Lewin's 3-Stage Model Kurt Lewin, often recognized as the "founder of modern social psychology," was one of the first to study group dynamics, action research, task interdependence, and organizational development. In the late 1930s and into the 1940s, Lewin postulated that behavior was the reaction to opposing forces (Lewin, 1948). According to his theory, an organization shifts by going through three stages: unfreeze, change, and refreeze. Analyzing the opposing forces can push the equilibrium into change (Behavioral Change Theory, 2007). In the first stage, unfreeze, the organization must overcome the status quo, including individual resistance and group compliance. An organization may bring about this change by increasing the forces behind the change, decreasing the resistance influences, or a combination of the aforementioned methods (Lewin, 1948). The second step of Lewin's Change Model is change. This step transitions the group from the current system to the new condition. Baum states, "At some basic level, we are all resistant to change" (Baum, 2000). This resistance necessitates the continued promotion of the change and the allaying of fears. Lewin encourages leaders to continue the efforts initiated in step one (Lewin, 1948). The third step of Lewin's Change Model is to refreeze in the new equilibrium (Lewin, 1948). In this step, leaders must endeavor to prevent the organization from reverting to old ways. Individuals and organizations have a tendency to relapse into what is comfortable instead of sticking with the change (Behavioral Change Theory, 2007). Reinforcing the new patterns and rewarding those who use the new model help cement the new behaviors. Dean Keith McFarland of the Pepperdine University School of Business compares change to a bouncing ball in his book, Bounce. He imagines a hard ball as the most resilient to the impact of change....
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Leadership is portrayed at its pinnacle in William Bratton’s Turnaround, Rudolph Giuliani’s book Leadership, Oren Harari’s book The Leadership Secrets of Colin Powell, and David Lipsky’s book Absolutely American: Four Years at West Point. In each of these works, the author does an exceptional job of depicting the various traits and characteristics necessary for being a powerful and effective leader.
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Nieter et al. (2013) looked at PCIT with community families and whether the behaviors of the children changed after the 12 sessions. The sample of 27 families was in low socioeconomic statuses, and the children were between 2-8 years of age. Only 17 of these families completed the entire treatment. The families that were in the PCIT program exemplified that the parents and/or caregivers gained skills to help their children’s behavior. The caregivers also in the experimental (PCIT) group believed that their children’s behavior improved by the end of treatment and the parents’ stress level decreased as well. Not only did the children’s behavior improve, but the parents also felt like they did not exhibit inappropriate behaviors (e.g. critical statements) as much and used more prosocial behaviors. The study’s results also may show that the fact that the treatment was in a group setting may have been beneficial, because it provides a support system, and they are able to problem solve together. Even after treatment ended, the parents reported that they kept in contact, creating a strong community. However, on the other hand, the problem with the group setting was the because there were so many groups, each caregiver only received 10-15 minutes of coaching which is shorter than the individual sessions. Thus, the therapists could not ensure that each family fully mastered each session before moving on to the
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Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
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One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...