Lewin, K. (1947). Frontiers in
group dynamics: Concept, method and
reality in social science; social equilibria and social change. Human Relations, 1(5). doi: 10.1177/001872674700100103
In a review of change management literature Dr Feder-Lewis
directed me to the writings of Kurt Lewin, Edgar Schein, Peter Senge, and Chris
Argyris. Noting that Lewin was evidently
the pioneer in this discipline I sought to find his seminal writings which
might give me a glimpse into the research and academic origins of change
management, which I could contrast with some of my current, applied work in
change with large corporations.
Frontiers in Group Dynamics appeared as a two-part article in Human
Relations in 1947, and became something of a classic; that is, a launch pad for
further thought and debate. This first
article dealt with “social equilibria” and change, while the second article,
which I will tackle soon, focuses on social channels and feedback processes.
The research is rich enough that I had to create a separate outline just to map
my way through the content. What
stood-out, firstly, was the notion that change management is new. After all, we’re looking back at work that
was done 65 years ago, and Lewin’s language and use of terms—learning curves,
analytics, social value, social habits—sounds current, even today, because it
has endured.
Lewin’s article pivots on a robust set of research of social
phenomena to support his theses. These studies include interaction styles
among boys, which he refers to as a tracking of “aggression actions”; group
decisions in a factory setting; and, social forces that bring about change,
combined with group decisions, that led to changes in milk and orange juice
consumption and food (bread) preferences.
References to others’ research is frequent throughout this work. His models which I find particularly
insightful and useable in an organizational setting today are the [1] social
fields with “locomotion” direction and predictive response; [2] force gradients
given different environmental conditions and group pressures or styles; and,
[3] the three steps of change: unfreezing,
moving, and [re]freezing. This third
model is quite provocative. Lewin
writes, “To break open the shell of complacency and self-righteousness it is
sometimes necessary to bring about deliberately an emotional stir-up.” (That’s like what Peter Arnett reported
during the Viet Nam war, quoting an American officer as saying something like,
“We had to destroy the village to save it.”)
Very thought provoking.
Days could be spent with this one, rich article, especially
since it is, I believe, the origins of so much of what we now know as change
management.
