Theories of planned Change

It is generally much easier to kill an

organization than to change it

substantially.
Change management is a structured approach
to transitioning individuals, teams, and
organizations from a current state to a desired
future state.

Lewins Change Model

Kurt Lewin has suggested a general model of
organizational Change.It is the earliest model
of planned change
Quasi-Stationary Equilibrium- maintaining
current behaviour
To change this state, we can increase forces
pushing for change, decrease forces
maintaining the current state or apply some
combination of both.
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Lewins Change Model

Lewin viewed the change process as
consisting of the following three steps:
a)Unfreezing
b)Moving
c)Refreezing

Action Research Model

The classic action research model focuses on
planned change as a cyclical process in which
initial research about the organization provides
information to guide subsequent action. Then
the results of the action are assessed to
provide further information to guide
subsequent action.
Problem Identification
Consultation with a behavioural science expert
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Data gathering and Preliminary Diagnosis

Feedback to a Key Client or Group
Joint Diagnosis of the problem
Joint Action Planning
Action
Data Gathering after Action

The Positive Model

This model represents an important departure
from the earlier two models. Those models are
primarily deficit based, they focus on the
organizational problems and how they can be
solved so it functions better.
The positive model focuses on what the
organization is doing right. It helps members
understand their organization when it is working
at its best and builds upon those capabilities to
achieve even better results.
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 Considerable research on expectation

effects also supports this model of
planned change. It shows that people
tend to act in ways that make their
expectations occur. Thus, positive
expectations about the organization
can create an anticipation that
energizes and directs behaviour
towards making those beliefs happen.
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 The positive model of planned

change involves five phases:
a) Initiate the inquiry
b) Inquire into best practices
c) Discover the Themes
d) Envision a preferred future
e) Design and deliver ways to create
the future
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General Model of Planned

Change
The three models suggest a general
framework of planned change as shown:
a)Entering and Contracting
b)Diagnosing
c)Planning and Implementing Change
d)Evaluating and institutionalizing Change

OD Practitioner/OD Expert
(Change agent)
An OD expert is known by various names
such as consultant, a change agent, an
analyst, a facilitator and so on.
An OD expert may either be invited from
outside the organization or may be from
inside the organization

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There are certain advantages in having an

outside expert:
He has a greater expertise and knowledge to
diagnose the problem.
He has a wider experience of having worked in
other organizations.
He is able to devote full time.
Being not involved in internal power politics, he
can look at the problems more objectively and
can present a fresh point of view.
He can give unpleasant feedback to the top
management more freely than his internal
counterpart.
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 The disadvantages of an outside expert are:

He has limited knowledge of the organization in
respect to its technology, products,
markets,financial and human
resources,competition, culture, power-equations
etc.
He needs considerable time to familiarize
himself with the above details before he can
launch an OD programme effectively.
The client does not know anything about his
trustworthiness.

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These disadvantages can be overcome by

associating a few inside experts with the
outsider. These inside experts can help the
outsider in many ways:
They can build a close liaison between him and
the organization.
They can act as reference persons with whom
the outside expert can check the practicability of
his suggestions.
They can manage the fear and suspicion which
often arises in peoples mind following an
outsiders entry in the organization.
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They can, with their in-depth knowledge of

the organization, help to make the
analysis richer and closer to reality.
They can act as trainers when the external
expert has left the organization.

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 Who is the Organization Development

Practitioner?
1) The term organization development
practitioner refers to at least three sets of
people. The most obvious group of OD
practitioners are those people specializing
in OD as a profession. They may be
internal or external consultants who offer
professional services to organization
clients, including top managers, functional
department heads, and staff groups.
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 OD professionals traditionally have

shared a common set of humanistic
values promoting open communications,
employee involvement, and personal
growth and development. They tend to
have common training, skills, and
experience in the social processes of
organizations (for example, group
dynamics, decision making, and
communications).
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2) The term OD practitioner applies to

people specializing in fields related to OD,
such as reward systems, organization
design, total quality, information
technology, and business strategy. These
contentoriented fields increasingly are
becoming integrated with OD's process
orientation, particularly as OD projects
have become more comprehensive,
involving multiple features and varying
parts of organizations.
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 A growing number of professionals in

these related fields are gaining experience
and competence in OD, mainly through
working with OD professionals on largescale projects and through attending OD
training sessions.

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3) The term OD practitioner applies to the

increasing number of managers and
administrators who have gained
competence in OD and who apply it to their
own work areas. Studies and recent articles
argue that OD applied by managers rather
than OD professionals is growing rapidly.
They suggest that the faster pace of
change affecting organizations today is
highlighting the centrality of the manager in
managing change. Consequently, OD must
become a general management skill.
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Role of a Change agent

The change agents principal role is that of
an educator and a facilitator. He should
make the client understand the objectives
of OD, its overall process, the sequence of
planned interventions and so on.
He should work for gradually reducing his
clients dependency on him as the OD
progresses towards maturity.
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1)
2)
3)
4)
5)

If he does not play his role properly, the

result would be that:
The client would still be dependent on
him
The problem would recur
The internal staff would not learn.
The Self-motivation would be reduced
People might look at him as their
adversary.
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Qualities of a change agent

There are certain qualities that a change agent
should possess. Some of them are:
Environmental Sensitivity-Good knowledge
about the formal and informal aspects of the
social system especially its power structure and
the opportunities and threats present in its
operating environment.
Problem sensing and problem solving skills.
Implementation skills
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 High stress threshold-The ability to face

criticisms and failures.
Interpersonal competence-The ability to listen
with empathy, communicate clearly with
openness and give factual feedback.
Achievement motivation- A strong desire to
achieve results in terms of desired changes and
innovations.
Mobilisation skills- The ability to build
collaborative linkages and to rope in influential
people in the change effort.
Role Flexibility- The ability to play many roles
simultaneously.
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