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

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 o...

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Bibliographic Details
Published in:Nonprofit management & leadership 2008-07, Vol.18 (4), p.485-496
Main Authors: Medley, Barbara C., Akan, Obasi Haki
Format: Article
Language:English
Subjects:
Community development
Community organizations
Fund-raising
Lewin, Kurt
Lewin, Kurt (1890-1947)
Non-profit organizations
Nonprofit organizations
Organization theory
Organizational change
Studies
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Summary: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.
ISSN:1048-6682
1542-7854
DOI:10.1002/nml.199