Models of Organization

Change
PA 507
20 August 2007

1
 Introduction

Our understanding of organization change

has evolved since the 1940’s when the initial
model was developed. These slides take you
through some of the prevalent models of
organizational change. The models are
presented in chronological order.

2
Lewin [1951]

3
 Basic Assumptions
Focused on individuals
What is occurring at any stage is a result of
opposing forces. The status quo - what is
happening right now - is the result of forces
pushing in opposite directions.
Change is a process which entails moving
from one equilibrium point to another.

4
 Stage 1: Unfreezing
Unfreezing: Creating motivation and
readiness to change through:
• Disconfirmation (creates pain or
discomfort)
• Creation of guilt or anxiety
• Provision of psychological safety

5
 Stage 2: Moving
Changing through cognitive restructuring:
Helping the client to see things, judge things,
feel things, and react to things, differently
based on a new point of view obtained
through:
• Identifying with a new role model, mentor,
etc.
• Scanning the environment for new info.
6
 Stage 3: Refreezing

Refreezing: Helping the client to integrate

the new point of view into:
• The total personality and self-concept
• Significant relationships

7
Lippitt, Watson, and
Westly [1958]

8
 Basic Assumptions

Focused on change process

Expanded Lewin’s 1951 model into seven
stages
Road map for consulting relationship

9
 Seven stages

1. Developing need for change [unfreezing]

2. Establishing a change relationship

10
 Seven stages
3. Clarifying or diagnosing the clients system’s
problems
4. Examining alternative routes and goals;
establishing goals and intentions of actions.
5. Transforming intentions into actual change
efforts.
[stages 3, 4, 5, correspond to Lewin’s moving
phase]

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 Seven stages

6. Generalizing and stabilizing change.

[Corresponds to Lewin’s refreezing phase.]
7. Achieving a terminal relationship, that is,
ending the client-consultant relationship.

12
Kilmann’s Beyond the
Quick Fix [1989]

13
 Basic Assumptions

Focused on change process and critical

leverage points
An attempt at total system change
That change will take 1 to 5 years

14
 Killmann [1989]
The process has five sequential stages:
1. Initiating the program
2. diagnosing the problems
3. scheduling the “tracks”
4. implementing the “tracks”
5. evaluating the results

15
 Killmann [1989]
Tracks are five critical leverage points, that,
when functioning properly, cause an
organization to be successful. They include:
1. culture
2. management skills
3. team-building
4. strategy and structure
5. rewards

16
Burke-Litwin Model of
Organizational Change
[2002]

17
 Basic Assumptions

Demonstrates how to create first-order and

second order change.
Differentiates between organizational
climate and organizational culture

18
 Burke-Litwin Model

Organizational climate is defined as people’s

perception and attitudes about the organization
-- whether it is a good or bad place to work,
friendly or unfriendly, hard working or easy-
going and so forth. These perceptions are easy
to change because they are reactions to the
current managerial and organizational practices.

19
 Burke-Litwin Model

Organizational culture is defined deep-seated

assumptions, values, and beliefs that are
enduring, often unconscious, and difficult to
change. Changing culture is much more difficult
than changing climate.

20
 Burke-Litwin Model

First-order change goes by many different

labels, including: transactional, evolutionary,
adaptive, incremental, or continuous change.
In first-order change some of the feature of the
organization change, but the fundamental
nature of the organization remains the same.

21
 Burke-Litwin Model

Second-order change is also known as,

including: transformational, revolutionary,
radical, incremental, or discontinuous change.
In second-order change the nature of the
organization is fundamentally and substantially
altered--the organization is transformed.

22
Burke-Litwin Model of Organizational Change:
Factors involved in First-Order Change

Management
Practices
Systems
Structure (policies and
procedures)
Work Unit
Climate

Motivation
Task
Individual
requirements
Needs and
skills / abilities Individual and Values
organizational
performance
23
Burke-Litwin Model of Organizational Change:
Factors involved in Second-Order Change

External
Environment

Leadership
Mission and Organizational
Strategy Culture

Individual and
organizational
performance
24
 Burke-Litwin Model of Organizational Performance and Change

External
Environment

Mission and Leadership Organizational

Strategy Culture

Management
Practices Systems
Structure (policies and
procedures)
Work Unit
Climate

Task Motivation Individual

requirements
skills / Needs and
abilities Values
Individual and
organizational
performance

25
 Porras-Robertson
Model of Organizational
Change [1992]

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 Basic Assumptions
Altering feature in the work setting causes
changes in individual behavior, which in turn
lead to individual and organizational
improvements.
The work setting plays a critical role, and
consists of four factors, including: (a)
organizing arrangements, (b) social factors,
(c) physical setting, (d) technology.

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 Porras-Robetson Model of Organizational Change

Environment

Vision

Physical Setting
Organizing
Arrangments Technology

Social Factors
1. Goals
2. Strategies 1. Culture 1. Tools, equipment,
1. Space configuration
3. Structures 2. Management Style and machinery
2. Physical ambiance
4.Administrative 3. Interaction process 2. Information
3. Interior design
policies and 4. Informal Patterns technology
4. Architectural design
procedures and networks 3. Job design
5. Administrative 5. Individual attributes 4. Work flow design
Systems 6. Technical procedures
6. Reward systems 7. Technical systems
7. Ownership

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Porras-Robetson Model of Organizational Change

Environment
W
o Vision
r
k
S
e
t Physical Setting
Organizing
t
Arrangments Technology
i
n
g Social Factors

M
e
m Individual
b Cognitions
e
r
s Individual
On the job behaviors
development
Organization
Organization
performance

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