Organization Development and Change

Chapter Two: The Nature of Planned Change

Thomas G. Cummings Christopher G. Worley

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.
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Lewins Change Model

Unfreezing Movement Refreezing
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Action Research Model

Problem Identification Consultation with a behavioral scientist Data gathering & preliminary diagnosis Feedback to Client Joint diagnosis

Joint action planning Action Data gathering after action

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Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to Create the Future

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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
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General Model of Planned Change

Entering and Contracting

Diagnosing

Planning and Implementing Change

Evaluating and Institutionalizing Change

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Different Types of Planned Change

Magnitude of Change
Incremental Quantum

Degree of Organization
Overorganized Underorganized

Domestic vs. International Settings

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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
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