Profile analysis is proposed as a means for advancing empirical change process research. In the context of organizational studies, a profile can be viewed as a set of sequentially arranged factors that expresses the relative strength of individual factors and holistic patterns inside or between organizational entities. To demonstrate the utility of the approach in change process research, profile analysis was employed in a cross-sectional study. Hypotheses related to Lewin’s three-step model of change were tested using data obtained from managers involved in change implementation. Results confirmed a progression through Lewin’s unfreezing-movement-refreezing sequence during implementation. Profiles that reflected higher systematic use of change process factors were also found related to implementation success. Many future research opportunities are apparent, such as investigating interorganizational change profile types and using profile analysis to enhance longitudinal research designs.

In this paper we will first analyse what has happened in the organizational decision-making during the last decades. Based on this analysis we form three arguments that should be taken into account when planning and implementing business learning environments realistically illustrating the uncertainty and complexity of real world decision-making environments. Last we will describe experiences from training sessions carried out with a tool which we believe to function according to the three arguments.

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