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International Journal of Management Reviews, Vol. 15, 408–425 (2013)
DOI: 10.1111/j.1468-2370.2012.00348.x

Kurt Lewin’s Field Theory: A Review and Re-evaluation
Bernard Burnes and Bill Cooke1
Manchester Business School, University of Manchester, Manchester M15 6PB, UK, and 1Lancaster University
Management School, Lancaster University, Lancaster LA1 4YX, UK

Corresponding author email: [e-mail]
Field theory was central to Kurt Lewin’s work yet, after his death, interest in it declined significantly until the 1990s when a variant, force field analysis, became widely used.
This paper examines the origins, purpose and continuing relevance of field theory. It especially looks at the influences of gestalt psychology, topology and Ernst Cassirer’s philosophy of science on its development. It argues that Lewin’s attempt to replace conventional topology with his own Lewinian mathematics-based topology in pursuit of scientific rigour resulted in the undermining of its relevance. The paper also compares force field analysis with Lewin’s original conception of field theory and shows that it has significant weaknesses in terms of rigour. It concludes that a return to Lewin’s original conception of field theory, based on gestalt psychology and conventional topology, can provide academics and practitioners with a valuable and much-needed approach to managing change.

Introduction
Kurt Lewin (1890–1947) was one of the leading psychologists of his generation (Marrow 1969; Tolman
1948). His work provided the foundations of Organization Development (OD) and is still considered by many as central to it (Boje et al. 2011; Burnes
2004a, 2007; Burnes and Cooke 2012; Cooke 2007;
Cummings and Worley 2005; French and Bell 1990;
Kleiner 1996; Wheeler 2008). As Edgar Schein commented: There is little question that the intellectual father of contemporary theories of applied behavioural science, action research and planned change is Kurt
Lewin. His seminal work on

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