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    Organization Development and Change: Chapter Two: The Nature of Planned Change

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    Wazeeer Ahmad
    This chapter discusses three perspectives on planned organizational change: Lewin's change model of unfreezing, moving, and refreezing; the action research model involving problem identification, diagnosis, planning, action, and feedback; and contemporary approaches emphasizing positive change through broad participation and data collection. It introduces a general model of planned change involving entering, diagnosing, planning and implementing change, and institutionalizing change. Finally, it notes that planned change must be adapted based on the magnitude and context of change, and critiques some conceptual and practical limitations of planned change approaches.

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    Organization Development and Change: Chapter Two: The Nature of Planned Change

    Uploaded by

    Wazeeer Ahmad
    16 views9 pages
    This chapter discusses three perspectives on planned organizational change: Lewin's change model of unfreezing, moving, and refreezing; the action research model involving problem identification, diagnosis, planning, action, and feedback; and contemporary approaches emphasizing positive change through broad participation and data collection. It introduces a general model of planned change involving entering, diagnosing, planning and implementing change, and institutionalizing change. Finally, it notes that planned change must be adapted based on the magnitude and context of change, and critiques some conceptual and practical limitations of planned change approaches.

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    This chapter discusses three perspectives on planned organizational change: Lewin's change model of unfreezing, moving, and refreezing; the action research model involving problem identification, diagnosis, planning, action, and feedback; and contemporary approaches emphasizing positive change through broad participation and data collection. It introduces a general model of planned change involving entering, diagnosing, planning and implementing change, and institutionalizing change. Finally, it notes that planned change must be adapted based on the magnitude and context of change, and critiques some conceptual and practical limitations of planned change approaches.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    16 views9 pages

    Organization Development and Change: Chapter Two: The Nature of Planned Change

    Uploaded by

    Wazeeer Ahmad
    This chapter discusses three perspectives on planned organizational change: Lewin's change model of unfreezing, moving, and refreezing; the action research model involving problem identification, diagnosis, planning, action, and feedback; and contemporary approaches emphasizing positive change through broad participation and data collection. It introduces a general model of planned change involving entering, diagnosing, planning and implementing change, and institutionalizing change. Finally, it notes that planned change must be adapted based on the magnitude and context of change, and critiques some conceptual and practical limitations of planned change approaches.

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
    of 9

    Organization Development and Change

    Chapter Two:
    The Nature of Planned Change

    Thomas G. Cummings
    Christopher G. Worley
    2-1
    Learning Objectives
    for Chapter Two
    • To describe and compare three major
    perspectives on changing organizations.
    • To introduce a General Model of Planned
    Change that will be used to organize the
    material presented in the book.
    • To describe how planned change can be
    adopted to fit different kinds of conditions.
    2-2
    Lewin’s Change Model

    Unfreezing

    Movement

    Refreezing

    2-3
    Action Research Model
    Problem Identification
    Joint diagnosis

    Consultation with a
    behavioral scientist Joint action planning

    Data gathering & Action


    preliminary diagnosis

    Data gathering after


    Feedback to Client action

    2-4
    Contemporary Approaches to
    Planned Change
    Choose Positive Develop a Vision with
    Subjects Broad Participation

    Collect Positive Develop Action


    Stories with Broad Plans
    Participation

    Examine Data and


    Develop Possibility
    Propositions
    Evaluate

    2-5
    Comparison of
    Planned Change Models
    • Similarities
    – Change preceded by diagnosis or preparation
    – Apply behavioral science knowledge
    – Stress involvement of organization members
    – Recognize the role of a consultant
    • Differences
    – General vs. specific activities
    – Centrality of consultant role
    – Problem-solving vs. social constructionism
    2-6
    General Model of Planned Change

    Planning Evaluating
    Entering and and
    and Diagnosing Implementing Institutionalizing
    Contracting Change Change

    2-7
    Different Types of
    Planned Change
    • Magnitude of Change
    – Incremental
    – Quantum
    • Degree of Organization
    – Overorganized
    – Underorganized
    • Domestic vs. International Settings
    2-8
    Critique of Planned Change
    • Conceptualization of Planned Change
    – Change in not linear
    – Change is not rational
    – The relationship between change and
    performance is unclear
    • Practice of Planned Change
    – Limited consulting skills and focus
    – Quick fixes vs. development approaches
    2-9

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