Draw it, Check it, Change it: Reviving Lewin's Topology to Facilitate Organizational Change Theory and Practice
Paul C. Endrejat, Bernard Burnes
Abstract
The purpose of this paper is to explain and update Kurt Lewin's concept of topological psychology and show how it can improve how we think about and undertake organizational change. To illustrate the use of this concept, we have created an imaginary dialogue in which Lewin helps an organization to move from fixed- to hot-desking. In this dialogue, we draw on Lewin's writings to show how he might have responded to criticisms of his work (e.g., that his diagnostic approach is too mechanistic to work in a socially constructed world). Based on our discussion of topological psychology, we offer three recommendations to better connect theory building with managerial thinking: (1) use plain language to explain your concepts; (2) use drawings to illustrate and explain the change situation; and (3) focus on the exceptions and not the rules in order to generate a better understanding of the nature of organizational life.