Social Psychology

In the early 1900s, Sigmund Freud and other psychotherapist argued that human behavior is a result of past experience. Wolfgang Koher and Gestalt principles in the 1910's argued how people must first be understood holistically according to their elements but also with their surrounding environment.  This meant that behavior of individuals was dictated by the environment alone. 10 years after, in the 1920's, Kurt Lewin, a German American born, completely disagreed with this and claimed instead behavior is a result of both the individual and the environment which inhibited movement towards these goals. 

During Kurt Lewin time of investigation of human behavior  he developed field theory which explores the forces and factors that influence any situation. Lewin's field, meant psychological environment of the individual or a group of people at a moment point of time. His field theory was used as model of change, and in order to carry out a process of change, various accountability needs to be taken into account of the minds of the individuals and the environment. 

More over, there was a need to emphasize the entire situation, including fine details such as relevant personal and environment focusing on isolated facts, the more the facts, the more skewed, however, the lesser, the less skewed. Lewin's model contains three step process for achieving transformation. 

The first stage is unfreezing which involves understand the need and preparing to change is necessary. This point, the cultural, beliefs and practices are being dismantled. Change starts at the second point and is often accompanied by the old mindset breaking down but will have attached confusion and distress. The third final stage, freezing occurs, when a new mindset is evolving to appear to be crystallized and a sense of comfort ability and stability within a new window. 

During the first stage, on an individual perspective, people may react defensively, not wanting to leave their comfort zone and fails to uptake the challenge of learning new skills or beliefs. As for the second stage, people are confronted with daunting tasks and are unconscious of the new practices and skills (still here, uncertainty and fear of failur is experienced). After the freeze stage, a company must ensure the freeze is frozen in order for it to be long term. The processes and practices transitions must become rountines.

An example, Continental Airlines was forced to file bankruptcy in the 1990's. Management decided to implement a major change in order to stay in business. Continental airlines shifted away from cost cutting to producing and delivering quality product that met high customer standards. Employees were rewarded for adopting new policies and practices to ensure compliance, this produced the sense of prioritisation. Formidably, Kurt Lewin model was used, the airline was performing extremely the poorest but after transformation by management, Transportation rated the company as top 5 airlines. What has been depicted here, was the willingless to go through trial and error to resist change and start a new cycle.

The above description can be applied the NHS. The NHS substantially has a strong culture, reluctant and fear of change. For example, IT project rates are substantially highest across the UK for any other organizations.

What has been described above is very difficult process, as there is a need to restructure thoughts, feelings, people attitudes, perceptions and behavior  The unfreezing part is the most complex part, and many are halted at this point, because of the fear of change. Many people are inclined to change and have a tendency towards  naturally resistance.