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

Organization Development and Change
Chapter Two:
The Nature of Planned Change
Thomas G. Cummings
Christopher G. Worley
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.
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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 &
preliminary diagnosis
Action
Feedback to Client
Data gathering after
action
2-4
Positive Model
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to
Create the Future
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
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General Model of Planned Change
Entering
and
Contracting
Diagnosing
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
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Different Types of
Planned Change
Magnitude of Change
 Incremental
 Quantum
Degree of Organization
 Over organized
 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
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