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Kotter asserts that to be useful or influential, short-term wins need to be "visible and unambiguous" as well as "closely related to the change effort". [ 9 ] : 121–2 Arguing against a belief that there is a "trade-off" between wins in the short-term and wins in the long-term, Kotter argues from experience that both are achievable.
Kurt Lewin was a social scientist who researched learning and social conflict. Lewin's first venture into change management started with researching field theory in 1921. Five years later, Lewin would begin a series consisting of about 20 articles to explain field theo
An early model of change developed by Lewin described change as a three-stage process. [15] The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind set". It must be part of surviving. Defense mechanisms have to be bypassed. In the second stage the change occurs.
It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. [22] The action stage is a period of change, that is, trying out new forms of behavior in an effort to understand and cope with the system's problems.
If the change model is instead treated as something to adjust as organizations learn what works from experience in the field, then the theory should not be at odds with strategic behavior. If strategy is about seizing opportunities and trying out what works, the Theory of Change model serves as a guiding frame of reference.
The need for business transformation may be caused by external changes in the market such as an organisation's products or services being out of date, funding or income streams being changed, new regulations coming into force or market competition becoming more intense.
Warren Buffett once explained what he'd do to turn $10K into a huge fortune if he were a new investor today — here are 3 of his simple strategies that can still hold up in 2025
Visual representation of the model [1]. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.