The Kurt Lewin’s theory CHANGE MANAGEMENT The Kurt Lewin’s theory

Respond to Environment Why change? Improve Company Image Respond to Environment To tackle Competition Be the Best in Business

>>>Field Forces<<< Driving Forces >>>Field Forces<<< Restraining Forces Customer want new product Loss of staff overtime Plan: Upgrade Factory with new manufacturing equipment Current State Desired State Staff frightened of new technology Improve speed of production Driving Forces Restraining Forces R1 D1 Raise volumes output Environmental impact of new technology D2 R2 D3 R3 D4 R4 Control rising maintenance cost Cost Driving Forces Disruption Restraining Forces

Kurt Lewin’s Model of Change Unfreeze Refreeze Ensure that employees are ready for change Ensure that the change becomes permanent Execute the intended change

How can it be executed effectively Define the change you want to see Brainstorm or mind map the Driving Forces and the Restraining Forces change Evaluate the Forces Review the Forces Strategise Proritise action steps

Limitations of the theory Its difficult to freeze a planned change in the system Its relevant to incremental and isolated changes and ignores the transformational and radical changes It ignores the role of power and politics in an organisation It is seen as a top - down, management driven approach and ignores situations regarding bottom - up change

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