There are five distinct parts in this chapter, and three of these constitute the majority of the material covered. The three major parts are: Lewin’s force field model (part 1), unfreezing, changing, and refreezing (part 2), and the four approaches to organizational change (part 3).

Part one introduces you to Kurt Lewin’s force field model, which to this day remains the standard for conceptualizing the change process in organizations. The various parts of the model are described, including restraining and driving forces. Driving forces can originate within or outside the organization. However, it is the restraining forces created by employees which are discussed at length. These are presented as six common reasons why employees resist change.

The second part of the chapter is in effect a continuation of part 1. It deals with the various phases of Lewin’s model: unfreezing, changing, and refreezing. These coincide with the steps at which actions may be taken to effect change. This is also the place in the chapter where six methods or strategies are provided for overcoming/minimizing the effects of restraining forces. The first and most preferred method/strategy is communication, while the least preferred (last resort) is coercion.

Part four describes four approaches (ways) to implement organizational change. Two of these (action research and appreciative inquiry) involve following certain steps to accomplish the task effectively. Discussion begins with the most widely accepted approach (action research), which coincidentally was recommended by Kurt Lewin. Next, the appreciative inquiry approach is highlighted. Coincidentally, approach does not use a problem solving mentality to effect organizational change. Finally, the large group intervention, and the parallel learning structure approaches are discussed.