Kurt Lewin: 70 Years on

Burnes, Bernard; Bargal, David

doi:10.1080/14697017.2017.1299371

Cited by 57 publications

(34 citation statements)

References 17 publications

(13 reference statements)

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“…Secondly, by disclosing the micro-practices and use of a change management game as a tool we contribute to recent calls for studies on tools and materiality in organizational change (Gorli et al, 2015;Oswick, 2013). Thirdly, by bringing in a focus on atmospheres we add to the recent revitalization of Kurt Lewin's work in organizational change (Burnes and Bargal, 2017;Rogers, Vardaman, Allen, Muslin & Baskin, 2017;Vardaman, Gondo and Allen, 2014) and make connections to the literature on the role of atmospheres in organization studies (Michels and Steyaert, 2017;Borch, 2010). Finally, our study provides important practical insights to consultants and practitioners.…”

Section: Introductionmentioning

confidence: 79%

“…Finally, by using Lewin's focus on atmospheres to organizational change we add to current interest in revitalizing Lewin's old work on organization (Burnes and Bargal, 2017;Rogers et al 2017;Vardaman et al, 2014, Lehmann, 2017, while connecting to the emerging interest in atmospheres in organization studies (Michels and Steyaert, 2017;Borch, 2010). In the writings of Lewin (1939), the tangible dimensions were downplayed and even criticized for being 'mentalistically fashioned' (Dewey and Bentley, 1960, p. 141).…”

Section: Contributionsmentioning

confidence: 97%

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Seductive Atmospheres: Using Tools to Effectuate Spaces for Leadership Development

Elmholdt

Clausen

Madsen

2018

Journal of Change Management

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This study applies an affordance lens to understand the use of management tools and how atmospheres for change and development are created and exploited. Drawing on an ethnographic case study of a consultant-facilitated change intervention among a group of research leaders at a Danish Public Hospital, this study investigates how a business game is used as a tool to effectuate episodic spaces for leadership development. The study reveals three tool affordances and discusses how they enable and constrain episodic spaces for development and further develops the notion of seductive atmospheres as an important mechanism. The article suggests that a broader understanding of the use of tools and the role of atmospheres is essential for understanding how episodic spaces for development come to work in relation to organizational change and development.

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Section: Introductionmentioning

confidence: 79%

Section: Contributionsmentioning

confidence: 97%

Seductive Atmospheres: Using Tools to Effectuate Spaces for Leadership Development

Elmholdt

Clausen

Madsen

2018

Journal of Change Management

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“…Lewin's change theory was considered a unified change methodology based on four interrelated concepts that included field theory, group dynamics, action research, and the 3-step (Burnes, 2004;Burnes & Bargal, 2017). Dr. Kurt…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Outcomes of Communication, Workflow Efficiency, & Patient Care Quality Resulting from a Hands-free, Wireless Communication Device

Carreon

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I would like to convey my heartfelt thanks to my doctoral project chair. Dr. Danette Dutra, and my mentor, Dr. Nicolette Estrada. I will always be grateful for all the guidance and support you so generously gave throughout this journey. Your wisdom has helped shape this project. Thank you to my committee member, Revena Gantuangco, for her support and friendship. Montina Dudley-Alford and Jacob Nur, for their invaluable assistance in the implementation of this project. Also, my aunt Norma McCurdy, for her phone calls and text messages of encouragement and love. DEDICATION This doctoral project is dedicated to my two boys, Jed and Jake. I love you with everything in me. Both of you are the reasons I strive daily. On many difficult days, your smiles, the sound of your laughter, and your warm hugs were all the fuel I needed to keep on moving forward. Know that I'll always be here for you no matter what. This project is also dedicated to my husband, Joel. I could not have completed this without your love and support. You stepped in and took care of everything when I had to focus and write. This accomplishment is as much yours as it is mine. I am blessed to have you as my partner in life. Lastly, I dedicate this to my late father. I will always be grateful for the values of good education, hard work, and humility you have imparted. You have always believed in me even when I didn't believe in myself. This is for you, Dad.

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“…Biech (2007) provides a useful comparison of these and other change management models. For this study, we used Lewin's (1947) (Burnes & Bargal, 2017) and was considered the more straightforward model for introducing organisational change in the Department.…”

Section: From Management Plan To An Organisational Change Processmentioning

confidence: 99%

From forestry to protected area and ecosystem management: Organisational change in Saint Lucia, West Indes

Appleton¹,

Toussaint²,

Daltry³

2017

Parks

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While global expectations of what protected areas should deliver are evolving (e.g. through the Aichi Targets and the UN Sustainable Development Goals), little attention has been paid to how government protected area agencies can adapt and improve their performance accordingly. The remit of the Saint Lucia Forestry Department has gradually extended from production forestry to, inter alia, protected area management, wildlife research and conservation, watershed management, tourism and environmental education. In 2014, in response to a widespread consensus on the need to update its ways of working, the Department initiated a participatory process of strategic planning and organisational change, comprising: (1) Organisational review and capacity needs assessment; (2) Development of a new strategic plan and corresponding restructuring of the organisation; and (3) Institutionalisation of the plan. This generally successful process provides important lessons with potentially wider application on 'change readiness', leadership, capacity, communication, participation, and the value of 'quick wins'. While further work is needed on capacity development and full institutionalisation of the changes, the Forestry Department is now better able to articulate its roles and needs and to ensure long-term conservation and sustainable use of Saint Lucia's globally important biodiversity, both inside and outside its protected areas. We call for further studies and initiatives on organisational change in government agencies responsible for protected areas and biodiversity conservation.

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Kurt Lewin: 70 Years on

Cited by 57 publications

References 17 publications

Seductive Atmospheres: Using Tools to Effectuate Spaces for Leadership Development

Seductive Atmospheres: Using Tools to Effectuate Spaces for Leadership Development

Outcomes of Communication, Workflow Efficiency, & Patient Care Quality Resulting from a Hands-free, Wireless Communication Device

From forestry to protected area and ecosystem management: Organisational change in Saint Lucia, West Indes

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