Kurt Lewin

Kurt Lewin Kurt Lewin is an excellent innovator in the field of psychology. The theory he developed, the research method he used, and the people he influenced had a great influence on psychology, and even the social psychology. Louwyn was born in 1890 and currently is in the village of Mogrino, the second child of the four children in Pozen's province of Prussia. His parents have a grocery store and farm in the village.

As early as the 1930's, psychologist Kurt Ruwin proposed formula B = f (P, E). The expression shows that the behavior (B) is a function of the person (P) and that person's environment (E). Lewin's expression shows that the same person (user, etc.) behaves differently in different environments. In other words, the best way to predict how users are using our system is to observe them in the natural environment. Context is a skeleton key for drawing out the needs of users. In other words, it brings in new features and product ideas.

Psychologist Kurt Ruwin is often referred to as the father of contemporary social psychology. His groundbreaking theory thinks that behavior is caused by personal characteristics and environment. Lewin's emphasis on scientific methodology and systematic research has had a tremendous impact on future social psychology research. His leadership style is also very famous. Hugo Munsterberg is a German psychologist who is known for his contribution to applied psychology. His work still affects many areas of modern psychology, but his legacy has been forgotten for years. Learn about Hugo Munsterberg's life, career, theory with this short biography.

The inventor of the change is Kurt Lewin, one of my heroes. Lewin is an excellent founder of social psychology and organization transformation and incorporates long-term responsibility into a systematic concept. As a force to affect administrators and employees. Unfortunately, not the context, only the term is prevalent. We now create psychological and individualized problems and personalize it as "employees and managers". In this spiritual model, it is always another thing. Employees 'boycott' and senior management 'have no commitment'. People who say "I am interested in maintaining the status quo" judge others. Of course, they are very important. The resistance hypothesis is implicit arrogance. As long as we accept this spiritual model, it will disrupt our understanding of the dynamics of change, maintain the status quo and make the command and control organization permanent. It is best to release words and incorporate more useful mental models to change them.