Lewin’s Force Field Analysis. Components and steps of Lewin’s Force Field Analysis: Kurt Lewin was social psychologist that practiced in the 1930’s and 1940’s.  When we hear about three changes: unfreezing- change – refreezing.  Kurt Lewin suggests that there are influences that affect change.  Lewin’s change in general means that an individual or organizations to see that they need a change and want to make a change that will work and stay implemented.  Lewin’s three-step model of change theory:      #1 Unfreezing this where we acknowledge there is a challenging issue.  We know that we want to make a change.      #2 Changing: This is the stage that we plan for the change.  This is where we bring the stakeholders for training and education of how the change with affect and benefit the organization.  This phase is also where we do education to the frontline staff and implement the new plan.      #3 Refreezing: In this phase we have already implemented the change.  The entire organization or group is onboard.  This phase is especially important because this is where we monitor how we are doing with change.  We have created performance indicators and they are continuously monitored.    Does the model or theory contain a component for appraising the evidence? After review of the theory, I do not feel that there is any evidence of a component for appraising the evidence.  There is no evidence of what needs to be done to in between the phases. Does the model or theory contain a component for networking with the stakeholders during all phases of practice change? For Lewin’s theory the stakeholders fall into each phase.  When there is an issue that this identified for change, the stakeholders are aware and need to be onboard and support the need for change.  When we move onto the next phase of change the stakeholders are involved the most in this phase.  The stakeholders informed of the benefits of the change and give input of the changes.  In the final stage the stakeholders can review the performance indicators and are able to help reinforce education and compliance in the refreezing change.  Does the model contain components for identifying barriers and addressing barriers to implementation? I do not feel that there are specific components that identify barriers and barriers to implementation.  If you look at the whole theory, you can see #1 We identify the problem. #2 Create the plan and implement it.  #3 Monitor the plan and keep it going.  We can see the “general” plan.  I do not feel that this gives us the specifics of how to dissolve the process and create a new process.  We need to have the specifics of how to get the buy in from the stakeholders and the frontline staff.  How do we gather the information for the buy in of everyone involved?  I also feel that there is a time frame issue with this process.  We are not educated on how long or in general should each phase take.  How ling does it take to get all people “onboard”? As .

1. Lewin’s Force Field Analysis.
Components and steps of Lewin’s Force Field Analysis:
Kurt Lewin was social psychologist that practiced in the 1930’s
and 1940’s. When we hear about three changes: unfreezing-
change – refreezing. Kurt Lewin suggests that there are
influences that affect change. Lewin’s change in general means
that an individual or organizations to see that they need a
change and want to make a change that will work and stay
implemented.
Lewin’s three-step model of change theory:
#1 Unfreezing this where we acknowledge there is a
challenging issue. We know that we want to make a change.
#2 Changing: This is the stage that we plan for the change.
This is where we bring the stakeholders for training and
education of how the change with affect and benefit the
organization. This phase is also where we do education to the
frontline staff and implement the new plan.
#3 Refreezing: In this phase we have already implemented
the change. The entire organization or group is onboard. This
phase is especially important because this is where we monitor
how we are doing with change. We have created performance
indicators and they are continuously monitored.
Does the model or theory contain a component for appraising
the evidence?
After review of the theory, I do not feel that there is any
evidence of a component for appraising the evidence. There is
no evidence of what needs to be done to in between the phases.

2. Does the model or theory contain a component for networking
with the stakeholders during all phases of practice change?
For Lewin’s theory the stakeholders fall into each phase. When
there is an issue that this identified for change, the stakeholders
are aware and need to be onboard and support the need for
change. When we move onto the next phase of change the
stakeholders are involved the most in this phase. The
stakeholders informed of the benefits of the change and give
input of the changes. In the final stage the stakeholders can
review the performance indicators and are able to help reinforce
education and compliance in the refreezing change.
Does the model contain components for identifying barriers and
addressing barriers to implementation?
I do not feel that there are specific components that identify
barriers and barriers to implementation. If you look at the
whole theory, you can see #1 We identify the problem. #2
Create the plan and implement it. #3 Monitor the plan and keep
it going. We can see the “general” plan. I do not feel that this
gives us the specifics of how to dissolve the process and create
a new process. We need to have the specifics of how to get the
buy in from the stakeholders and the frontline staff. How do we
gather the information for the buy in of everyone involved? I
also feel that there is a time frame issue with this process. We
are not educated on how long or in general should each phase
take. How ling does it take to get all people “onboard”?
As a scholar, it is easier for me to know how to proceed with
the process. I know that as nursing scholars we have many
references to obtain information.
References

3. Burnes, B. (2020). The origins of Lewin’s three-step model of
change.
The Journal of Applied Behavioral Science
,
56
(1), 32-59.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H.,
& Ali, M. (2018). Kurt Lewin's change model: A critical review
of the role of leadership and employee involvement in
organizational change.
Journal of Innovation & Knowledge
,
3
(3), 123-127.
Wojciechowski, E., Murphy, P., Pearsall, T., & French, E.,
(2016) "A Case Review: Integrating Lewin’s Theory with
Lean’s System Approach for Change"
OJIN: The Online Journal of Issues in Nursing
. 21(2); 4.
Zimbardo, P. G. (2016). Carrying on Kurt Lewin's legacy in
many current domains Lewin award 2015.
Journal of Social Issues
,
72
(4), 828-838.
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