1947
DOI: 10.1177/001872674700100103
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Frontiers in Group Dynamics

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Cited by 2,631 publications
(868 citation statements)
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References 12 publications
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“…PHN practice borrows heavily from the related disciplines of health promotion, public health and dietetics, and has adopted many of the practice cycles that have evolved in these disciplines (24) , which are all loosely based on action research processes that include cycles of planning, acting, observing and reflecting (25) . Cyclical and systematic processes for intervention management and practice have been used for many years to inform strategic decision making and to enhance the quality and effectiveness of intervention management (26,27) .…”
Section: Core Functions and Competenciesmentioning
confidence: 99%
“…PHN practice borrows heavily from the related disciplines of health promotion, public health and dietetics, and has adopted many of the practice cycles that have evolved in these disciplines (24) , which are all loosely based on action research processes that include cycles of planning, acting, observing and reflecting (25) . Cyclical and systematic processes for intervention management and practice have been used for many years to inform strategic decision making and to enhance the quality and effectiveness of intervention management (26,27) .…”
Section: Core Functions and Competenciesmentioning
confidence: 99%
“…Lewin's (1947) foundational three-stage model of change (unfreeze, change, and refreeze) is particularly insightful here, as it suggests that the first stage of "unfreezing" requires individuals to overcome the behavioral inertia of their current habits.…”
Section: The Process Of Habituation Is Important To Remember People mentioning
confidence: 99%
“…However, in the context of this editorial and in the critical spirit of Rost we wish to challenge today's mythical narrative of change leadership and the reassuring comfort of orthodoxy it encourages, in the real hope that change leadership as currently configured might be receptive to change. Lewin (1947) gave impetus to planned change through Frontiers in Group Dynamics. In a similar manner, Burns (1978) in Leadership gave impetus to a moral form of transforming leadership which emphasized followers, in the belief that such a leadership would transform our institutions and societies.…”
Section: Change Leadership: An Oxymoronmentioning
confidence: 99%