What is it about?

Kurt Lewin’s ‘changing as three steps’ (unfreezing. Changing, refreezing) is regarded by many as the classic approach to managing change. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

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Why is it important?

Our counter history, along with others that seek to look and think differently about the history and future of different elements of management studies, promotes a sort of liberation from the present: one that inspires us to be more ‘retro-active’ so as to recreate what we see as historically important and think differently for the future of management and human relations.

Perspectives

This paper won Human Relations' Paper of the Year Award for 2016 and is part of our ongoing efforts to challenge some of the foundations of management studies. You can see more in our book A New History of Management (Cambridge University Press). www.cambridge.org/historyofmanagement

Associate Professor Todd Bridgman
Victoria University of Wellington

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This page is a summary of: Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management, Human Relations, September 2015, SAGE Publications,
DOI: 10.1177/0018726715577707.
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