What Workplace Educational Programs Need to Know About Behavioral Change: Tapping the Work of Kurt Lewin: Gershwin Mary Crabbe

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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
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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

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