1. The Nature of Planned Change Chapter Two
Ranae Reynolds
Scott Smith
Leona Turner
Lynn Wilhelm
LDR-686-SA – Organizational Design and Development – Dr. David B. Lucas
Siena Heights University-Southfield Campus
October 15, 2012

2. is inevitable! Change is inevitable –
The next few slides will show 3 theories – these models serve as the basis of general models of planned change
is inevitable!
Lynn Wilhelm

3. Lewin’s Change Model
Unfreezing – Ensures that employees are ready for change
Change/Movement Execute the intended change
ReFreeze – ensures that the change becomes permanent
Lynn Wilhelm

4. Action Research Model
Lynn Wilhelm

5. The Positive Model
Lynn Wilhelm

6. Comparison of Change Models
Overlap in various ways
Lewin’s focuses on how to fix problems
All others focus on what the organization does well and leverages those strengths
All preceded by a preliminary stage
Followed by a closing stage
Behavioral Science Knowledge
Involve members to varying degrees
Intervention when a consultant is involved
Lynn Wilhelm

7. The General Model of Planned Change Ranae Reynolds

8. Entering and Contracting
Entering Phase involves gathering information from the organization to understand the problems or to determine the positive areas for inquiry. Contracting Phase spells out the changes that will proceed for the future, the resources that will be used and how everyone will be involved.
Ranae Reynolds

9. Central change Activities
Diagnosing
Central change Activities
Gathering
Analyzing
Feedback
Ranae Reynolds

10. Planning and Implementing Change
Human process interventions at the individual, group, and total system levels;
Interventions that modify an organization’s structure and technology;
Human resources interventions that seek to improve member performance and wellness;
Strategic interventions that involve managing the organization's relationship to its external environment and the internal structure and process necessary to support a business strategy.
Ranae Reynolds

11. Evaluating and Institutionalizing Change
Evaluating Change requires feedback about whether changes should be continued, modified, or suspended. Institutionalizing Change requires reinforcement through feedback, rewards and training.
Ranae Reynolds

12. General Model of Planned Change
Entering and
Contracting
Diagnosing
Planning
and
Implementing
Change
Evaluating
and Institutionalizing
Leona Turner

13. Planned Change What is planned change?
Planned change can vary enormously from one situation to another. Why?
Can be contrasted across situations along three dimensions.
Leona Turner

14. Key Dimensions of Planned Change
Magnitude of Change
The degree to which the client system is organized
The setting-domestic or international
Leona Turner

15. Magnitude of Change
Planned change efforts range from incremental to fundamental.
OD practitioners are usually contacted by managers for specific problems.
Diagnostic and change activities are limited to defined issues.
Leona Turner

16. Incremental Changes
Involves limited dimensions and levels of the organization
Occur within the context of the organization’s existing business areas.
Aimed at improving the status quo
Leona Turner

17. Fundamental Change
Directed at significantly altering how the organization operates.
Involve several organizational dimensions.
Involve changing multiple levels of the organization.
Leona Turner

18. Chapter 2 Topics Domestic vs. International Settings
Critique of Planned Change
Conceptualization
Practice
IMAR Planned Change in an Under- Organized System
Scott Smith

19. Domestic vs. International
Domestic (NA & EU)
Equality
Involvement
Short time horizons
International (APA)
Hierarchical
Status
Avoid personal
Save face
Long time horizons
Scott Smith

20. Domestic vs. International
Action Research Process (ARP) recommended
Cyclical
Joint activities between organization members
Multiple steps that overlap
Problem identification
Consult with behavioral science expert
Data gathering and diagnosis
Feedback
Scott Smith

21. Domestic vs. International
ARP adapted to fit cultural context
Many organizational members
Execs only
Top-down
Inside vs. outside consultants
Face-to-face interviews
Scott Smith

22. Domestic vs. International
OD Practitioner must:
Aware of own cultural biases
See issues from another perspective
Fluent in values and assumptions of country
Understand economic and political context
Vacations
Time zones
Cultural Guide recommended
Scott Smith

23. Domestic vs. International Tyler Lacoma
Virtual Organizations – Time and Distance
A business model that supports
Online collaboration applications (audio and video conferencing)
Employees are able to use mobile technology and home offices to overcome the barriers that time difference presents.
Scott Smith

24. Domestic vs. International Chacar, Celo and Thams
Synergies of Domestic Companies with MNCs
Advantages
Scale
Existing resources
Disadvantages
“Foreignness”
China / Japan island dispute
Culture
Required (JVs)
Scott Smith

25. Conceptualization of Planned Change
Critique
Must identify organizational features that can be changed
Intended outcomes from changes
Mechanisms by which change is achieved
Contingencies on which change depends
Scott Smith

26. Conceptualization of Planned Change Critique (cont).
Contingencies
Stages differ across situations
Magnitude
Client system organization
Domestic or international
Intuitive?
Scott Smith

27. Conceptualization of Planned Change Critique (cont).
Not rational or orderly, but chaotic
Shifting goals
Discontinuous activities
Surprising events
Unexpected combinations
Overzealous testimonials
Change never ends
Scott Smith

28. Practice of Planned Change
Critique
Specialized OD practitioners (TQM, AI, Group)
results in inappropriate method usage (diversity, reengineering, self-managing teams)
“Cart-before-the-horse”
Self-diagnosis and action plans
Quick-fix instead of required long-term plan
Sub-optimization
Scott Smith

29. Institute for Manufacturing and Automation Research (IMAR)
Case Study
So how does IMAR rate?
Strong leader and vision (Dale Hartman, Hughes)
Basic research (non-competitive)
Oversight (board, NSF, co-directors)
Strong industry-university partnership
5-year self-sustaining requirement (no NSF)
Committed funding
Audits, project team oversight
Scott Smith

30. Thibault Fally on International vs. Domestic Production Fragmentation:
Scott Smith

31. Resources
Bauer, T., (2011). Berrin erdogan source: flat world knowledge. Retrieved October 10, 2012 from Chacar, Aya S., Celo, Sokol, and Thams, Yannick. (2010). The performance of multinational affiliates versus domestic firms. Retrieved on October 4, 2012 from businesspress.com/JMPP/ChacarWeb.pdf Cummings, T., and Worley, C.,(2009).Organization development and change. Thomson/South-Western, Ohio Fally, Thibault. (January 10, 2012). Has production become more fragmented? International vs. domestic perspectives. Retrieved on October 8, 2012 from become-more-fragmented-international-vs-domestic- perspectives Lacoma, Tyler. Changing organizational structure when going global. Retrieved on October 8, 2012 from