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Models of Planned Change for Organizational Development

Explore various perspectives and models of planned change in organization, including Lewin's Change Model, Action Research Model, Positive Model, and the General Model of Planned Change.

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Models of Planned Change for Organizational Development

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  1. Organization Development and Change Chapter Two: The Nature of Planned Change Thomas G. Cummings Christopher G. Worley

  2. 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. Cummings & Worley, 8e (c)2005 Thomson/South-Western

  3. Lewin’s Change Model Unfreezing Movement Refreezing Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. Action Research Model Problem Identification Joint diagnosis Consultation with a behavioral scientist Joint action planning Action Data gathering & preliminary diagnosis Data gathering after action Feedback to Client Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. Positive Model Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. 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 Cummings & Worley, 8e (c)2005 Thomson/South-Western

  7. General Model of Planned Change Planning and Implementing Change Evaluating and Institutionalizing Change Entering and Contracting Diagnosing Cummings & Worley, 8e (c)2005 Thomson/South-Western

  8. Different Types of Planned Change • Magnitude of Change • Incremental • Quantum • Degree of Organization • Overorganized • Underorganized • Domestic vs. International Settings Cummings & Worley, 8e (c)2005 Thomson/South-Western

  9. 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 Cummings & Worley, 8e (c)2005 Thomson/South-Western

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