Journal Article•
The Practical Theorist The Life and Work of Kurt Lewin
01 Mar 1970-Canadian Family Physician (College of Family Physicians of Canada)-Vol. 16, Iss: 3, pp 68-70
About: This article is published in Canadian Family Physician.The article was published on 1970-03-01 and is currently open access. It has received 204 citations till now.
Citations
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01 Jun 2007
TL;DR: This chapter presents the ecological model of human development that has been introduced in a prior edition of this Handbook, and defines the defining properties of the model, which involves four principal components, and the dynamic, interactive relationships among them.
Abstract: In this chapter, we undertake to present the ecological model of human development that has been introduced in a prior edition of this Handbook. The bioecological model is an evolving theoretical system for the scientific study of human development over time. The model presented in this chapter represents major theoretical innovations from the 1983 chapter in both form and content. The new model is not a paradigm shift, but rather represents a transition from a focus on the environment to a focus on proximal processes as engines of development. We begin with the defining properties of the model, which involves four principal components (process, person, context, and time), and the dynamic, interactive relationships among them. We then turn to the research designs required for testing the model. In doing so, we not only present the next stage in the evolution of an ecological theory of human development, but we also document the requirements for conducting developmental research in the discovery mode. We conclude with a look to the future—and what the bioecological model means for the future development of our species.
Keywords:
bioecological;
context;
macrosystem;
microsystem;
person;
proximal processes;
time
3,978 citations
Cites background from "The Practical Theorist The Life and..."
...Instead, I argued (as if it were simply a matter of choice), we should be studying development in its ecological context; that is, in the actual environments in which human beings lived their lives....
[...]
...It was Kurt Lewin (cited in Marrow, 1977) who said that there is nothing so practical as a good theory....
[...]
TL;DR: In this article, the authors trace the emergence of the term resistance to change and show how it became received truth, concluding that acceptance of this model confuses an understanding of change dynamics.
Abstract: 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. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term — and the model it has come to embody — will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.
834 citations
Cites background or methods from "The Practical Theorist The Life and..."
...Lewin evolved his concept “based on the ‘person’ as a complex energy field in which all behavior could be conceived of as a change in some state of a field” (Marrow, 1969, p. 30)....
[...]
...At the time of the experiment, the writers in this case were both Harwood employees: Coch was the personnel manager (Marrow, 1969, p. 150), and French, who had been personnel director earlier (Marrow et al., 1967, p. 24), was director of research (Marrow, 1957, p. 92)....
[...]
TL;DR: Field theory is a more or less coherent approach in the social sciences whose essence is the explanation of regularities in individual action by recourse to position vis-a-vis others as discussed by the authors.
Abstract: Field theory is a more or less coherent approach in the social sciences whose essence is the explanation of regularities in individual action by recourse to position vis‐a‐vis others. Position in the field indicates the potential for a force exerted on the person, but a force that impinges “from the inside” as opposed to external compulsion. Motivation is accordingly considered to be the paramount example of social structure in action, as opposed to a residue of chance or freedom. While field theory is often castigated for its necessarily tautological definition, this may be far more of an advantage than a defect. Field theory offers social scientists a combination of analytical insight and attention to the concrete; further, the implicit definition of “explanation” that it brings is one that, unlike conventional sociological definitions, is internally consistent and in accord with everyday usage.
770 citations
Book•
15 Nov 2021
TL;DR: A core textbook for all modules in change management, John Hayes examines and applies all of the key theories on change to organisational settings as mentioned in this paper, allowing students to identify change and experience various outcomes based on real-world scenarios.
Abstract: A core textbook for all modules in Change Management, John Hayes examines and applies all of the key theories on change to organisational settings. Diagnostic tools and immersive learning exercises enable students to identify change and experience various outcomes based on real-world scenarios. The unique experiential learning exercises allow students to reflect on their own experiences of change.
Hayes strikes a balance between theory and practice by examining the key theories on change and applying those theories to organisational settings to demonstrate how organisations can develop practical tools to help implement change.
Key Features
? Blend of theory and practice
? Breadth of coverage
? Experiential learning exercises - allow students to play the role of a consultant and diagnose a need for change
? Case studies
? Diagnostic tools to help students grasp the practical techniques
? Accessible - especially for those with no prior knowledge of change management theory
? A comprehensive companion website
NEW for the 3rd Edition
? 2 colour design
? 5 new chapters covering the latest developments
? New thinking assignments
? 12 new cases from a range of countries including Denmark, The Netherlands, India, China, USA, Germany and from a range of sectors (NGOs, not-for-profit, large and small companies, multi-national organisations, public and private sector)
? New chapter on sustainability addresses how to make change 'stick' and how to 'spread' good practice through the organisation
? Increased depth
? Improved signposting and cross-referencing helps link the material together making it easier for students to see how everything fits together
461 citations
References
More filters
01 Jun 2007
TL;DR: This chapter presents the ecological model of human development that has been introduced in a prior edition of this Handbook, and defines the defining properties of the model, which involves four principal components, and the dynamic, interactive relationships among them.
Abstract: In this chapter, we undertake to present the ecological model of human development that has been introduced in a prior edition of this Handbook. The bioecological model is an evolving theoretical system for the scientific study of human development over time. The model presented in this chapter represents major theoretical innovations from the 1983 chapter in both form and content. The new model is not a paradigm shift, but rather represents a transition from a focus on the environment to a focus on proximal processes as engines of development. We begin with the defining properties of the model, which involves four principal components (process, person, context, and time), and the dynamic, interactive relationships among them. We then turn to the research designs required for testing the model. In doing so, we not only present the next stage in the evolution of an ecological theory of human development, but we also document the requirements for conducting developmental research in the discovery mode. We conclude with a look to the future—and what the bioecological model means for the future development of our species.
Keywords:
bioecological;
context;
macrosystem;
microsystem;
person;
proximal processes;
time
3,978 citations
TL;DR: In this article, the authors trace the emergence of the term resistance to change and show how it became received truth, concluding that acceptance of this model confuses an understanding of change dynamics.
Abstract: 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. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term — and the model it has come to embody — will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.
834 citations
TL;DR: Field theory is a more or less coherent approach in the social sciences whose essence is the explanation of regularities in individual action by recourse to position vis-a-vis others as discussed by the authors.
Abstract: Field theory is a more or less coherent approach in the social sciences whose essence is the explanation of regularities in individual action by recourse to position vis‐a‐vis others. Position in the field indicates the potential for a force exerted on the person, but a force that impinges “from the inside” as opposed to external compulsion. Motivation is accordingly considered to be the paramount example of social structure in action, as opposed to a residue of chance or freedom. While field theory is often castigated for its necessarily tautological definition, this may be far more of an advantage than a defect. Field theory offers social scientists a combination of analytical insight and attention to the concrete; further, the implicit definition of “explanation” that it brings is one that, unlike conventional sociological definitions, is internally consistent and in accord with everyday usage.
770 citations
Book•
15 Nov 2021
TL;DR: A core textbook for all modules in change management, John Hayes examines and applies all of the key theories on change to organisational settings as mentioned in this paper, allowing students to identify change and experience various outcomes based on real-world scenarios.
Abstract: A core textbook for all modules in Change Management, John Hayes examines and applies all of the key theories on change to organisational settings. Diagnostic tools and immersive learning exercises enable students to identify change and experience various outcomes based on real-world scenarios. The unique experiential learning exercises allow students to reflect on their own experiences of change.
Hayes strikes a balance between theory and practice by examining the key theories on change and applying those theories to organisational settings to demonstrate how organisations can develop practical tools to help implement change.
Key Features
? Blend of theory and practice
? Breadth of coverage
? Experiential learning exercises - allow students to play the role of a consultant and diagnose a need for change
? Case studies
? Diagnostic tools to help students grasp the practical techniques
? Accessible - especially for those with no prior knowledge of change management theory
? A comprehensive companion website
NEW for the 3rd Edition
? 2 colour design
? 5 new chapters covering the latest developments
? New thinking assignments
? 12 new cases from a range of countries including Denmark, The Netherlands, India, China, USA, Germany and from a range of sectors (NGOs, not-for-profit, large and small companies, multi-national organisations, public and private sector)
? New chapter on sustainability addresses how to make change 'stick' and how to 'spread' good practice through the organisation
? Increased depth
? Improved signposting and cross-referencing helps link the material together making it easier for students to see how everything fits together
461 citations