Lewin’s Change Theory is the theoretical basis for this project. The project focuses on the recognition that a change is required within the concept and practice of medication administration. In order for any change to occur, the recognition that a change is needed is the first step in this process. Lewin’s Change Theory was developed by Kurt Lewin as a way to facilitate change. It offers a theoretical basis for how change can occur and become permanent within an organizational structure.
The theory was developed by Lewin and his fellow researchers in the 1940s and the 1950s based upon a number of studies. The studies focused on changing the way people ate; this was required during World War II when food rationing forced individuals to eat a number of foods that they might not prefer. For example, the government required people to eat cheaper and less palatable foods in order to help the war effort. Lewin and his associates examined how this change occurred (Burke, 2013, p. 174).
Lewin recognized that there is actually a three-step process involved in creating and maintaining change across an organization. The first step focuses on “unfreezing.” Unfreezing refers to the recognition that a change must occur. The first step needs to be as specific to the situation as possible. Merely telling individuals that a change is about to occur is not effective. Rather, the person, group or organization must be made aware of the need and reason for the change. This may involve showing the group the significant gap between what is occurring and what is needed to occur. (Burke, 2013, p. 174). The second step involves implementing the change. This is “moving” when the organization moves towards the desired outcomes or goals. The third step involves “refreezing.” At this point, the change is made permanent. Any future changes would require the steps to be repeated (Shirey, 2013, p. 69).
- Burke, W. W. (2013). Organization Change: Theory and Practice: Theory and Practice. Sage Publications.
- Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. Journal of Nursing Administration, 43(2), 69-72.
