Kurt Lewin and the planned approach to change: A re-appraisal

@article{Burnes2004KurtLA,
  title={Kurt Lewin and the planned approach to change: A re-appraisal},
  author={Bernard Burnes},
  journal={Journal of Management Studies},
  year={2004},
  volume={41},
  pages={977-1002}
}
  • B. Burnes
  • Published 29 September 2004
  • Business
  • Journal of Management Studies
The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power and politics; and was top-down and management-driven. This article seeks to re-appraise Lewin's work and challenge the… 
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Creating positive change in community organizations: A case for rediscovering Lewin
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Few people have had as profound an impact on the theory and practice of social and organizational psychology as Kurt Lewin. Though I never knew him personally, I was fortunate during my graduate
Writing the Left out of Management Theory: The Historiography of the Management of Change
The change management discourse has appropriated central ideas of action research, group dynamics, and the management of attitude change from the political left. This has been concealed by the way
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This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it.
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The management of change has become characterized by an atheoretical pragmatism, overfocused on the political aspects of the change process. Emerging interest in the learning organization provides an
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