Leading Blog

MARCH 5, 2020

Quinn on the connection between changing a system and understanding it: “Kurt Lewin argued that we cannot really begin to understand a system until we try to change it. He understood that individual as well as collective scripts would stay hidden until the normal way that the organization operates is challenged.

Lewin 257

Lewin Quinn Uncertainty System 257

LDRLB

SEPTEMBER 8, 2011

Develop a short vision with the coalition and practice communicating it. Talk openly about the change vision and apply it to all aspects of operation. Lewin would be flattered. Form a powerful coalition. Identify true leaders and ask for emotional commitment. Create a vision for change. Communicate the vision. Remove obstacles.

Kotter 102

Kotter Lewin Short-term Open-book 102

LDRLB

SEPTEMBER 8, 2011

Develop a short vision with the coalition and practice communicating it. Talk openly about the change vision and apply it to all aspects of operation. Lewin would be flattered. Form a powerful coalition. Identify true leaders and ask for emotional commitment. Create a vision for change. Communicate the vision. Remove obstacles.

Kotter 99

Kotter Lewin Short-term Open-book 99

Harvard Business Review

AUGUST 7, 2012

Facebook and Google would be obvious choices for this, but so much has been written about each of them and they represent such special business models, I worried that it would be both hard for entrepreneurs to relate and hard for me to develop new insights. The first one I'll focus on is Akamai. Akamai: The Present. Akamai Going Forward.

P&L 13

P&L Lewin EBITDA Ries 13

Change Starts Here

SEPTEMBER 29, 2015

First I found Kurt Lewin’s Unfreeze – Change – Refreeze model. Build structural influence – develop accountability and communication structures plus whatever is critical to your specific change. He also writes about improving business operations at www.squawkpoint.com. Unfreeze – Change – Refreeze.

ADKAR 60

ADKAR Management Early Adopters Rogers 60