The Nature of Planned Change Chapter 2 The Nature of Planned Change

Lecture Outline 2.1. Theories of Planned Change 2.1.1. Lewin’s Change Model 2.1.2. Action Research Model 2.1.3. Contemporary Adaptations of Action Research 2.1.4. Comparison of Change Models 2.2. General Model of Planned Change 2.2.1. Entering and Contracting (Ch. 4) 2.2.2. Diagnosing (Ch. 5) 2.2.3. Planning and Implementing Change (Ch. 6) 2.2.4. Evaluating and Institutionalizing Change (Ch.7)

2.1. Theories/Models of Planned Change The meaning of planned change theories/models The ways of carrying out an OD intervention, or Describing the steps/phases, and their sequence, that are essential for an OD intervention

2.1.1. Lewin’s Change Model Change Unfreeze Refreeze Ensures that employees are ready for change Execute the intended change Ensures that the change becomes permanent Unfreeze Refreeze

2.1.2. Action Research Model Problem identification Consultation with behavioral science expert Data gathering & preliminary diagnosis Feedback to key client or group Joint diagnosis of problem Joint action planning Action Data gathering after action

2.1.3. Contemporary Adaptation of Action Research Model Choose positive subjects Collect positive stories with broad participation Examine data and develop possibility propositions Develop a vision with broad participation Develop action plans Evaluate

2.1.4. Comparison of Change Models All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations. First The models overlap in that their emphasis on action to implement organisational change is preceded by a preliminary stage (unfreezing, diagnosis, or examining positive aspects of the organisation) and is followed by a closing stage (refreezing, evaluation, or data gathering after action).

2.1.4. Comparison of Change Models All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations. First All three approaches emphasise the application of behavioral science knowledge, involve organisation members in the change process to varying degrees, and recognise that any interaction between a consultant and an organisation constitutes an intervention that may affect the organisation. Second

2.1.4. Comparison of Change Models All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations. First However, Lewin’s change model differs from the other two in that it focuses on the general process of planned change, rather than on specific OD activities. Second Third

2.1.4. Comparison of Change Models All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations. First Lewin’s model and action research model differ from contemporary approaches in terms of the level of involvement of the participants and the focus of change. Second Third Fourth

2.1.4. Comparison of Change Models All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations. First The first two models emphasise the role of the consultant with limited member involvement in the change process. Contemporary applications, on the other hand, treat both consultants and participants as co-learners who are heavily involved in planned change. Lewin’s model and action research are more concerned with fixing problems than with focusing on what the organisation does well and leveraging those strengths. Second Third Fourth Fifth

2.2. General Model of Planned Change Entering & Contracting Diagnosing Planning & Implementing Change Evaluating & Institutionalizing Change

2.2. General Model of Planned Change The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD. Entering and Contracting This stage help managers decide whether they want to engage in a planned change and to allocate resources to it. It involves understanding the problems facing the organisation. The possibility of developing a contract or agreement to engage in planned change is discussed. The contract highlights further change activities, the resources that will be allocated to the process, and how OD practitioners and members will be involved.

2.2. General Model of Planned Change The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD. Entering and Contracting Focus on understanding organizational problems, including their causes and consequences, or on identifying the organization’s positive attributes. Gathering, analyzing, and feeding back information to managers and members about the problems or opportunities that exist. Diagnosing

2.2. General Model of Planned Change The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD. Entering and Contracting Organization members and OD practitioners jointly plan and implement OD intervention to achive the organization’s vision or goals. Diagnosing Planning & Implementing Change

2.2. General Model of Planned Change The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD. Entering and Contracting Evaluating the effects of the intervention and managing the institutionalization of successful change program. Feedback the intervention results to organization members provides information whether the changes should be continued, modified, or suspended. Institutionalizing successful changes and reinforcing them through feedback, rewards, and training. Diagnosing Planning & Implementing Change Evaluating & Institutionalizing Change

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