Kurt Lewin and complexity theories: back to the future?

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

In order for any organization to be successful, they must find effective ways to change systems and policies that are ineffective in creating a successful environment. A system consists of four things, elements, attributes, internal relationships, and the system environment. The systems theory is transdisciplinary study of the abstract organization of phenomena, independent of their substance, type, or spatial or temporal scale of existence (Heylighen & Joslyn, 1992). The study investigates all the principals common to all complex bodies, and the models which can be used to describe them. Von Bertalanffy (1971) was the creator of the “system” concept, he developed this idea as an answer to the limitations of individual disciplines in addressing complex social issues (Mitchell, 2005). The underlining principal of this theory is that an organization consists of multiple, interdependent parts that collectively form more than the sum of their parts. Developed from the systems theory, are three separate theories with the basis of each being the systems theory. The activity theory considers the entire program versus just one single sector, it sees the operation as a whole instead of sub departments, it combines both micro and macro elements of the organization. The chaos theory does not mean a chaotic hectic situation, rather a situation where there appears to be little to no order, there really is a hidden underlying order. The complexity theory is

According to Butts and Rich (2015), complexity science is a knowledge founded on physics and mathematics that operates using basic principles to elucidate the connection between variables. Butts and Rich add that complexity science is a developing field of interest that is catching the attention of scholars from different disciplines because it provides a different viewpoint on various phenomena of interest. According to Sturmberg and Martin (2009), although there has been an ongoing push for application of complexity science in health care, this is not an attempt to eradicate the reductionistic view. Complexity science only aims to fabricate a new and more comprehensive understanding of the world by unifying both the holistic and reductionist viewpoint (Sturmberg & Martin, 2009).

| One of the main learning points that I read was that communication needed to be thorough and maintained through the course of the changes to ensure that complacency didn’t set in or any regression in the implementation of the changes. Another is that consideration should be given to the concerns of the individuals that will be directly affected.  It is important to note these because these are sometimes the breaking points for an unsuccessful implementation. Especially considering the individuals affected, it so simple just a little extra time understanding how and what the change will affect will ease the process in the

The change models discussed in class provide a pattern for change and presents a picture of what will occur

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Despite the shortcoming of changes in the workplace, especially when faced with a change to the organizational structure, such changes that is borne in product or service, new management, and new technology (“Managing Changed,” 2009.)  In my case, the hospital just converted to EPIC a new technology system to improve patient care.  During which time, the doctor’s still hand writing patients orders a few short months later here comes another change in the CEO of the hospital, which meets with changes in management also influenced the organization and that of its staff. Considering a change happens all the time, it is up to the individual to adjust and adapt to these changes. Furthermore, it has been almost three years since Howard County General Hospital transition to a new

The Lee & Alexander (1999) study in general showed that when change occurs organizational characteristics following it are

Change is going in the organization. With the help of theories I can easily visualize

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

Rapid and unpredictable changes in an organizational environment lead to understanding that the traditional response modes, such as downsizing and piecemeal structural process rearrangements, no longer provide sufficient competitive edge. Corporations must change in ways that are discontinuous with what has gone before. For example, (Insert example of your organization such as when your new leadership came in or the relationship of your dean with the guy that did

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.

The metaphor of an organism is seeking to portray the system where organizations adapt and survive in a changing environment. Morgan shows an important perspective on organizations that flow with change. Making the resemblance to an organic body, where systems are clusters of interconnected cells, in business, those cells are people connected to deliver on overall needs. With essentially four types or “species” in the organic