Literature Review – EBSCOhost Central Search

One thing in life is certain: change will occur regardless if that change is wanted or not. Change within an organization “is essential for adaptation; creative change is mandatory for growth” (Sullivan, 2018, p 61). Thus, mapping how changes occur is not only useful in understanding how these changes are implemented, but also how to cope with the effects of the new changes. Kurt Lewin created one of the first models that detailed the various aspects of how change occurs. This literature review examined current research studies regarding Lewin’s change theory, how the studies described the change process, and the studies views on the process’s effectiveness and weaknesses.

An integrative literature review was conducted using EBSCOhost Central Search and Google Scholar. The journal articles reviewed were limited to articles written in the English language and published between the years of 2013 and 2018. The articles were discovered using key search term such as “Lewin change theory”, “nursing”, “leadership” and “unfreezing”. The journal articles were further narrowed down by excluding any articles that were not peer-reviewed. Inclusion criteria for this search included journal articles that focused on the utilization of Lewin’s change theory within the medical organization or leadership position. Therefore, four journal articles were selected that matched these criteria.

Primarily, Lewin’s change theory broke down the process of implementing changes into three steps. These steps included unfreezing, moving, and refreezing (Sullivan, 2018). Mitchell (2013) analyzed these steps and applied them to the nursing process. The assessment portion of the nursing process correlated to Lewin’s unfreezing. The planning and implementation portion of the nursing process made up the step of moving. Finally, the nursing process section of evaluation encompassed the refreezing step (Mitchell, 2018). Hussain et al. (2018) detailed that Lewin’s unfreezing stage consisted of an organizational change which could be either proactive or reactive with an internal or external stimulus. Lewin’s moving stage was explained as the change process which had a focus on information sharing, leadership, and employee contribution. Lastly, implementing the changes and their outcomes make up Lewin’s refreezing stage (Hussain et al., 2018). Batras, Duff, and Smith (2014) identified Lewin’s unfreezing phase as a “survival anxiety that exceeds learning anxiety” (p 233). Moving consisted of a trial and error phase while the refreezing phase entailed the return of equilibrium within the organization (Batras, Duff, & Smith, 2014). Burnes and Cooke (2013) noted the six characteristics of Lewin’s field theory as “constructive method”, “dynamic approach”, “psychological approach”, “analysis beginning with the situation as a whole”, “behavior as a function of the field at the time it occurs”, and “mathematical representations of the psychological situation” (p 411).

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Additionally, Lewin’s change theory also noted restraining and driving forces which could potentially affect the change process. Mitchell (2013) noted numerous driving forces such as increased expenses, staffing shortages, rules and responsibilities, safety, and various scientific improvements. Hussain et al. (2018) described driving forces as “power, information, knowledge and skill, and rewards” (p 124). Mitchell (2013) detailed restraining forces as unsuccessful communication, lack of suitable leadership, and undeveloped plans.

Furthermore, Lewin’s change theory had been applied throughout numerous studies. These studies identified the effectiveness of the utilization of Lewin’s change theory when implementing an organizational change. Batras, Duff, and Smith (2014) described two case studies that effectively utilized Lewin’s theory when evaluating resisting forces to change. The first study aimed at examining the capability of implementing policies within an organization while the second focused on using the three-step process to employ various health promotional technologies (Batras, Duff, & Smith, 2014). Burnes and Cooke (2013) illustrated a study that successfully utilized Lewin’s process to implement a new risk assessment protocol. They also discussed the two studies in which they managed lucrative organizational changes at a big facility. Hussain et al. (2018) studied the effects of employee involvement within the change process and noted that support from leaders to engage employees within Lewin’s process accelerated the organizational changes. Mitchell (2013) noted that increased driving forces could be utilized to overcome restraining forces within the process.

Conversely, these studies also detailed various aspects of Lewin’s theory that are deficient in regard to the change process. Burnes and Cooke (2013) noted that Lewin’s theory lacked the multifaceted examination of human behavior which overlooked unplanned responses leading to an estimated sixty to eighty percent failure rate of implementing new changes. Hussain et al. (2018) explained that Lewin’s process failed to create distinctive phases in where leadership and employee participation could be efficiently utilized. Lastly, Batras, Duff, and Smith (2014) described that Lewin’s process lacked the elasticity to adequately account for the variety of every situation; thus, potentially requiring the use of an additional process.

In conclusion, Kurt Lewin created one of the first models that detailed the various aspects of how change occurs. His change theory broke down the process of change into three steps: unfreezing, moving, and refreezing (Sullivan, 2018). Lewin also detailed driving and restraining forces that could impact the successfulness of the change process. This literature review examined current research studies regarding Lewin’s change theory and how they described the process. Four articles were examined for their utilization and views on Lewin’s change theory. While these studies were able to positively ascertain the effectiveness of the utilization of Lewin’s change theory, a majority of the studies noted various areas of concern that the change process lacked.

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