Organization Development and Change Chapter Two: The Nature of Planned Change Developed by: M.Salman Azhar
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. Developed by: M.Salman Azhar
Developed by: M.Salman Azhar Lewin’s Change Model Unfreezing Movement Refreezing Developed by: M.Salman Azhar
Problem Identification Data gathering after action Action Research Model Problem Identification Joint diagnosis Consultation with a behavioral scientist Joint action planning Data gathering & preliminary diagnosis Action Data gathering after action Feedback to Client Developed by: M.Salman Azhar
Positive Model Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Developed by: M.Salman Azhar
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 Developed by: M.Salman Azhar
General Model of Planned Change Planning and Implementing Change Evaluating and Institutionalizing Change Entering and Contracting Diagnosing Developed by: M.Salman Azhar
Different Types of Planned Change Magnitude of Change Incremental Quantum Degree of Organization Overorganized Underorganized Domestic vs. International Settings Developed by: M.Salman Azhar
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 Developed by: M.Salman Azhar