A Lewinian Approach to Intergroup Workshops for Arab‐Palestinian and Jewish Youth

Bargal, David; Bar, Haviva

doi:10.1111/j.1540-4560.1992.tb00889.x

Cited by 53 publications

(49 citation statements)

References 12 publications

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“…The group dynamics, i.e. the interactive behavioural effects and factors that arise as a result of people working closely together (Allport, 1948;Bargal and Bar, 1992), were further reinforced by the fact that some of the employees were former workers from the parent company EDF and therefore had a "legacy" or "institutional" outlook. Other employees were former technicians who had been promoted to business engineers, while some were new recruits from outside the company.…”

Section: Methodology and Conceptual Framementioning

confidence: 99%

Theatre-based learning to foster corporate legacy change

Descubes

McNamara

2015

Journal of OrgChange Mgmt

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Theatre-based learning to foster corporate legacy change Irena Descubes Tom McNamara Article information:To cite this document: Irena Descubes Tom McNamara , (2015),"Theatre-based learning to foster corporate legacy change", If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore post-Bolian reflexive theatre-based learning (TBL) theory and practice, in conjunction with meta-language and learning from experiences to address the gaps and silos between top-level macro strategy planning and operational micro-management on-going challenges in a contemporary new public management (NPM) major organizational change context. Design/methodology/approach -An investigation was carried out over three months at a major French utility in a praxis-related action research context (PRAR). TBL formats, i.e. "improvisational wrestling" and "improvisational cabaret", were adapted and put into practice. Findings -A reflective process in which participants developed an enhanced sense of ownership and interest in the targeted organizational structure was developed. It allowed for collectively created contextual in-house knowledge, innovative practices and tools that supported the change initiative.Research limitations/implications -The main limitation of this research is that it is case-based, restricting the generalizability of its findings. Future research could examine the general validity of improvisational TBL forms and the way they can contribute to the creation of participatory innovation oriented corporate cultures. Also, an interesting research question would be to investigate how organizations, once having undertaken NPM initiatives, can continue nurturing a collaborative practice-based organizational culture over the long-haul, showing a clear need for longitudinal studies. Practical implications -The present initiative and case study was deemed as successful by all stakeholders, and the programme of engaged change management sustainable and self-reinforcing. Originality/value -This study extends the knowledge of the role of arts in enhancing organizational reflection. To the best of the knowledge, the TBL formats employed have never been used previously in PRAR. The paper builds links between or...

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Section: Methodology and Conceptual Framementioning

confidence: 99%

Theatre-based learning to foster corporate legacy change

Descubes

McNamara

2015

Journal of OrgChange Mgmt

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“…This work has ranged from addressing conflict between Arab-Palestinian and Jewish youths in Israel (Bargal & Bar, 1992) to extensive work in organizational development (Burnes, 2007). But it must be said that it is in the later arena, organizational re-design, that Lewin's work finds its greatest expression.…”

Section: Lewin's Major Legacymentioning

confidence: 99%

Child and adolescent psychiatric nursing and the ‘plastic man’. Reflections on the implementation of change drawing insights from Lewin's Theory of Planned Change.

McGarry¹,

Cashin²,

Fowler³

2012

Contemporary Nurse

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“…Though these are often treated as separate themes of his work, Lewin saw them as a unified whole with each element supporting and reinforcing the others and all of them necessary to understand and bring about Planned change, whether it be at the level of the individual, group, organization or even society (Bargal and Bar, 1992;Kippenberger, 1998aKippenberger, , 1998bSmith, 2001). As Allport (1948, p. ix) states: 'All of his concepts, whatever root-metaphor they employ, comprise a single well-integrated system.'…”

Section: Lewin's Approach To Changementioning

confidence: 99%

Reflections: Ethics and Organizational Change – Time for a Return to Lewinian Values

Burnes

2009

Journal of Change Management

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Over the last 25 years, much of the debate on organizational change has been dominated by the issue of power and politics. This has led to a decline in interest in Kurt Lewin's Planned approach to change, with its ethical basis and stress on democratic participation. Its place has been taken by the Emergent approach, which focuses on use of power and politics to bring about change. The Emergent approach was consistent with the free-market, winner-takesall spirit of the last 25 years. However, this article maintains that we are now entering a new era where ethical and socially-responsible behaviour is becoming more important than profit maximization and self-interest. To bring about this change in behavior, individuals, groups and organizations will need to change their values. It will be argued that this can only be achieved if those concerned are able to change of their own volition through the type of ethical and participative change process advocated by Kurt Lewin. In order to make the case for a return to a Lewinian approach to change, the article examines the precursors to and the essence of Lewin's Planned change. This is followed by an examination of Emergent change and its implications for ethical and participatory change. The article concludes by arguing that the rapidly changing, profit-maximising and highly-competitive environment of the last 25 years may have been less than amenable to an ethically-based approach to change. However, in the next 25 years, the challenges of social responsibility and environmental sustainability are unlikely to be met without returning to the type of ethically-based approach to change promoted by Kurt Lewin.

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A Lewinian Approach to Intergroup Workshops for Arab‐Palestinian and Jewish Youth

Cited by 53 publications

References 12 publications

Theatre-based learning to foster corporate legacy change

Theatre-based learning to foster corporate legacy change

Child and adolescent psychiatric nursing and the ‘plastic man’. Reflections on the implementation of change drawing insights from Lewin's Theory of Planned Change.

Reflections: Ethics and Organizational Change – Time for a Return to Lewinian Values

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