Journal articles: 'Lewin's model of change'

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Levasseur, Robert E. "People Skills: Change Management Tools—Lewin's Change Model." Interfaces 31, no. 4 (August 2001): 71–73. http://dx.doi.org/10.1287/inte.31.4.71.9674.

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Levasseur, Robert E. "People Skills: Change Management Tools--Lewin's Change Model." Interfaces 31, no. 4 (July 2001): 71–73. http://dx.doi.org/10.1287/inte.31.5.71.9674.

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Mellita, Dina, and Efan Elpanso. "Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis." MBIA 19, no. 2 (August 12, 2020): 142–52. http://dx.doi.org/10.33557/mbia.v19i2.989.

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At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective. Abstrak Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif. Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan

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Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: unfreezing." Journal of Kidney Care 3, no. 4 (July 2, 2018): 259–61. http://dx.doi.org/10.12968/jokc.2018.3.4.259.

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Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: movement." Journal of Kidney Care 3, no. 5 (September 2, 2018): 331–33. http://dx.doi.org/10.12968/jokc.2018.3.5.331.

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Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: refreeze." Journal of Kidney Care 3, no. 6 (November 2, 2018): 390–92. http://dx.doi.org/10.12968/jokc.2018.3.6.390.

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Riddle, Connie Rosser. "Development of an Adolescent Inpatient Sexual Abuse Group: Application of Lewin's Model of Change." Journal of Child and Adolescent Psychiatric Nursing 7, no. 1 (January 1994): 17–24. http://dx.doi.org/10.1111/j.1744-6171.1994.tb00185.x.

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Hussain, Syed Talib, Shen Lei, Tayyaba Akram, Muhammad Jamal Haider, Syed Hadi Hussain, and Muhammad Ali. "Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change." Journal of Innovation & Knowledge 3, no. 3 (September 2018): 123–27. http://dx.doi.org/10.1016/j.jik.2016.07.002.

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Rosenbaum, David, Elizabeth More, and Peter Steane. "Planned organisational change management." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 286–303. http://dx.doi.org/10.1108/jocm-06-2015-0089.

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Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.

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Manchester, Julianne, Deanna L. Gray-Miceli, Judith A. Metcalf, Charlotte A. Paolini, Anne H. Napier, Constance L. Coogle, and Myra G. Owens. "Facilitating Lewin's change model with collaborative evaluation in promoting evidence based practices of health professionals." Evaluation and Program Planning 47 (December 2014): 82–90. http://dx.doi.org/10.1016/j.evalprogplan.2014.08.007.

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Burnes, Bernard. "The Origins of Lewin’s Three-Step Model of Change." Journal of Applied Behavioral Science 56, no. 1 (December 18, 2019): 32–59. http://dx.doi.org/10.1177/0021886319892685.

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At the time of his death in 1947, Kurt Lewin was seen as one of the foremost psychologists of his day. He is now best known for his three-step model of change. However, this has been criticized for its “simplicity,” and it has even been suggested that Lewin “never developed such a model,” yet this ignores its links to the rest of Lewin’s work. Surprisingly, there appears to have been no rigorous attempt to understand the connection between Lewin’s early work on field theory and his later work on social and organizational change. In addressing this gap in the Lewin literature, this article will not only show that the three-step model of change is far from being simplistic but also that it was a well-thought-out approach to change based on his development of field theory. The main difference between the two is one of nomenclature rather than substance.

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Liu, Shu-Hui, Chih-Hung Wang, Chi-Ping Deng, Foo Bee Keh, Yi-Jen Lu, and Ya-Chi Tsai. "Action Research Using a Chinese Career Model Based on the Wisdom of Classic of Changes and its Applications." Journal of Pacific Rim Psychology 8, no. 2 (December 2014): 83–94. http://dx.doi.org/10.1017/prp.2014.11.

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To challenge the Taiwan Ministry of Education's (TMOE) dominant enforcement of a person-environment fit model, the Chinese Career Research Center incorporated yin-yang alternation principles from the Classic of Changes (I Ching, Yi Jing or 易經) to develop the model of career development touching the sky yet grounded (TSG) and corresponding practice guidelines, a career website (CCN), and four career service projects. Using Lewin's (1946) cyclical-spiral process of action research, CCN and TSG service projects were promoted to complement the TMOE's fit model, and feedback was utilised to revise our TSG model and its applications. Yin-yang alternation principles and the four stages of chien (the creative) from the Classic of Changes were applied to develop social action strategies. Social change was indicated by counsellors’ and students’ changes in their career views, as well as the TMOE's direct financial support for TSG service projects. This progress is encouraging for whoever is interested in developing culture-inclusive indigenous psychology with practical outcomes.

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Memon, Farzana Akmal. "Role of leadership communication in creating change readiness: revisiting Kurt Lewin's Model in telecommunication sector of Pakistan." Indian Journal of Science and Technology 13, no. 26 (July 18, 2020): 2625–32. http://dx.doi.org/10.17485/ijst/v13i26.933.

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Teguh, Aris, Rr Tutik Sri Hariyati, and Titiek Muhaeriwati. "APPLICABILITY OF LEWIN'S CHANGE MANAGEMENT MODEL FOR OPTIMIZATION MANAGEMENT FUNCTION IN NURSING DELEGATION BETWEEN HEAD NURSE AND TEAM LEADER: A MINI PROJECT IN JAKARTA MILITARY HOSPITAL." International Journal of Nursing and Health Services (IJNHS) 2, no. 2 (June 15, 2019): 66–74. http://dx.doi.org/10.35654/ijnhs.v2i2.136.

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The role of nurses in health care systems is diverse, included being a health care provider to clients, client advocates, educators for clients and families, and nursing service managers. One strategy that can be applied in managerial nursing is delegation. The goal of this study was to assess the applicability of Kurt Lewin's change management method to analyse the management function in nursing delegation between head nurse and team leader. This study was conducted in one of the Jakarta Military Hospital by conducting a mini project consisting of case reports using a fishbone diagram approach, solving problems using Plan-Do-Check-Action (PDCA) tools starting with Plan Of Action (POA), implementation, evaluation, and follow-up. The results of the identification showed that the head of the room in carrying out the delegation was not optimal, included documentation in the delegation book that was not optimal, delays in filling, non uniformity in the format of delegation books in the room, and not understanding due to lack of standardization and control from superiors. Guidelines are used as a reference in delegating nursing to the head of the hospital room, and the documentation of nursing delegates is done correctly because delegates work better when the reporting structure is clear. In conclusion, application fishbone diagram, lewin's change management model, and PDCA cycle can optimize management function in nursing delegation between head nurse and team leader in Jakarta Military Hospital. Recommendations are given to the nursing department, head of the room, team leader, and executive nurses to increase self-awareness, knowledge, and ability in delegating nursing.

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Schein, Edgar H. "Kurt Lewin's Change Theory in the Field and in the Classroom: Notes Toward a Model of Managed Learning." Reflections: The SoL Journal 1, no. 1 (August 1, 1999): 59–74. http://dx.doi.org/10.1162/152417399570287.

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Schein, Edgar H. "Kurt Lewin's change theory in the field and in the classroom: Notes toward a model of managed learning." Systems Practice 9, no. 1 (February 1996): 27–47. http://dx.doi.org/10.1007/bf02173417.

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Berry, David C., and Christine Noller. "Change Management and Athletic Training: A Primer for Athletic Training Educators." Athletic Training Education Journal 15, no. 4 (October 1, 2020): 269–77. http://dx.doi.org/10.4085/1947-380x-19-89.

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Context Change management is a discipline guiding how organizations prepare, equip, and support people to adopt a change to drive organizational success and outcomes successfully. Objective To introduce the concept of change management and create a primer document for athletic training educators to use in the classroom. Background While Lean and Six Sigma methodologies are essential for achieving a high-reliability organization, human resistance to change is inevitable. Change management provides a structured approach via different theoretical methods, specific principles, and tools to guide organizations through growth and development and serves an essential role during process improvement initiatives. Synthesis There are several theories or models of change management, 3 of which are specifically relevant in health care. Kotter and Rathgeber believe change has both an emotional and situational component and use an 8-step approach: increase urgency, guide teams, have the right vision, communicate for buy-in, enable action, create short-term wins, and make-it-stick [Kotter J., Rathgeber H. Our Iceberg is Melting: Changing and Succeeding Under Any Circumstances. New York, NY: St. Martin's Press, 2006]. Bridges' Transitional Model focuses on the premise that change does not influence project success; instead, a transition does [Bridges W. Managing Transitions: Making the Most of Change. Reading, MA: Addison-Wesley Publishing, 1991]. Lewin's model suggests that restraining forces influence organizations and that driving forces cause change to happen [Lewin K. Problems of research in social psychology. In: Cartwright D, ed. Field Theory in Social Science: Selected Theoretical Papers. New York, NY: Harpers; 1951]. Recommendation(s) Whether athletic trainers approach change management in a leadership role or as a stakeholder, newly transitioning professionals and those seeking leadership roles should value and appreciate change management theories and tools. Moreover, while no best practice statement exists relative to the incorporation of change management into a curriculum, addressing the subject early may allow immersive-experience students an opportunity to use change management during a process improvement initiative, facilitating a greater appreciation of the content. Conclusion(s) Athletic training curriculums should consider including change management course content, whether separately or in combination with other process-improvement content, thereby familiarizing athletic trainers with a common language for organizational and professional change.

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Prokosch, H. U., T. Ganslandt, and J. Šuc. "Applicability of Lewin´s Change Management Model in a Hospital Setting." Methods of Information in Medicine 48, no. 05 (2009): 419–28. http://dx.doi.org/10.3414/me9235.

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Summary Objectives: Today’s socio-economic developments in the healthcare area require continued optimization of processes and cost structures at hospitals, often associated with process changes for different occupational groups in the hospital. Formal methods for managing change have been established in other industries. The goal of this study was to assess the applicability of Kurt Lewin’s change management method to a health informatics-related project at a German university hospital. Methods: A project at the University Hospital Erlangen introducing changed requirements in the documentation of costly material in the surgical area was conducted following the concept of Lewin’s approach based on field theory, group dynamics, action research and the three steps of change. A data warehouse contributed information to several steps in the change process. Results: The model was successfully applied to the change project. Socio-dynamic forces relevant to the project goals were identified and considered in the design of the new documentation concept. The achieved documentation level met the new requirements and in some areas even exceeded them. Conclusions: Based on the project experiences, we consider Kurt Lewin’s approach applicable to change management projects in the hospital sector without a requirement for substantial additional resources, however, specific hospital characteristics need to be taken into account. The data warehouse played an important role by providing essential contributions throughout the entire change process.

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Cygańska, Małgorzata, and Zbigniew Marcinkiewicz. "Behavior of Hospital Mid-Level Managers in Budgeting Implementation - an Empirical Study." Olsztyn Economic Journal 9, no. 3 (September 19, 2014): 237–49. http://dx.doi.org/10.31648/oej.3179.

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This study examines the introduction of management changes in a hospital based on the Lewin's model. It focuses on the attitudes of a hospital's mid-level managers to a new management-budgeting system. The conclusions are based on empirical research. The article analyzes the change implementation process related to the budgeting system in a hospital with particular consideration of the attitudes and the level of involvement of employees in the performance of new tasks. The analysis showed that the top management of hospitals and the mid-level management do not see the effects of changes related to budgeting in similar ways. This may cause significant hindrances to the process of employees adopting attitudes and behaviors required by the top management. The diversity of opinions in this area may result from: not specifying in detail the targets of budgeting by the top management or not informing the medium-level management of them, a lack of set measures for evaluation of the performance of budget tasks, aiming at achievement of the assumed targets by means of methods not accepted by the employees.

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Cone, Catherine, and Elizabeth Unni. "Achieving consensus using a modified Delphi Technique embedded in Lewin's change management model designed to improve faculty satisfaction in a pharmacy school." Research in Social and Administrative Pharmacy 16, no. 12 (December 2020): 1711–17. http://dx.doi.org/10.1016/j.sapharm.2020.02.007.

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Bakari, Haroon, Ahmed Imran Hunjra, and Ghulam Shabbir Khan Niazi. "How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model." Journal of Change Management 17, no. 2 (March 15, 2017): 155–87. http://dx.doi.org/10.1080/14697017.2017.1299370.

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Parra, Gerby C. "The Day Our School Went Pitch Black and the Nights We Reclaimed the Light." International Journal for Innovation Education and Research 9, no. 5 (May 1, 2021): 174–76. http://dx.doi.org/10.31686/ijier.vol9.iss5.3083.

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I will never forget that a year ago, last March 2020, we had to close our school suddenly. It feels like someone just turned off the light without warning, and everything went pitch black. Confused and scared, we tried to make sense of and confront the endless challenges that the COVID-19 pandemic brought upon our school organization. The virus caused significant interruptions to our processes, policies, people, technostructure, and financial resources. However, with each tiresome blow, the school leaders and teachers navigated through and around those challenges. The only comforting thought was we were not alone in our quest to survive, for every organization around the world was thrown into this catastrophic state and was fighting hard to persist and endure. Looking back, I reflect on the extraordinary challenges our organization experienced akin with most organizations using Kurt Lewin's Three-Step Change Model and the three ways we responded to COVID-19.

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Kippenberger, T. "Planned change: Kurt Lewin's legacy." Antidote 3, no. 4 (June 1998): 10–12. http://dx.doi.org/10.1108/eum0000000006617.

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Haleem, Fazal. "Planning Change in an Organization; MCB Bank Limited, Pakistan." Journal of Central Banking Theory and Practice 4, no. 2 (May 1, 2015): 75–107. http://dx.doi.org/10.1515/jcbtp-2015-0010.

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Abstract This paper is primarily based on a case study of a leading bank in Pakistan, that is, MCB Bank Ltd. Four established change models have been applied to the bank to find out how a change comes in/ is brought in, managed, and how it affects organizational environment and its stakeholders, particularly customers and employees. The four established change models applied are the change management approach by Ansoff and McDonnell; the change management model by Kurt Lewin; the 7S framework by Thoman J. Peters and Robert H. Waterman; and the change management model developed by Stephanie Elam. The study covers a change management aspect such as strategic intervention technique; a need for change management; resource implication; planning change; strategies in change management; system effectiveness; managing resistance to change; leadership issues; cultural issues; people issues; external environment issues; workable approach to overcome change resistance; appropriate model and implementing the model.

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Shaikh, Ahmed. "Understanding Change: A Critical Review of Literature." Annals of Contemporary Developments in Management & HR 2, no. 2 (May 1, 2020): 40–44. http://dx.doi.org/10.33166/acdmhr.2020.02.005.

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The current paper has attempted to shed light on the concept of change and the prominent models that can be of value for managerial authorities to bring transformation in their business. the paper sheds light on change which is refers to the continuous modifications that an organisation or individuals make to deal with adjustments in any matter. The paper highlights that although there are no static models of change yet still, some prominent perspectives and frameworks can be considered for top management and decision making bodies to make sense of the concept of change and work on developing policies and practices to ensure they remain competitive. The article discusses the idea forwarded by Lewin for change which catered to three stages at the first place. Following to this, the article discusses Burke and Litwin model of change that has been widely considered for business sectors for change management. Towards the end, the article discusses the ADKAR model of change. Taken together, the article provides crucial information for change enthusiasts to get firsthand information to start learning about how organizations can bring about objective changes.

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Wan, James, Raafat Saade, and Ling Wang. "Deriving significant factors for managing change in UN." Journal of Organizational Change Management 33, no. 1 (November 22, 2019): 114–26. http://dx.doi.org/10.1108/jocm-10-2018-0288.

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Purpose A consequence of the UN general assembly resolution calling for increased efficiency and better utilization of resources in all its agencies, is a mandate for change. As a response to this resolution, the purpose of this paper is to identify the key factors for managing change. Design/methodology/approach A survey methodology approach was used where officials representing department heads, middle managers, professionals and specialists were the target participants. Exploratory factor analysis was done for factor validation and reduction, followed by confirmatory factor analysis to identify the relationships between those factors. Findings Three significant factors, communication, temporal sensitivity and knowledge were found to represent a shared common theoretical propositions from Kotter’s, Lewin’s and ADKAR models. Extracted factor explain the proposed United Nations (UN) model. Research limitations/implications Due to political and cultural reasons, characteristics of participants could not be revealed. Also, a larger pool of participants spanning across all the UN agencies would provide more comprehensive view. The final UN model proposed herein would need to be further validated and tested within each agency as well as across them. Practical implications The study urges the UN to utilize its findings, with the hope of standardizing an effective change management model for all its agencies. Originality/value While change management literature primarily focuses on the private sector, few are applicable in the public sector. Research effort on managing change in UN is scarce. This study advocates the need for UN research to fill this very important gap. As such, the authors test existing theoretical model and then adapt it for the UN context.

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Marshak, Robert J. "Lewin Meets Confucius: A Review of the OD Model of Change." Journal of Applied Behavioral Science 29, no. 4 (December 1993): 393–415. http://dx.doi.org/10.1177/0021886393294002.

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Rizky, Ulfah. "Inclusive Human Resource Management Practice to Change The Organizational Climate." IJDS Indonesian Journal of Disability Studies 8, no. 01 (May 31, 2021): 43–59. http://dx.doi.org/10.21776/ub.ijds.2021.008.01.03.

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This study aims to describe and analyze the organizational climate change process in Mandiri Contact Center (MCC) Yogyakarta which employs people with disabilities since the implementation of the Mandiri Kriya Difabel Program. A qualitative method with an instrumental case study approach is used in this study. To collect the data, the researcher uses interview, observation and documentation study technique. The results show that by implementing an inclusive human resource management, the Mandiri Kriya Difabel Program has succeeded to change an exclusive organizational climate into an inclusive disability organizational climate. This is the first study which combines Lewin’s Three Step Change Model, Social Model of Disability, and Inclusive Dimensions on Organizational Climate as a framework to research a disability inclusive organizational climate change. This research provides an inclusive method to manage employees with disabilities and a new academic reference on organizational change study.

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Abd el-shafy, Ibrahim, Jennifer Zapke, Danielle Sargeant, Jose M. Prince, and Nathan A. M. Christopherson. "Decreased Pediatric Trauma Length of Stay and Improved Disposition With Implementation of Lewinʼs Change Model." Journal of Trauma Nursing 26, no. 2 (2019): 84–88. http://dx.doi.org/10.1097/jtn.0000000000000426.

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LEWIS, P. D., and T. R. MORRIS. "Research note: amendments to the model for predicting age at sexual maturity for growing pullets of layer strains following changes in photoperiod." Journal of Agricultural Science 142, no. 5 (October 2004): 613–14. http://dx.doi.org/10.1017/s002185960400471x.

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A model was published by Lewis et al. (2002) to predict the mean age at first egg (AFE) for pullets of laying strains reared under non-limiting environmental conditions and exposed to a single change in photoperiod during the rearing stage. Subsequently, Lewis et al. (2003) reported the effects of two opposing changes in photoperiod, which showed that the first change appears to alter the pullet's physiological age so that it responds to the second change as though it had been given at an earlier age (if photoperiod was decreased), or later age (if photoperiod was increased) than the true chronological age. During the construction of a computer model based on these two publications, it became apparent that some of the components of the models needed adjustment. The amendments relate to (1) the standard deviation (S.D.) used for calculating the proportion of a young flock that has attained photosensitivity, (2) the equation for calculating the slope of the line relating AFE to age at transfer from one photoperiod to another, (3) the equation used for estimating the distribution of AFE as a function of the mean value, (4) the point of no return when pullets which have started spontaneous maturation in response to the current photoperiod can no longer respond to a late change in photoperiod and (5) the equations used for calculating the distribution of AFE when the trait is bimodal.

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Johnson, Anya, Helena Nguyen, Markus Groth, Karyn Wang, and Ju Li Ng. "Time to change: a review of organisational culture change in health care organisations." Journal of Organizational Effectiveness: People and Performance 3, no. 3 (September 5, 2016): 265–88. http://dx.doi.org/10.1108/joepp-06-2016-0040.

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Purpose The culture of an organization shapes the attitudes and behaviors of employees and plays a key role in driving organizational outcomes. Yet, it is enormously challenging to manage or change. The purpose of this paper is to review the recent literature on culture change interventions in health care organizations to identify the common themes underpinning these interventions. Design/methodology/approach The paper is developed from an extensive review of the literature on culture change interventions in health care from 2005 to 2015, building on previous reviews and highlighting examples of good practice. Findings All culture change interventions included in the review used processes and techniques that can be classified into Lewin’s (1951) three stage model of change. These include providing evidence for the need for change through data, a range of successful change strategies, and strategies for embedding the culture change into business as usual. Practical implications There is no “one size fits all” recipe for culture change. Rather, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization, and strategies to embed the culture change are important for the change process to happen. Originality/value The authors provide an important insight into the key principles and features of culture change interventions to provide practitioners with guidance on the process within health care and other organizations.

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Belyaev, Victor, Olga Kuznetsova, and Oksana Pyatkova. "SOCIAL AND LABOUR RELATIONS: MANAGING THE STRUCTURE IN IMPLEMENTING INNOVATIVE CHANGES." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 21, 2019): 65. http://dx.doi.org/10.17770/sie2019vol6.3987.

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Implementing innovation programmes often encounters employee resistance to change. The paperprovides evidence that the essential characteristics of the causes for such resistance lie in the contents and structure of the social and labour relations. They manifest themselves as opportunism at work. The authors believe that this problem can be solved by developing K. Lewin’s and E. Schein’s change management models. While implementing innovative programmes by using one of these models, atthe opening stage, by the procedure developed by the authors, it is suggested to do research aimed at identifying the contents of the social and labour relations that have been formed within an organisation in order to reveal the quantitative measure of opportunistic behaviour of personnel in their structure and their further correcting towards decreasing the potential of employee resistance to change. For this purpose, the authors developed five scenarios and tools for gathering data through an employee survey in the environment where implementing innovative changes is expected. The findings are supposed to be presented in the form of M. Porter’s diagram, on the axes of which are indicated the types of social and labour relations; it perfectly reveals problem areas in the general structure of the social and labour relations. It is the managerial impact on them that allows a decrease in employee opportunistic potential. The evaluation of the methodical approaches, which the authors made in health care institutions, has shown that implementing innovation changes encounters much less employee resistance. Using this conceptual model of change management oriented towards changes in the structure of the social and labour relations allows an increase in efficiency and effectiveness of implementing innovative changes in organizations.

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DaCosta, Joanna. "Insights for implementing change in healthcare." British Journal of Healthcare Management 26, no. 1 (January 2, 2020): 20–26. http://dx.doi.org/10.12968/bjhc.2018.0022.

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Healthcare systems are complex; this is reflected in their diverse structures, cultures and services. Organisational culture is an important aspect to consider when planning any intervention changes. Working in and with teams that include members from different professional and organisational backgrounds, and successfully managing these potential tensions, can be challenging. This article reviews the elements required to instigate organisational change when planning an intervention and the possible barriers preventing doctors from full engagement in these projects. It discusses the model of ‘planned change’, which was first described by Lewin in 1947, and its evolution through recent decades as a framework for organisational change. It also emphasises the importance of workplace culture in the successful implementation of change within healthcare services and argues that a stronger emphasis on management skills is needed in doctor training. Doctors are an underused resource in healthcare management and should be encouraged to take a more proactive role.

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Gaivoronskaya, T. V., L. V. Vermennikova, E. A. Chabanets, and A. A. Rykova. "Force Field Analysis and K. Lewin’s Change Model as leverages of “Lean University” principles in student environment." Kuban Scientific Medical Bulletin 28, no. 1 (February 13, 2021): 152–65. http://dx.doi.org/10.25207/1608-6228-2021-28-1-152-165.

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Skaugen, Thomas, Marit Astrup, Lars A. Roald, and Eirik Førland. "Scenarios of extreme daily precipitation for Norway under climate change." Hydrology Research 35, no. 1 (February 1, 2004): 1–13. http://dx.doi.org/10.2166/nh.2004.0001.

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Based on downscaled daily precipitation values from the global climate model of the Max Planck Institute in Hamburg, time series of 20 years have been generated to describe the current climate of 1980–1999 (control data) and the future climate of 2030–2049 (scenario data) for Norway. These time series serve as training data for the Randomised Bartlett-Lewis Rectangular Pulse Model (RBLRPM), a precipitation simulation model, and time series of 1000 years length have been generated to assess possible changes in the extreme precipitation regime due to climate change. The analysis of changes in extreme value patterns for annual and seasonal values in the scenario and control data sets shows tendencies towards increased extreme values and seasonal shifts for the scenario period. A general increase in mean and standard deviation of the extreme value sample and for values of 10 and 100 years return period is found, although the regional variability is significant. For some regions the increase is in the order of 10 to 50 % for both annual and seasonal values.

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Brown, Craig William, and Petrus Elofuke. "Multiperspective simulations for implementing a change in service: stroke telethrombolysis." BMJ Simulation and Technology Enhanced Learning 7, no. 6 (June 4, 2021): 624–26. http://dx.doi.org/10.1136/bmjstel-2020-000848.

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Simulation-based training has been used in a variety of ways to demonstrate and improve process elements of patient care. One example of this is in improving door-to-needle times in hyperacute stroke care. Changes in service by one team which affect another bring difference of opinions between service providers involved and can lead to interdepartmental conflict. In this report, we use Kurt Lewin’s model for change to describe how a series of multiperspective simulation-based exercises were used in implementing a change in practice with the introduction of telethrombolysis within a large tertiary stroke referral hospital. The use of multiperspective or bidirectional simulation allowed a ‘meeting of minds’ with each service able to illustrate key themes to the other service. This was demonstrated through a series of simulation-based exercises. Following successful simulation-based exercises and subsequent interdepartmental agreement, a telethrombolysis pilot has been conducted within our centre. Ongoing audit of practice continues as this method of treatment delivery is continued. Further simulation work is planned as a national thrombectomy service is instigated.

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Moshaver, Maryam A. "Telos and Temporality: Phenomenology and the Experience of Time in Lewin's Study of Perception." Journal of the American Musicological Society 65, no. 1 (2012): 179–214. http://dx.doi.org/10.1525/jams.2012.65.1.179.

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Abstract In his 1986 essay on the intersections between music theory, phenomenology, and perception, David Lewin develops a heuristic model through which to come to terms with the constitution of multiple and heterogeneous perceptions of musical events. One of his principal vehicles for demonstrating this phenomenological turn is the well-known analysis of Schubert's “Morgengruß.” The present article considers the ramifications of Lewin's methodology, particularly with respect to the experience of time that emerges from Lewin's mobilization of the heuristic perception model, by approaching it from the perspective of Husserl's Phenomenology of Internal Time Consciousness. This perspective reveals a superposition of temporalities as well as a superposition of languages as the underlying factors through which Lewin's analysis is produced.

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Bent-Cunningham, Claudine, and Nicole Mauzard. "Empowering Leaders through the COVID -19 Crisis: Implementing a Transformative Communication Model." EAST AFRICAN JOURNAL OF EDUCATION AND SOCIAL SCIENCES, Issue 2 (April to June 2021) (May 24, 2021): 157–68. http://dx.doi.org/10.46606/eajess2021v02i02.0086.

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This study was a reflection on the implementation of a transformative communication model at a school in Central Jamaica to address interruptions in communication and school operations among key stakeholders brought by the COVID-19 pandemic. The researchers sought to establish what kind of support the leaders and teacher leaders needed to improve communication among staff members and pupils in order to restore stability to the school environment. The project employed the Kurt Lewin’s change model: Unfreeze, Change, re-freeze. The study involved seven participants: the leader of the institution and six teachers who operated as teacher leaders with varying leadership portfolios. The researchers found that crisis leadership was necessary to mitigate against the impact of the COVID-19 pandemic on the institution which existed in the deep rural community. The researchers also found that improving leader’ and teacher leaders’ communication competencies boosted morale and encouraged normalcy in school operations. In applying the transformative communication model, the institution was entirely transferred to the TEAMS platform. A team of international experts in education and communication, that became a sustained extension of the institution, trained the leader and teacher leaders to manage the crisis and increased their communication competencies, while normal school operations continued on the platform. This project demonstrated that in times of crisis, if all stakeholders collaborate, organizational goals can be attained.

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Irawan, Arie Wibowo. "MANAJEMEN PERUBAHAN PADA PERUSAHAAN KELUARGA: STUDI KASUS PT RODA BAHARI." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 2, no. 1 (March 29, 2018): 59–72. http://dx.doi.org/10.34203/jimfe.v2i1.721.

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ABSTRACTFamily business is the main driving of Indonesian economy. This sector contribute about 82,44% of total Indonesian GDP. The number of family business is about 99% of total Small Medium Enterprise (SME) in Indonesia. However, only a little family business can survive and scalling up. PT. Roda Bahari that become object of this research is one of the family business. The aim of this research is to analyze change management process and company cycle. This research is important to formulate and prepare for every stage of the transformation process required by PT. Roda Bahari in order to create a professional business entity. The study was conducted in Bogor. The method analysis used is descriptive and the type of data is qualitative. Qualitative data collection was done by interviews and FGD (Focus Group Discussion). The number of responden are 10 person including stakeholder, top management, and staff. To identify the changes that has occured was used Lewins Three Step Model and to identify the changes that will be done was used Kotter Eight Stage Change Process. The result shows that this family business currently in managing phase indicated by company's growth and involvement of the extended family. In order to move to the next phase (transformation phase), PT. Roda Bahari should apply change management. This change management process, require internal agent of change, who has competency, involve in day to day business, and also has strategic access to owner. Based on the identification using Kotter theory, it is known that PT. Roda Bahari should make change in organizational structure, corporate culture, and company policies toward transformation phase.Key Words: Family Business, Change Management, Company Cycle

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Ainslie, George, and John Monterosso. "Why not emotions as motivated behaviors?" Behavioral and Brain Sciences 28, no. 2 (April 2005): 194–95. http://dx.doi.org/10.1017/s0140525x05220046.

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Lewis's dynamic systems approach is a refreshing change from the reflexology of most neuroscience, but it could go a step further: It could include the expected rewardingness of an emotion in the recursive feedback loop that determines whether the emotion will occur. Two possible objections to such a model are discussed: that emotions are not deliberate, and that negative emotions should lose out as instrumental choices.

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Buntuang, Pricylia Chintya Dewi. "MANAJEMEN PERUBAHAN DI PEMERINTAH DAERAH PROVINSI SULAWESI TENGAH." Jurnal Ilmu Manajemen Universitas Tadulako (JIMUT) 2, no. 1 (January 31, 2016): 97–106. http://dx.doi.org/10.22487/jimut.v2i1.45.

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This study aims to know and analyze of the description implementation of change management in Central Sulawesi Provincial Government. The method used in this research is descriptive. This research was conducted at work unit of local government area of Central Sulawesi Province with unit of employee analysis. . Data were obtained using observation, questionnaire and documentation. The sample of the study amounted to 308 respondents determined by stratified random sampling technique. The results show that the implementation of change management in the Central Sulawesi Provincial Government has been implemented based on the model developed by Kurt Lewin which consists of unfreezing, changing and refreezing, where the research results show that the most influential aspect in shaping change management in Central Sulawesi Province is the refreezing aspect which states that employees create / maintain change, while the weakest aspect in influencing change management is unfreezing caused employees are less ready to face changes even employees less open themselves to changes made by the organization in this case the unit of work area . Penelitian ini bertujuan untuk mengetahui dan menganalisis deskripsi pelaksanaan manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah. Metode yang digunakan pada penelitian adalah deskriptif. Penelitian ini dilakukan di satuan kerja perangkat daerah Pemerintah Daerah Provinsi Sulawesi Tengah dengan unit analisis pegawai. Data diperoleh dengan menggunakan observasi, kuesioner dan dokumentasi. Sampel penelitian berjumlah 308 responden yang ditentukan dengan teknik stratified random sampling. Hasil penelitian menunjukkan bahwa pelaksanaan manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah sudah dijalankan berdasarkan model yang dikembangkan Kurt Lewin yang terdiri dari unfreezing, changing, dan refreezing, dimana hasil penelitian menunjukkan bahwa aspek yang paling berpengaruh dalam membentuk manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah adalah aspek refreezing yang menyatakan bahwa pegawai menciptakan/memelihara perubahan, sedangkan aspek yang paling lemah dalam mempengaruhi manajemen perubahan adalah unfreezing yang disebabkan oleh pegawai kurang siap dalam menghadapi perubahan bahkan pegawai kurang membuka diri terhadap perubahan yang dilakukan organisasi yang dalam hal ini satuan kerja perangkat daerah.

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Yusof, Norhafezah, Rosna Awang Hashim, Nena P. Valdez, and Aizan Yaacob. "Managing diversity in higher education." Journal of Asian Pacific Communication 28, no. 1 (January 19, 2018): 41–60. http://dx.doi.org/10.1075/japc.00003.yus.

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Abstract Situated in the first stage of Lewin’s Change Management Model (Lewin, 1947), this study examined the strategic communication plan needed to enable Higher Educational Institutions (HEIs) to embrace learner diversity via diversity engagement. Participants were 56 academics from 14 public and two private universities in Malaysia who attended the Learner Diversity training module at the Higher Education Leadership Academy (AKEPT) between the periods from 2014 to 2015. During the training sessions, participants were asked to diagnose the existing communication strategies of their respective universities that concerned learner diversity, and to suggest ways to fulfill the mission of driving diversity in their respective universities. Each participant wrote three series of reflective writings and these created a total database of 168 reflective notes. The data were analyzed using the six phases of thematic analysis proposed by Braun and Clarke (2006). The findings have identified three main themes for a strategic communication planning approach: (1) re-examining the institutional mission statement on inclusive diversity practices, (2) changing the mindset of academe, and (3) starting with small steps when introducing change in embracing learner diversity. This study served as one of the baseline studies conducted at the national level to comprehend the potential of a strategic communication planning process in HEIs from the perspectives of employees.

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Aslam, Usman, Farwa Muqadas, Muhammad Kashif Imran, and Abdul Saboor. "Emerging organizational parameters and their roles in implementation of organizational change." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1084–104. http://dx.doi.org/10.1108/jocm-08-2017-0300.

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Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

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Setyawan, Herman. "Strategi Organizational Development Melalui Aplikasi Persuratan dan Kearsipan Elektronik My Office di Universitas Negeri Yogyakarta." Diplomatika: Jurnal Kearsipan Terapan 2, no. 1 (November 22, 2018): 34. http://dx.doi.org/10.22146/diplomatika.39527.

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Every organization is very necessary to develop along with the times. Organizations must be able to adapt to changes in various aspects of life, such as technological, economic, political, and cultural change. In facing change, a concept is needed to assist an organization in creating an effective response to this change. This paper is based on the development of My Office application of mailing and filing at Universitas Negeri Yogyakarta (UNY), especially in the Sub-Section of Administration and Filing as the key holder of the UNY Rectorate system, and then analyzed with the organizational development model developed by Kurt Lewin. With a qualitative-descriptive approach, this study attempts to answer the question: "How is the organization's growth strategy in UNY through the use of My Office mailing and filing applications?". In general, organizational changes occur with the use of this application, especially in terms of information flow acceleration, mail flow monitoring, and paper savings. But the changes that are attempted do not necessarily change the organization instantly because there are several factors that hinder the change.Setiap organisasi sangat perlu untuk berkembang seiring dengan perkembangan zaman. Organisasi harus mampu beradaptasi dengan perubahan dalam berbagai aspek kehidupan, seperti perkembangan teknologi, ekonomi, politik, dan perubahan budaya. Dalam mengahadapi perubahan, diperlukan sebuah konsep untuk membantu sebuah organisasi dalam menciptakan respon yang efektif terhadap perubahan ini. Paper ini disusun berdasarkan pengembangan aplikasi persuratan dan kearsipan My Office di Universitas Negeri Yogyakarta (UNY), terutama pada Sub-bagian Tata Usaha dan Kearsipan sebagai pemegang kunci tata persuratan di lingkungan Rektorat UNY, kemudian dianalisis dengan model perkembangan organisasi yang dikembangkan oleh Kurt Lewin. Dengan pendekatan kualitatif-deskriptif, penelitian ini mencoba menjawab pertanyaan: “Bagaimana startegi perkembangan organisasi di UNY melalui penggunaan aplikasi persuratan dan kearsipan My Office?”. Secara umum, terjadi perubahan operasional organisasi dengan penggunaan aplikasi ini, terutama dalam hal percepatan arus informasi, monitoring alur surat, dan penghematan kertas. Namun perubahan yang diupayakan tidak serta merta mengubah organisasi secara instan karena ada beberapa faktor yang menghambat perubahan tersebut.

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Cook, Miranda, Okezi Obrutu, Tammy Reasoner, Courtney Bursuc, Kathy Taylor, Sarah Moore, Stacie Schmidt, and Amy Webb Girard. "Resource Management & Healthy Purchasing Behaviors Show Direct Effects on Diet Change in Pathway Analysis Exploring Mechanisms of Action for a Produce Prescription Program." Current Developments in Nutrition 5, Supplement_2 (June 2021): 970. http://dx.doi.org/10.1093/cdn/nzab051_014.

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Abstract Objectives Investigate the mechanisms of action in a produce prescription program through pathway analysis. Methods The Georgia Food for Health program is a produce prescription program that provides cooking classes, nutrition education, and vouchers redeemable for produce over a six-month intervention period. Program data collected between 2018 and 2019 were used to fit a pathway model estimating the relationships in the program. Measures included the number of program visits attended, per-person total produce voucher redemption (in US dollars), change in food security, diet score (based on a modified food frequency questionnaire), purchase score (a measure of healthy purchasing behaviors), resource score (a measure of resource management behaviors), as well as blood pressure, waist circumference, and BMI. The model controlled for sex and age of participant as well as site and year of program participation. Model fit was interpreted based on the following indices: Root Mean Squared Error of Approximation (RMSEA), Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), and Standardized Root Mean Squared Residual (SRMR). The lavaan package version 0.6–3 in R software was used for the pathway analysis component. Results Neither number of visits attended nor per-person total redemption had direct effects on change in resource score or change in purchase score from baseline to endline of the program. Change in resource score had a moderate direct effect on change in diet score (β = 0.185, P < 0.05). Change in purchase score also had a moderate direct effect on change in diet score (β = 0.149, P < 0.05). No factors had significant effects on change in food security. Diet score did not have significant effects on change in clinical outcome measures. Model fit was good with RMSEA <0.001, CFI is >0.95, TLI >0.95, and SRMR <0.08. Conclusions Produce prescription programs show promise of improving diet scores through improving healthy purchasing and resource management behaviors. Additional research is needed to determine factors that influence changes in these behaviors and how to maximize their effects for similar programs. Funding Sources Supported partially by the National Center for Advancing Translational Sciences of the National Institutes of Health under Award Number UL1TR002378. Additional funding provided by Open Hand Atlanta.

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Risse, Paul-André, Anouk Lavoie-Lamoureux, Taisuke Jo, Kimitake Tsuchiya, Sana Siddiqui, and James G. Martin. "Airway arginase expression and Nω-hydroxy-nor-arginine effect on methacholine-induced bronchoconstriction differentiate Lewis and Fischer rat strains." Journal of Applied Physiology 116, no. 6 (March 15, 2014): 621–27. http://dx.doi.org/10.1152/japplphysiol.01241.2013.

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Innate airway hyperresponsiveness (AHR) is well modeled by two strains of rat, the hyperresponsive Fischer 344 rat and the normoresponsive Lewis rat. Arginase has been implicated in AHR associated with allergic asthma models. We addressed the role of arginase in innate AHR using the Fischer-Lewis model. In vivo arginase inhibition with Nω-hydroxy-nor-arginine (nor-NOHA) was evaluated on methacholine-induced bronchoconstriction in the Fischer and the Lewis rats. Arginase activity and mRNA expression were quantified in structural and resident cells of the proximal airway tree. The effect of nor-NOHA was evaluated on cultured tracheal smooth muscle proliferation. Fischer rats exhibited significantly greater changes in respiratory resistance and elastance in response to methacholine compared with Lewis rats. nor-NOHA reduced the methacholine-induced bronchoconstriction in the central airways of Lewis rats, while it did not change the innate AHR of Fischer rats. Lewis rats exhibited greater arginase activity in tracheal smooth muscle but a lower proliferation rate compared with Fischer rats. Smooth muscle proliferation was not affected by nor-NOHA in either strain of rats. The strain-specific arginase expression in the smooth muscle may contribute to the differences in sensitivity of the methacholine challenged airways of Lewis and Fischer rats to inhibition of arginase.

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Lee, Ting-Ting. "Adopting a personal digital assistant system: application of Lewin's change theory." Journal of Advanced Nursing 55, no. 4 (August 2006): 487–96. http://dx.doi.org/10.1111/j.1365-2648.2006.03935.x.

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Lewis, Jordan P., and Eric Wortman. "GEROTRANSCENDENCE OF ALASKA NATIVE ELDERS AGING SUCCESSFULLY IN THE ALEUTIAN AND PRIBILOF ISLANDS." Innovation in Aging 3, Supplement_1 (November 2019): S517—S518. http://dx.doi.org/10.1093/geroni/igz038.1908.

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Abstract Meeting the healthcare needs of Alaska Native (AN) Elders in remote communities is critical to support successful aging and this study allows AN Elders from the Aleutian region to share their experiences and define successful aging, supporting the limited research on AN successful aging. This study interviewed 19 Elders in two communities from the Aleutian region of Alaska. Using a 20-item questionnaire based on Kleinman’s explanatory model to explore successful aging and experiences of being an Elder. Thematic analysis was employed to identify the characteristics and activities of Elders coping and adapting to aging-related changes. This study identified 5 core elements of successful aging, 4 of which formed Lewis’s AN model of successful aging (2011): Mental and Emotional Wellbeing, Spirituality, Purposefulness, and Physical Health and Mobility, and the new element of Gerotranscendence. The unique finding of this study that expands Lewis’s model is the change in mindset Elders experience as they self-reflect. Elders describe being more intentional in their relationships and a stronger connection to traditional cultural and spiritual activities, described by Tornstam (2005) as gerotranscendence. This research will be used locally to develop community specific health promotion and prevention programs to improve Elder services. These findings can also be used by health care providers to help Elders find meaningful activities that promote health and teach individuals to cope with aging-related changes.

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Song and Kim. "Culture and Art Education to Promote Cultural Welfare in Civil Society." Social Sciences 8, no. 12 (November 22, 2019): 322. http://dx.doi.org/10.3390/socsci8120322.

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Today, intellectual education based on the various experiences and emotions of citizens through culture and art education draws attention in terms of obtaining improvements in social welfare. Citizens can become further aware of culture and art and get a wider range of benefits in cultural welfare. Culture and art education are important activities of cultural welfare. This study examines some of the successes of the Seoul Arts Center academy, which represents and hosts diverse cultural and art activities in South Korea. These activities have led to successful promotion of culture and art education for Seoul citizens. Based on Lewin’s change management process model, the cases that were analyzed focus on the change in culture and art education in the Seoul Arts Center academy. Findings from this study indicate the contribution to the improvement in cultural welfare for citizens from their engagement in activities within art education and culture. The discussion also highlights that good management of the changes in educational activity with the citizens’ needs and improvements in the maturity of civil society were critical factors for educational sustainability and success.

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Abdellatif, M., W. Atherton, and R. Alkhaddar. "Application of the stochastic model for temporal rainfall disaggregation for hydrological studies in north western England." Journal of Hydroinformatics 15, no. 2 (December 27, 2012): 555–67. http://dx.doi.org/10.2166/hydro.2012.090.

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Assessment of climate change on any hydrological system requires higher temporal resolution at hourly or less in terms of time scale. This paper implements the Bartlett–Lewis Rectangular Pulses (BLRP) model coupled with a proportional adjusting procedure to disaggregate daily rainfall to hourly rainfall in order to demonstrate the reliability of this method. Three stations in northwestern England have been selected that represent different climates in the region. Parameters estimation of the BLRP model has been performed under different levels of hourly rainfall aggregation for a combination of rainfall statistics. The HYETOS model, which applies BLRP, reproduced standard statistics such as mean, variance, Lag-1, autocorrelation as well as dry proportions. Moreover, the model was proven to have the capability to disaggregate the rainfall extremes. The fitted BLRP model could then be used to disaggregate future daily rainfall in order to investigate the climate change impact of different rainfall intensities.

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Journal articles on the topic 'Lewin's model of change'

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