Creating positive change in community organizations: A case for rediscovering Lewin

✍ Scribed by Barbara C. Medley; Obasi Haki Akan

• Publisher: John Wiley and Sons
• Year: 2008
• Tongue: English
• Weight: 127 KB
• Volume: 18
• Category: Article
• ISSN: 1048-6682
• DOI: 10.1002/nml.199

✦ Synopsis

Abstract

As nonprofits, especially those with a community mission, pursue developmental goals, they may benefit from various planning and analytical tools. This article explores an application of Kurt Lewin's planned change model to an assessment and revisioning process undertaken by a community‐based organization, indicating the ongoing usefulness of Lewin's work in the nonprofit sector. Using a case study approach, we examined the actions embarked on by the organization to address decreased funding and client losses. The Lewin model is overlaid to illustrate its value in structuring organizational decision making and development. The model is a three‐step process of unfreezing from old practices, moving and changing the organization into new directions based on formally identified needs, and refreezing into more effective organizational modes. When combined with other standard practices such as strategic planning, Lewin's model provides a practical and theoretically insightful tool for nonprofits wishing to refine their missions and programs and engage in successful organizational change.