to happen. Langton (2010, pg 530) concluded that people resist
change because it is difficult. McShane (2010, pg 425) added that resistance to change should be
viewed as a resources, not as an inherit obstacle to

Organizational Structures And Organizational Structure
Organizational structures classify the manner in which activities, including job allocation,
coordination, and management are planned in order to achieve organizational goals (Janićijević,
2011; Matis, 2014). Structures help define organizational culture and contribute to how individuals
perceive the organization's culture. Many models and theories provide insight and guidance on ways
an organization's culture can be modified (Janićijević, 2011; Matis, 2014).
Organizational Structures All organizations have an organizational structure, which is determined by
various factors including jobs, number of departments, the number of people managed by an
individual, that is, the span of control, and the decision–making process (Arora, Belenzon, & Rios,
2014; Mell, Van Knippenberg, & Van Ginkel, 2014). Organizational structures fall into two broad
categories, centralized and decentralized. Centralized organizational structures concentrate
decision–making and authority to a single executive committee or team with information flowing
from the top down. Decentralized organizational structures typically take on the persona of multiple
entities and are characterized by management redundancies (Arora et al., 2014; Mell et al., 2014)).
Organizational structures differ for various reasons, including strategy, organizational size,
technology, the environment, and global implications. These factors influence the culture within the
organization.
Organizational Culture
Organizational

My Personal Leadership Style: Theory And Decision Making
In their work, each supervisor uses a set of specific methods to influence his/her subordinates. А
supervisor's personal characteristics influence their decision making and as a result of this, the work
acquires а specific look, individual uniqueness and expresses the style of leadership. The term
"style" is characterized as a specific approach of a leader for solving problems and guiding human
individuals and teams. It derives from the Greek word "stŷlos," which translated means
"character/style", i.e., the individual style is unique. The term has significant meaningful wealth and
is widely used both in science and in the various fields of human practice (every person – style of
life). In next few pages I will describe my leadership style using theory and personal opinion, and I
will define advantages, disadvantages and in which way I want to develop my own style. ... Show
more content on Helpwriting.net ...
If I use the styles of Leadership Theory offered by Kurt Lewin and colleagues, who identified three
different styles of leadership, in particular around decision–making (Lewin, Lippitt, & White, 1939,
p. 270), I can describe my leadership style as

Medical Quality Hospital Case Study
The change process that was implemented using the Kurt Lewin Change theory. The Kurt Lewin
change theory implements the three–step method of unfreeze, change, and freeze. A summary of the
change theory allows the manager or change agent an idea of what implementing change means
when dealing with people. The model provides guidance on how to go about getting people to
change: a manager will implement new processes and re–assign tasks, but change will only be
effective if the people involved embrace it and help putting it into practice it. Prior to implementing
the change process at the Medical Quality Hospital had 1,000 medical errors and 100 deaths related
to medical errors which cost the hospital $1.2 million dollars. The name of the change ... Show more
The incentives are free pizza on the unit, a bonus check, gift card to fine dining restaurants, and a 5–
day cruise all expenses paid to show appreciation to the staff for their hard work and dedication. The
goal and objective for Quality Change is to decrease the incidence of medical errors and adverse
events in MQH hospital by the end of 2017. The advantages of implementing the change process in
MQH hospital are less medical errors, more hospital income and better budgeting Higher patient
satisfaction scores, less attorney fees and lawsuits, improvements on audits and inspections done by
Joint Commission, and positive and safer work and hospital environment. The disadvantages of not
implementing the change process in MQH hospital are Low patient satisfaction scores, less hospital
visits by patients, increase in attorney fees and more lawsuit, and decrease in hospital income and
profits. 90% class attendance on a monthly basis. The outcome and evaluation of the change process
was a decrease in the amount of medical errors, 50 medical errors and 5 deaths occurred and in the
year of

I Work / Volunteer As A Full Time Substitute Art Teacher...
Background:
Currently, I work/volunteer as a full time substitute art teacher in the elementary wing within the
Crested Butte Community School teaching art to over 300 students each week until January 1, 2017.
I have been in the temporary role since the beginning of October of this year. The focus of the essay
will examine the elementary school principal as my immediate supervisor. The principal for the
elementary is a newly added position to meet the demands of population growth in the Crested Butte
area, to provide relief to the other administrative staff and to provide leadership to the elementary
wing of the school.
Introduction
Kurt Lewin performed leadership decision experiments with school–aged children in 1939 as a
result he identified three distinctive styles of leadership and decision making. Each of the three
styles (Autocratic, Democratic and Laissez–Faire) possesses pros and cons related to inclusion. This
essay will compare which of the Lewin styles best fits the Crested Butte Elementary school's
principal as well as which approaches would be most effective based on the organization's culture.
Additionally, this essay will discuss leadership style on a personal level and how this style would
contribute to the success of the organization.
Leadership is about the way people behave in organizations, and effective leaders are those who
meet the needs of their followers, pay careful attention to group processes, calm anxieties and
arouse hopes and aspirations,

Planned Approach to Change
Kurt Lewin and the Planned Approach to Change:
A Re–appraisal
Bernard Burnes
Manchester School of Management
 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 ... Show more content on Helpwriting.net ...
The article concludes by arguing that rather than being outdated, Lewin's Planned approach is still
very relevant to the needs of the modern world.
LEWIN'S BACKGROUND
Few social scientists can have received the level of praise and admiration that has been heaped upon
Kurt Lewin (Ash, 1992; Bargal et al., 1992; Dent and
Goldberg, 1999; Dickens and Watkins, 1999; Tobach, 1994). As Edgar Schein
(1988, p. 239) enthusiastically commented:
There is little question that the intellectual father of contemporary theories of applied behavioural
science, action research and planned change is Kurt Lewin.
His seminal work on leadership style and the experiments on planned change which took place in
World War II in an effort to change consumer behaviour launched a whole generation of research in
group dynamics and the implementation of change programs.
978 B. Burnes
© Blackwell Publishing Ltd 2004For most of his life, Lewin's main preoccupation was the
resolution of social con– ﬂict and, in particular, the problems of minority or disadvantaged groups.
Underpinning this preoccupation was a strong belief that only the permeation of democratic values
into all facets of society could prevent the worst extremes of social conﬂict. As his wife wrote in the
Preface to a volume of his collected work published after his death:
Kurt Lewin was so constantly and predominantly preoccupied with the task of advancing the

Leadership As Stated By Northhouse ( 2010 )
Leadership as stated by Northhouse (2010), "is a process where an individual influences a group of
people to achieve a common purpose." A leader is responsible for coordination and integration of
resources through planning, organizing, coordinating, directing, and controlling to accomplish
specific institutional goals and objectives (Huber, 2006). A leader's action is influenced towards
manipulating the environment, group, and achieving the institutional goals and their role is to ensure
the institutional effectiveness and efficiency. Organizational culture however, is the shared values,
beliefs, assumptions, and behavioral expectations that lead to decision–making (Christensen, 2006).
According to Schneider (1975) as cited by Holloway (2012), Organizational climate is the formal
and informal shared perceptions of organizational policies, procedures, and practices. Atkinson and
Frechette (2009) further defines organizational climate as "set of measurable properties of the work
environment, based on the collective perceptions of the people who work in the environment and
demonstrated to influence their motivation and behavior". Climate in CDSDP organization creates a
collective unique identity, perception of the staffs that generates how task (things are done) and how
to get the task done within the organization as influenced by the clear communication seen from the
leaders to staffs. The CDSDP organizational culture is explicit in nature. This means that CDSDP
explicit

Essay about Effective Communication and Team Building Efforts
Making a Change
The leader has to learn and develop a sound knowledge in communication skill which will enable
him or her to build an excellent team in his organization because without effective communication,
they will be description in organizational goal, stress, confusion and frustration between the leader
and the members of the team and can lead to reduction in organizational success. The leader has to
have open communication skill to facilitate and support the change process because every staff will
react differently to any organizational change. As this time, provide excellent training and make
ensure every members of the team are pulling in the same direction because "The major role of a
leader is to guide and lead" according to ... Show more content on Helpwriting.net ...
Despite the leaders' best efforts to present the organizational changes in a positive way, they might
encounter some challenges and resistance within team members because every team members might
not perceive the organizational change the same way. As a result, the leader has to actively involving
the team members who resist change by incorporating some of their input and feedback in the
change process. This will help reduce their resistance, according to Dianna (2006).
Application of Change Theory
Due to recent problem identified in national staffing association Inc. (NSA) is a break in
communication, that lead to lack of continuation of care some of the clients we serve. There was a
change in clients plan of care (POC) as the Medicaid continue to titrate or reduce clients benefit that
is ongoing now in any organization, the director of nursing (DON) got the intake from Lisa that is
Medicaid representative, pass the information to case manager, pass it to case coordinator where it
got lost. This vital information was never pass to the nursing supervisor, visiting nurse none home
health aide (HHA) who will assist this client for activities of daily living (ADL). This problem was
on unit client family called the Medicaid office and Lisa called the office. It was during the

Tenets Behind Change Theory
Action research is simply defined as research in action in an institution (Argryis and Schon, 1996).
Lewin (1997) is the researcher behind change theory. Understanding the tenets behind change theory
and its application to this product would or would have not demonstrated the student attitudes
toward other cultures when researching other cultures. The theoretical underpinnings of action
research are based on the following three steps by Kurt Lewin (1997) called a process of change or
Change theory: Plan, action, and results. Change theory rallies for a three–step process by
disassembling a negative mindset in order to modify it for a new way of thinking. These three steps
consist of unfreezing, changing, and then freezing (Lewin, 1997). Under ... Show more content on
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The capstone product helped to incorporate ethnography, a testing system, which measured human
behavior, and pre–post surveys to document the pre and post beliefs, student behaviors, and
paralinguistic cues (Ladner, 2014). Argryis and Schon (1994) built upon the work of Kurt Lewin by
focusing on the behaviors of stakeholders and then considered how governing variables could drive
these behaviors in institutions. Argryis and Schon (1994) determined that these variables were
distinguishable between two theories called theory–in–use and the espoused theory. The espoused
theory represented the intended behaviors based on individuals' values, but the theory in use applied
to the behaviors that were occurring. These governing variables fell under two models of systems
thinking, which were model–1 and model –2. Both of these models were based on theories–in–use.
Model–1 behaviors focused on governing variables such as controlling the environment, believing
that the personal views were the only ones, and being defensive in nature. Model–2 behaviors
exhibited shared control, where a freedom of choice was permitted and relationships were
marginally

Current Schools Of Thought On Change Management
TASK 1 1.1 The analysis must include consideration of two current schools of thought on change
management and how they have contributed to organizational change Kurt Zadek Lewin (September
9, 1890 – February 12, 1947) was a German–American analyst, known as one of the advanced
pioneers of social , authoritative, and connected brain research An early model of progress created
by Lewin portrayed change as a three–stage process. The primary stage he called "unfreezing". It
included overcoming dormancy and disassembling the current "personality set". It must be some
piece of surviving. Barrier systems must be circumventing. In the second stage the change happens.
This is ordinarily a time of perplexity and move. We are mindful that the old ways are constantly
tested yet we don 't have a reasonable picture with reference to what we are supplanting them with
yet. The third and last stage he called "solidifying". The new attitude is solidifying and one 's solace
level is coming back to past levels ology The idea of progress administration is recognizable in
many associations today however how they oversee change (and how effective they are busy)
changes tremendously relying upon the nature of the business, the change and the individuals
included. Associations that handle change well seem to flourish, whilst those that don 't may battle
to survive. A key piece of this relies on upon how far individuals inside the association comprehend
and manage the change

Kurt Lewin Essay example
Kurt Lewin
Kurt Lewin was a great innovater at his time in the field of Psychology. The theories he developed,
the methods of reserch he used and the people he influenced all have had a profound impact on
Psychology and even more specifically on Social Psychology.
Lewin was born in 1890 in what is now Poland but at the time was the Prussian province of Posen,
in the village of Moglino and was the second of four children (Greathouse). His parents owned a
general store, and a farm on the outskirts of the village. When Lewin was fifteen his family moved
away from the small village, the farm and their store and went to Berlin. ... Show more content on
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In 1932, after several years of work with Wertheimer and Kohler in Germany, Lewin was invited to
be a visiting professor at Stanford University (Patnoe pf.3). He stayed in the United States for six
months and then moved back to Germany just as Hitler was coming to power. Being a Jew Lewin
wanted to get out of the country as fast as possible. Luckily he was able to do this because of the
Committee on Displaced Scholars (Frostburg).
Lewin's first job after his immigration was at Cornell. There he did studies "concerning social
pressure on eating habits in children (Patnoe pg.4)." During his time there Lewin published
one of his eight books, "A Dynamic Theory of Personality." After two years of work and
the exhaustion of funds at Cornell, Lewin took a new position at The University of Iowa at their
Child Welfare Research Station where he would stay for ten years (Frostburg).
In 1945 he moved back to the East Coast and established two new centers of research and study of
his own; one at M.I.T., The Research Center for Group Dynamics and in New York, the Commission
for Community Interrelations (Patnoe pg.8–9). His aspirations for the two centers were that they
would corroborate "to combine scientific study with Action Research in an effort to

The Stanford Prison Report
The doors were replaced with steel bars and the rooms (now cells) were secretly monitored. Video
cameras were put up in the hallways to monitor activity of the guards and prisoners. A closet was set
up to stimulate the idea of solitary confinement, it was referred to as "the hole". Clocks were
removed so the passage of time would be unknown. The prisoners were arrested, taken to the jail
(Stanford) and greeted by a person resembling a warden. The prisoners were searched and sprayed
down with water to humiliate and degrade them, which would establish a dominance in the guards.
Real prisoners often feel humiliated and emasculated so to create that feeling the mock prisoners
were given dresses to wear as their uniform this made them act and ... Show more content on
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A determining characteristic for a leader is the ability to make decisions. This is comparable to
fundamental attribution error because it can relate to internal characteristics instead of situational
factors. The three different types of leaders he proposed were autocratic, democratic, and laissez–
faire. An autocratic leader is the only person involved in decision making and is best in a situation
that does not require a lot of input. Democratic leaders include other people in the process of the
decision and they have the ability to sway decisions. Laissez–faire has little input from a leader and
allows the people to have their own input entirely. Lewin believed democratic was the best
possibility for a successful community. He came to the conclusion that autocratic extremes would
cause anarchy, wheres with laissez–faire people would not commit to decisions. Only certain
characteristics can determine which leader a person would be. Autocratic leaders are aggressive with
their ideals much like the Zimbardo prison study aggressive leaders are able to control other people
by asserting authority. Democratic is a more creative persona and although it relies on others
opinions it is still an authoritative figure that can influence decisions. Laissez–faire is a nonchalant
and casual leader. They are still considered an authoritative figure because they can acquire
resources and report decisions. Different styles

Characteristics Of A Good Leader
Every day, established companies perform operations to serve the worldwide population with some
type of product or service. It is important to understand the behavior of individuals within these
organizations in order to have the ability for further development. Individuals are all defined by
certain behaviors and characteristics. Specifically from a management standpoint, it is important to
understand these behaviors and characteristics so that the manager can demonstrate a certain
leadership style that will work best within their own organization. There is a common saying within
most organizations, stating that all leaders should be managers, but not all managers should be
leaders (Sun). Aspiring leaders need to identify the various types of leadership styles that exist, as
well as the characteristics of a good leader, in order to choose the correct implementation within an
organization. Firstly, aspiring leaders need to recognize all of the various styles of leadership that
exist. Often, more than one leadership style is implemented to accomplish the desired results of the
leader (Blanken). While a multiple of leadership styles exist, three well–known and commonly–
practiced leadership styles that will be examined include the Autocratic, Democratic and the
Laissez–Fare. These three leadership styles were discovered by psychologist Kurt Lewin in
nineteen–thirty nine (Cherry). Psychologist Lewin completed a study that involved assigning
various schoolchildren to one of

Lewins Change Model
When companies experience a change, communication is the most critical phase for a successful
outcome. There are several models to use for implementing change, however, the one that Meineke
will use to process the change is the Lewins Theory, takes the company through three phases:
unfreeze, change, and refreeze.
Communication is the key to this theory which begins with the unfreeze phase. This phase
communicates the reason for the change and creates urgency by listing the critical reasons why the
changes are necessary and the benefits made from the changes. This creates buy in from the
employees as they eagerly await the change plan to "fix the problem." The change phase implements
the changes; again, communication is the key so the employees will know what the expectations are
at all times. Refreezing is making the changes the new company culture by demonstrated behaviors.
Lewins Change Model
Change is a common trend in the business world and companies who changes usually succeed while
companies who stay set in its ways more often than not will be unsuccessful. In the 1950, Kurt
Lewin laid out a model of success for change that many companies still use today. To the untrained
eye the idea, Lewins concept seems easy but the freeze, change and unfreeze steps does not always
happen without resistance. Those who are set in there ways will not be as accepting to the change
for many reasons. Many have researched his change model, discovered ways to make it work, and

Kurt Lewin 's Work With Psychology
Kurt Lewin was born in Poland on September 9, 1880. Lewin was a German American psychologist
predominantly known for his work with psychology field theory, group dynamics and his theory of
change. A majority of Lewin's work was focused on practical psychological issues such as racism,
child development, and humanization of the workplace and school. Some describe Lewin as the
founder of experimental social psychology. Kurt Lewin was born in Poland on September 9, 1880
into a jewish family. In 1909 he began to study medicine at the University of Freiburg. In 1910 after
his first year of schooling, he changed his major to natural science and attended the University of
Berlin. In 1916 Lewin graduated from the University of Berlin with his ... Show more content on
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Lewin emphasized the importance of characterizing the atmosphere and amount of freedom in the
situation before evaluation. Lewin's research and impact on psychology stem from his view about
theorizing, he had four main contributors to most if not all of his theories.
"First was the emphasis on the psychological explanation of behavior which is defined as; the
purposes which under line behavior and the goals toward or away from behavior is directed. Second
is the emphasis on the total situation which is defined as; all psychological events are conceived to
be a function of life space, which consists of the person and the environment viewed as one
constellation of interdependent factors. Third is the emphasis on systematic rather than historical
causation which is defined as; psychological events have to be explained in terms of the properties
of the field which exists at the time when the events occur. The fourth and final is the emphasis is
the dynamic approach which states; accepts the view that living systems tend to maintain a dynamic
equilibrium in relation to their environments." (Encyclopedia.com) Lewin was also famous for his
theory of group dynamics which was established in 1944 while working at MIT. Group dynamics is

Explain The Three Phases Of Kurt Lewin's Change Management...
"The Kurt Lewin Change Management Model"
Kurt Lewin's theory model is a model of managing change, which represents three phases. The steps
are: unfreeze, change and freeze. "Lewin's model" is a high–level approach to change. It gives an
administrator or other change specialists a system to actualize a change exertion, which is constantly
exceptionally accurate and must be made as consistent as would be likely
The 3 phases of the "Kurt Lewin model" guidance for the best way to approach of motivating
individuals to change:
a manager will execute new procedures and re–allocate tasks, however, change might be successful
if the general population included it and help to place it into training it.
The Kurt "Lewin change theory or model" helps ... Show more content on Helpwriting.net ...
This demonstrates it doesn't get the job done to characterize the goal of arranged change in amass
execution as the coming to of an alternate level. Permanency of the new level, or permanency for a
coveted period, ought to be incorporated into the goal.
Source – "Frontiers in Group Dynamics" Lewin (1947) – Note many quote 1951, but it was
published earlier in 1947
last but not least, The change theory of Kurt Lewin is as substantial today as it was the point at
which it was first created. More in the Organizational change space think the model or theory is
obsolete. This to me demonstrates an absence of comprehension of the model and its aim. The
difference is that change is concerned with constant, yet for human changes in the behavior of the
individuals do need to figure out how to change propensities and practices. utilizing the three stages
gives PEOPLE a system to work towards.
References
– ( Rapidbi, 2018 )

Essay about Just Culture
Just Culture: Theories and Concept to Implement a Change
Nurse 600
Just Culture: Theories and Concept to Implement a Change
To modify healthcare policies in a facility to a Just Culture environment, one must learned what
"Just Culture" entails. By using economic, organizational change, and systems science theories
and/or concepts a Just Culture program will be implemented into a facility by a leadership team.
Just Culture
Mistakes and errors caused by medical providers happen in the healthcare field, resulting in punitive
actions against the provider. As cited by Geffken–Eddy (2011) studies by the Institute of Medicine
have shown that punishment will only lead to more medical errors or providers not reporting their ...
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By treating all workers fairly and encouraging a safe environment thru utilizing the mistakes made
as learning concepts, the worker's morale will improve and the work they provide will be of
abundance (Geffken–Eddy, 2011). It is also essential to maintain services provided by healthcare
providers abundant because if a company was to lose more providers, the existing workers will have
to work more and harder to keep up with the demands from the consumers (patients). Patient safety
may be affected by the increased workloads a healthcare provider accrues, hindering the effects of a
Just Culture. By encouraging workers to engage in safer practices, not punishing them for mistakes,
Just Culture will improve the overall work environment for workers; therefore, maintaining the
services at an abundance.
Organizational Change
Change Theory, introduced by Kurt Lewin, states that change in an institution is necessary but can
only be achieved by the whole organization not just individuals. (Bishop, 2011,p.357). Lewin
believed that change is a three–step process, which includes: unfreeze, change and refreeze
(Connelly, n.d.). Implementing Just Culture into an existing work environment by utilizing those
three steps will be beneficial. The first step, as described by Lewin, is to unfreeze, which involves
leadership teams stating the reason for the change. The leadership team needs to teach the healthcare

The Need of Changing in Organizations
Organizations age, and grow seeking specific goals, while the organization constructs and
reconstructs a number of these organizations develop negative habits, and processes adapting to
changing circumstances. History and today's society has recognized that change is necessary to meet
the ever–changing needs of the individuals and the environment. Today changes are necessary to
retain a competitive lead, or factors based on the economy. Change has never been an easy process
as resistance is always present, with impediments existing at all levels from the organization as a
whole down to individual staff members. The responsibility lies with the senior managers to
recognize the source and build a plan to remedy the resistance before it ... Show more content on
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Some individuals resist change for multiple reasons, and to add complexity, the stated reason hides a
more real personal reason. Initially the individuals experience denial, then realize that they cannot
ignore the change(s), and other feelings surface; such as anger, apprehension, frustration, and the
feeling of defenselessness. Individuals will either negatively accept the change with complacency or
resignation, or accept the change positively with enthusiasm for the new change(s). If any individual
is caught in a stage, leaders must offer reinforcement, and permitting the individual space as the
stage is worked through, and listen with empathy ("Resistance to change", n.d.).. The proposed
organizational change may influence the work habits developed by individuals and bad habits are
"hard to break", but the bad habits have to be broken for the advancement of the organization. The
organizational change will bring individuals a feeling of insecurity and can reveal itself in increased
employee turnover and absenteeism and individuals may take an extreme measure to avert changes
from occurring (Akin, Dunford, & Palmer, 2006). Then there are groups within organizations may
resist change, as groups tend to develop shared behaviors, and change may possibly alter the group
cultural dynamics disrupting

The Discussion For This Week Is Group Dynamics

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