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, 7e (c) 2001 South-Western College Publishing

3. Cummings & Worley, 7e (c) 2001 South-Western College Publishing
Lewin’s Change Model
Unfreezing
Movement
Refreezing
Cummings & Worley, 7e (c) 2001 South-Western College Publishing

4. 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
Cummings & Worley, 7e (c) 2001 South-Western College Publishing

5. Contemporary Approaches to Planned Change
Choose Positive
Subjects
Develop a Vision with
Broad Participation
Collect Positive
Stories with Broad
Participation
Develop Action
Plans
Examine Data and
Develop Possibility
Propositions
Evaluate
Cummings & Worley, 7e (c) 2001 South-Western College Publishing

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, 7e (c) 2001 South-Western College Publishing

7. General Model of Planned Change
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
Entering
and
Contracting
Diagnosing
Cummings & Worley, 7e (c) 2001 South-Western College Publishing

8. Different Types of Planned Change
Magnitude of Change
Incremental
Quantum
Degree of Organization
Overorganized
Underorganized
Domestic vs. International Settings
Cummings & Worley, 7e (c) 2001 South-Western College Publishing

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, 7e (c) 2001 South-Western College Publishing