Y et it was not radical innovation [but].
This is an approach to understanding group behaviour by mapping out the totality and complexity of the field in which the behaviour takes place Back, This seeks to stabilize the group at a new quasi-stationary equilibrium in order to ensure that the new behaviors are relatively safe from regression.
He also draws on the natural sciences, in the form of population ecology, to argue that in any given population of organizations one would expect to see all three types of change Hannan and Freeman, Lewin believed that a field was in a continuous state of adaptation, which he termed 'quasi-stationary equilibrium' Lewin, aand that 'C hange and constancy are relative concepts; group life is never without change, merely differences in the amount and type ofchange exist' Lewin, a: His seminal work on leadership style and the experiments on planned change which took place in World War II in an effort to change consumer behaviour launched a whole generation of research in group dynamics and the implementation of change programs.
Once this was recognized, the company evolved more appropriate order- generating mles such as, 'better, faster, cheaper' and implemented a new stmcture which gave greater freedom for self-organization to its constituent parts.
As Kippenberger a notes, Lewin was addressing two questions: What is it about the nature and characteristics of a particular group which causes it to respond behave as it does to the forces which impinge on it, and how can these forces be changed in order to elicit a more desirable form of behaviour?
Secondly, an examination of the four elements of Lewin's Planned approach, as described earlier, shows that the first two Field Theory and Group Dynamics are concerned with identifying existing order- generating mles, whilst the last two elements Action Research and the 3-Step Model are concemed with developing and implementing new order-generating mles.
Organizational Dynamics, Vol.