Unit-4 PR-1

UNIT-4 initiating change 1
UNIT
Initiating Change
4
Syllabus
Weinberg’s Change Process, Triggers, Drivers and Tracers of Change – Leavitt Model - Change
Mapping, Change Spectrum, Gestalt Change Cycle – Tropics Test, Behavioral, Cognitive, Psycho
– Dynamic and Humanistic Approaches to Change, Beckhard’s Change Formula – Buchanan
and Mc Calman’s Model of Perpetual Transition Management – Types of Individual, Group and
Organizational Change, Organizational Change Matrix.
Learning Objectives
After studying this unit, one would be able to understand,

 Concept of Change, Initiating Change and Process of Change.
 Weinberg’s Change Process, Triggers, Drivers and Tracers of Change.
 Leavitt Model, Change Mapping, Change Spectrum and Gestalt Change Cycle.
 Tropics Test, Behavioral, Cognitive, Psycho Dynamic and Humanistic Approaches to Change.
 Beckhard’s Change Formula, Buchanan and Mc Calman’s Model of Perpetual Transition
Management.
 Types of Individual, Group and Organizational Change.
 Organizational Change Matrix.
introduction
The process of bringing or making changes in the organization inorder to improve the work
performance is called as initiating process. Organizations can initiate the change because of
various reasons such as acquiring new technology, changing business process, expansion of
business, market requirement etc.
Triggers or drivers is the occurrence of series of organisational change. They are explained in
different ways by different authors. According to DeCaluwe and Vermaak, “a trigger is explained
as the emotional characteristics that contribute to the emergence of a change idea”.
Buchanon and Mc Calman’s framework of perpetual transition management helps to spread the
managers response towards change internally, externally and proactively, wherein the managers
should possess the capability to tackle with the continuous change.
This transition management model helps to know the causes of change and its effect in an
organization and advises that in order to implement and continue major organizational changes,
four interlocking management processes should take place.
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2 leadership and change management
4.1 initiating change

Q1. What do you mean by Initiating Change? What are the methods through which change is
initiated in the organization.
Answer :
Initiating Change
The process of bringing or making changes in the organization inorder to improve the work performance
is called as initiating process. Organizations can initiate the change because of various reasons such as acquiring
new technology, changing business process, expansion of business, market requirement etc.
However, in any organization when a change is initiated it would result in resistance to change i.e.,
people will resist to accept the change. But, if the change is good for organizational development and growth
of employees it would be smoothly initiated and successfully implemented.
Methods of Initiating Change
The following are the different ways of initiating organizational change,
1. Survey Feedback
Organizations can assess the attitude and morale of people by conducting surveys. Surveys are used at
different stages in the OD process. They are used at implementation stage to ensure the effective management
of change. When feedback from these surveys is given to those involved in the change activities which helps
them to understand what is working, what is not working and what modifications they can make to the action
plan.
2. Organizational Mirroring
According to French and Bell (1999), ‘The organization mirror is a set of activities where in a specific
group receives feedback from representatives from many other organizational groups regarding how it is regarding
and perceived’. It is a method that makes use of the services of a change consultant who is not associated with any
of the groups involved in the process. In organizational mirroring, a technique called ‘fish bowl’ is used where a
group is given feedback in such a manner that they are made to sit and listen to other representatives. Once the
representatives have given their views, they exchange their places with other groups to listen to what host group has
to say.
Finally, the representatives of both groups are categorized into small sets and allowed to work together
on problems that arise before all coming together to formulate action plans, assign tasks to people. set target
dates for improvement to take place.
3. Inter-Group Confrontation
Confrontation allows the two groups to use their unique abilities to confront issues of organization that
are beyond their specific expertise. According to Mabey and Pugh, this exercise requires two days of work
away from distractions and be helped by ‘neutral’ facilitor. The main aim is to assist the members of two
groups to become aware of the activities of each other to the overall performance of organization.
4. Role Negotiation
Harrison (1972) developed a technique of Role Negotiation. It involves the individuals making
negotiation to ‘contract’ to change their behavior. For this, a facilitator is required and each set of participants
in a workshop session is asked to express what they want others to do. After a month, a follow up meeting is
conducted to assess progress.
PUBLISHERS and DISTRIBUTORS PVT. LTD.

5. Process Consultation
According to Schein (1987), process consultation is a central part of organizational development.

French and Bell (1999) say that, “the central point of this approach is that a third party involves in work
with individuals and groups and help them become aware of human and social processes and learn to solve
problems arising from process events’. The type of interventions which are a part of process consultation
include setting- agenda, feedback of observational data, conselling and coaching of individuals and
recommendations regarding group membership, communication and interaction patterns, work allocation,
responsibilities and lines of authority.
6. Team Building
An important part of OD process is ‘Team building’. Individuals working in team try to build it in many
ways to increase effectiveness of team. The important issues in building team are overall size of the team,
the attributes of its members, the direction and focus of the team and the role of team in the organization.
These all issues need to change in all situations of change. One can adopt team building and team changing
techniques.
7. Life and Career Planning
Many exercises can be opted for career planning which is a part of life planning. One exercise is to
draw a lifeline that represents past, present and future. The events of past are positioned as per the important
things that have happened in life such as things done appropriately and things performed inappropriately
the desired events of future are also recorded on the line and an indication is provided about the time of
achievement.
The other exercise is to provide a death notice if the death were to occur now and then as if the death
was some years in the future. The final exercise is aimed to give an idea of what is expected in the near and
far future. It is helpful to use a life coach/mentor while applying these techniques.
8. The Role of Short -Term Wins
It takes a long - time to implement a change that can finally transform an organization. Along the way,
it is also possible that the vision may become weakened. Thus, It is important to achieve short - term win as
a motivating factor and as a mechanism for tracking the progress towards the long -term goals. According to
kotter’s, six ways can be used to achieve short -term wins,
(i) Provide evidence which sacrifices and efforts are worth it.
(ii) Reward change agents with a pat on the back
(iii) Enhance vision and strategies.
(iv) Remove cynics and self- serving resisters
(v) Keep bosses on board
(vi) Build momentum.
It is essential to plan short - term wins as they do not happen by chance the selling and assessment
of short -term wins link the implementation phase of OD process to evaluation of organizations progress
towards its vision and the reinforcement of the change process.
4.2 Weinberg’s Change Process

Q2. Discuss in detail about Weinberg’s change process.
OR
Write about five-stage change process model proposed by Gerald Weinberg.
Answer :
According to Gerald Weinberg, a change effort would be failed if it is not planned properly or if there
is continuous resistance to that change by the employees or members in organization. The main intention and
focus of Gerald Weinberg was on the Satir model of change under which each stage clearly defines the effects
on feeling, thinking, performance and physiology of the people. It also highlights the vital points that provide
a much needed support to the change process.
The five-stage change process model proposed by Gerald Weinberg is as follows,
Introduction of foreign
Existing status quo element
Reject
Rejection of foreign element
Failure to
reject
Facilitate Adjusting foreign element

with the existing model
Failure to
accommodate
Changing existing model

to facilitate foreign element
Failure to Chaos
Transform
transform
Integration
Failure to
Integrate
integrate
Introducing practice
New status quo to master the changed model
Master
Failure to
master
Figure: Five-Stage Change Process Model of Gerald Weinberg
Stage-I: Existing Status Quo
In this stage, the organization continues to operate in an existing pattern. The results being achieved are
similar and a stable relationship exists between the members. The organization continues to carry on what they
are doing and continue to achieve what they have been achieving. It is very much similar to the equilibrium
in which all the resources are at full utilization level. Such stage exists in an organizations which have well
established work methods and hardly require any alteration. At this stage, the dissatisfaction level is zero.
Stage-II: Resistance
This stage i.e., resistance occurs as a result of something new being introduced. In Satir, something new
is referred as a foreign element. A foreign element threats the stability of the organization. Resistance may also
be in the form of a denial or blame on others for causing problems. The expected results by introduction of
foreign element are affected by resistance, as it creates awareness among the members. For example, selection
of a new manager may lead to change in working methods, as the methods may be designed as per his/her
ideas. At this stage, the members must be supported in order to open up, become familiar, overcome reaction
of avoiding, denying or blaming.
Stage-III: Chaos
In this stage, new methods may be introduced and the old methods of working, old behaviour and so
on may be replaced. As a result of this, it creates chaos in the organizations. Usually, it is an internal chaos in
which individual begins to feel that the world is at its place and its only this world that has changed drastically.
At the beginning, the individual is at a complete denial or disbelief. They completely don’t understand how to
react, think or feel. The individuals try to avoid the fact that the things are no longer going to be the same. They
try to ensure similar status quo and avoid all the newly introduced ideas. They may no longer have an idea of
where to go or whom to trust for help, as their network system becomes obsolete. Anger and disorganization
are the common elements of chaos.
Stage-IV: Integration
In this stage, the members come-up with a changing idea which indicates benefits to them by introduction
of foreign element. This idea lead to excitement among members and they create new relationships. The
generation of changing idea or transforming idea benefits the introduction of foreign element and at the same
time gives the members a solution to their problems. After the generation of transforming idea the integration
process can be introduced. This stage requires more amount of support, as members may still feel unsecure
and fall back into chaos.
Stage-V: New Status Quo
In this last stage, the members are continuously encouraged by the managers, so as to ensure their
efficient performance. The continuous encouragement to the employee brings down the level of resistance,
and it act as key to success.
If the change has been successfully implemented, it ensures better performance and achievement of
higher goals with relation to the status quo that had existed. The members are now adapted to the new status
quo and begin to feel much more comfortable with it.
4.3 triggers, drivers and tracers of change

Q3. Write a note on drivers and tracers of change.
Answer : (May/June-16, Q5(a) | Dec.-13, Q15(a))
Triggers/Drivers of Change
Triggers or drivers is the occurrence of series of organisational change. They are explained in different
ways by different authors. According to DeCaluwe and Vermaak, “a trigger is explained as the emotional
characteristics that contribute to the emergence of a change idea”.
The external triggers, drivers or forces influencing organizational change may be broadly categorized
into two types. They are external and internal forces/factors.
I. Internal Forces/Factors II. External Forces/Factors

Influencing Organizational Influencing Organizational
Change Change
System Dynamics Globalization and Government Policies

Structure Focused Change Political Factors
Technological Change Technological Changes
Inadequacy of Administrative Processes Changing Customer Needs and Preferences
Resource Constraints Economic Factors
Figure: Triggers/Drivers of Change

I. Internal Forces/Factors Influencing Organizational Change
The internal triggers, drivers or forces or factors influencing the organisational change are as follows,
1. System Dynamics
The organisations are the systems which includes different subsystems that interact continuously with
each other and occur in dynamic interrelationships. The factors which influences the alignment and relationships
which inturn demands changes in the related domains are technology, dominant groups, internal politics and
interpersonal relationships. Thus, system dynamics triggers or drives the internal changes in an organization.
2. Structure Focused Change
This type of change usually changes the fundamental components of the organisational structure. The
organisations makes structural changes for decreasing the costs and increasing the productivity and efficiency.
Thus, structure focused changes triggers or drives the internal changes in an organization.
3. Technological Change
Technological change is the change which influences the actual process of transforming input into output.
For example, information processing systems, automation and others. The usage of these systems demands
for the changes in the different subsystems of the organisation. Thus, technological changes triggers or drives
the internal changes in an organization.
4. Inadequacy of Administrative Processes
The changes in reality demands for changes in the existing procedures, rules and regulations and also
the revision of organisational goals and objectives. If the organisation avoids and neglects these revisions, then
it disappears with time. Thus, inadequacy of administrative processes triggers or drives the internal changes
in an organization.
5. Resource Constraints
The resources of the organisation generally includes capital, material, technology, machinery, personnel
and information. Scarcity, inadequacy, non-availability and depletion of these resources results in radical
changes in the organisation. Thus, resource constraints triggers or drives the internal changes in an organization.
II. External Forces/Factors Influencing Organizational Change
The external forces or factors influencing the organisational change forces are as follows,
1. Globalisation and Government Policies

Globalisation and government policies related business operations always be the important factors which
triggers or driver the change in an organisation. Because, country’s economy is influenced by globalisation
and government policies in several ways. An organisation which is situated in any country can manufacture,
process and sell its products/services to other countries with the help of globalisation and liberalisation. With
globalisation, a firm which had a monopoly in a specific country will have to compete with other international
and/or global firms with respect to quality and price of the product. With globalisation, the market is filled
with many different products at competitive prices.
2. Political Factors
Political factors triggers or drives the change in an organization. However, in recent years, the
organisations have been influenced by market boundaries instead of political boundaries. International politics
influence trade and business. The economic factors plays a crucial role globally. The countries which are not
having good relations for years have identified the significance of cooperational coexistence and have united
like North Korea and South Korea, India and Pakistan. In order to safeguard their business interests globally,
the countries in the Asian region also came together. To safeguard the interest of their country organisations
with the changing world politics, the change agent needs to be sensitive and flexible. The managers who are
working at national, international and global level must possess knowledge about the products and services
which are included in the WTO before initiating or implementing change.
3. Technological Changes
Technological changes triggers or drives the change in an organization. The information and
communication technologies have eliminated the distance between the located organisations globally.
Generally, technology not only means machinery, equipment and tools, but is also related with the usage
of information and knowledge as inputs, which are transformed into the final outputs. The transformation
process includes a technology. So, for attaining competitive advantage over rivals it is important for a firm
to choose as suitable technology. The organisation at both micro and macro levels is basically influenced by
automation, mechanisation, computer based design and manufacturing systems. It is essential for the firm to
align the technology with other organisational aspects before initiating or implementing change.
4. Changing Customer Needs and Preferences
The availability of different types of products leads or triggers to recognized change in customer
preferences. This has increased the competition and reduced the product life cycle. The customers are also
demanding for greater customisation which influences the organisational production process.
5. Economic Factors
Economic factors are the crucial elements which triggers or drives the organization to make changes
in its strategies and policies. Due to increased competition and low margins, the organisations are trying to
reduce the cost by maintaining the organisational lean and by outsourcing some of their functions. Outsourcing
has now become a business which has resulted in the development of Business Process Outsourcing (BPOs),
Knowledge Processing Organisations (KPOs) and call centers which process the business globally.
These forces affect an organisation’s structure and design, systems and processes, task, technology and
also the psychological contract of employees. Thus, all these forces consists as the external triggers or drivers
of change.
Tracers of Change
For answer refer Unit-IV, Page No. _, Q.No. _
Q4. What are the major traces of change?
Answer :
Tracers of Change
The tracers of change in an organization refers to the measurement tools, techniques or methods through
which the changes are evaluated traced or tracked. Following are some of the major tracers of change,
Tracers of Change
Employee Employee Use of New Methods Right Time of

Help Desk
Engagement Feedback or Technologies Change
Figure: Traces of Change

1. Employee Engagement
Change can be easily traced or tracked when the employees are actively engaged in the change process.
Employee engagement shows how the strategic communication about organizational change create awareness
desire and knowledge among employees. The level of employee engagement can be traced by conducting
survey or interview in order to identify how many employees participated in the change program or process
without resisting change.
2. Employee Feedback
Taking feedback of employees after initiating the change in organization is the best method to trace the
change. It shows how many employees are accepting and resisting the change.
3. Help Desk
Forming help desk in the organization while initiating or implementing change enable to know how
many employees understand the purpose of change, benefits of change etc. It also helps to solve or clarify the
confusion and doubts regarding change.
4. Use of New Methods or Technologies

5. Right Time of Change
Organization can trace the change by analysing three basic steps of change i.e,. pre-change, change and
post-change.
(i) Pre-Change
This step helps the organization to understand the reasons behind the change i.e., why change is required,
how it will benefit the employees etc. Before implementing the change, organization needs to test the
change process as how much it is favorable and unfavorable.
(ii) Change
In this step, organization will implement the change and try to trace the effectiveness of change process.
(iii) Post Change
In this step, organization will try to identify whether the change is implemented effectively or not. if
it is not implemented properly, then a research has to done to measure what are the actions required to
make it a perfect one.
4.4 Leavitt Model

Q5. Discuss in detail Leavitt model of organizational system.
Answer :
Leavitt’s Model
Harold Leavitt proposed diamond shaped model of organizational system based on an assumption that
organizations are interdependent multivariate systems. He proposed that his model consists of four components
which are to be associated with another to achieve the change and also must be interrelated and cooperative
to help the organization to perform well. The four components are shown in the figure below,

Structure
Task Technology
People
Figure: Leavitt’s Model

(i) Task
It includes the purpose of organization. For example, offering a service or manufacturing product etc.
(ii) People
This component includes the people who perform the task.
(iii) Technology
It includes various kinds of tools, machinery information technology, computer, etc.
(iv) Structure
It includes various sub components of an organization like workflow, decision making, authority,
communications etc.
The author says that the change can be evaluated by paying close attention to the above mentioned
four components and underlines that change in any of the component would lead to change in any other three
components.
When a new fifth element called organizational culture is added to the existing Leavitt model, then a
modified model of organizational system is formed, which is illustrated below,
Tasks
People Structure
Organization
goals
Technology Culture
Figure: Modified Model of Organization System

As all the components are interdependent or inter related to one another, change in one component
would affect the other components. There is continuous exchange of information between the organization
and environment. Thus, whenever there are any changes in environment, it would influence the organization
causing changes in it.
Leavitt’s model is also referred as socio-technical system from both the individual as well as
organizational perspective.
The socio technical design lays its emphasis on human, technical and organizational objectives to
achieve the organizational change. The design procedure for socio-technical system illustrated below,
Establishing Establishing
social technical
objectives objectives
Recognize Recognize
social identical
alternatives alternatives
Suit socio-
technical
alternatives
Rank
the
alternatives
capability
to meet
social and
technical
objectives
Resources cost
constraints are
taken into account
Choose the best socio

technical solution
Figure: Socio-technical Systems Design
4.5 change mapping

Q6. What is change mapping? Explain the features and structure of change mapping.
Answer :
Change Mapping
The change map refers to the blueprint of organizational change initiatives and the process of
implementing or using of the blueprint is referred as change mapping. This is an effective technique of
managing change process which gives clear picture of current and planned changes of an organization. It helps
in understanding the changes and enable to verify how one change is related and conflicts with other change.
It is usually considered as a collection of mapping tools which helps the organizational managers or leaders
and other key players to systemize the communication, goal setting and change process.
Features of Change Mapping
The features of change mapping are as follows,
1. It identify the impacted imported area of organization due to change.
2. It highlights the conflicts between objectives of organizational projects.
3. It support to build change resilience or flexibility.
4. It measures the capacity of organization to take on additional changes.
5. It links the opportunities with project objectives.
6. It helps to utilize the resources (like time, money and human resource) properly in change process.
Structure of Change Mapping
The structure of change mapping consists various steps as shown in the following figure,
Identification of Strengths and Problems
Analyzation of Problems
Selection of Potential Goals
Examine Goal
Explore Goals Consequences
Selection of Target and Creation of Sub-goals
Creation of Action Plans
Evaluation and Review

of Action Plan
Figure: Structure of Change Mapping

Step-1: Identification of Strengths and Problems
In the first step, organization’s strengths and expected or current problems related to organizational
change process will be identified i.e., how best the change can be implemented, what are the strength and
what problems may arise during change process.
Step-2: Analyzation the Problems
In this step, the identified problems will be analyzed and possible solution would be planned inorder
to manage change process. Most of the organization used brainstorming sessions to analyze the problems.
Step-3: Selection of Potential Goals
In this step, the identified problems would be listed and for such listed problems potential goals are
selected for further analysis.
Step-4: Explore and Examine Goals
In this step, the goals decided or selected based on the identified problems would be explored and
examined carefully. Further, organization will try to determine the feasibility, issues and consequences of such
goals by looking at positive and negative impact on the organizational objectives or processes. Goals would
be explored and examined based on following questions,
v What does goals provide to the organization?
v What kind of support is required to accomplish the goal?
v What difficulties may arise while reaching the goal?
v What would be the solutions to such difficulties?
Step-5: Selection of Target and Creation of Sub-goals
In this step, targets will be selected and the larger goals will be divided into sub-goals.
Step-6: Creation of Action Plan
In this step, action plan for each large and sub-goal would be decided or created. The action plan will
provide instructions related to the start time and finished time for accomplishment of goal.
Step-7: Evaluation and Review of Action Plan
In the final step, the action plan will be evaluated and reviewed inorder to assess the progress of change
process and make mid-course corrections.
4.6 change spectrum

Q7. Write in detail about change spectrum.
Answer :
Change spectrum refers to the range and scope of change in the organization. It is very important to
measure or identify the scope or range of change for finding the solutions to expected problems which may
arised due to making changes in the organization’s processes, strategies, technologies or policies. A change
spectrum will allow to identify two types of problems(Hard and Soft problems) which are very important
inorder to the change process as effective one. The hard and soft problems of change spectrum are as follows,
1. Hard/Mechanistic Problems
Generally, a technical change needs a systematic analysis and a mechanistic solution. Infact mechanistic
solution can be used for many problems and give optimal solutions to system interventions. As represented in
the above figure a real technical problem would be situated at the extreme “Hard” end of the change spectrum.
Under this spectrum a truly technical change particularly 100 percent ‘Hard’ or mechanistic change
occur towards the left-hand side. Further, it will be determined through rationally static change environment,
clear quantifiable objectives and constraints immediate implications, short time scales and miniminal man-
machine interfaces. It is considered as a purely scientific or engineering issue. While this type of issues are
uncommon similarly like a human interface.
Characteristics of Hard/Mechanistic Problems
The characteristics of hard/mechanistic problems are as follows,
(i) It measures the objective, constraints and performance indictors.
(ii) It has a tendency towards static environments forces.
(iii) The time scales are ascertained through reasonable certainty.
(iv) The change environment will be effectively with minimal external interactions.
(v) Any problem (or) change will be competent enough of clear and brief definition.
(vi) The explanation is given in terms of system/technology.
(vii) The resources needed to obtain a solution are well known.
(viii) The prospective solution is observed to be limited and knowledge regarding them is ascertained.
(ix) The structured approaches will provide reasonable outcome.
(x) A consensus mode in an effective manner will be easily attainable.
2. Soft/Complex Problems

A change situations that have a 100% people orientation can be observed at the extreme ‘Soft’ end of the
spectrum. The objective and time scales, affected environment due to subjective performance measures will
be unclear and highly dynamic and complex to specify respectively. Towards the ‘Soft’ end of the spectrum,
personal relationships as well as emotional responses are regarded as significant part. The methodological
solutions used to the softer end must possibly involve highly impulsive and active nature of the change
environment. Infact the systematic and mechanistic solutions methodologies related with scientific management
will not give appropriate solution to soft change situations.
Characteristic of Soft/Complex Problems
The characteristics of soft/complex problems are as follows,
(i) There is an availability of subjective, interrelated and semi-quantifiable objectives and so on.
(ii) A possible existence of a volatile and complex environment.
(iii) A unclear time scale will be a part.
(iv) The change environment will not have any limit and will be determined by several internal and external
interaction.
(v) The characteristic of a particular problem is difficult to determine.
(vi) The explanation is made on the basis of interpersonal and social terms.
(vii) The requirement of resource will be uncertain.
(viii) The availability of many solutions whereby few may be suitable and interconnected.
(ix) There is no clear solution methodology.
(x) There is no existence of consensus for future purpose and also for a shared perception of the problem.
While the ‘Flexi’ part of the spectrum represents change situations which managers considers to address.
A tendency shown at both the ends of spectrum represents the suitable solution methodologies that should
be used. Any individual who is undergoing through a people-oriented messy situations must use a systematic
methodology, further organisational development techniques and concepts should be included. The management
of organisational change can be improved by the use of systems oriented solution techniques during the static
environmental circumstances.
4.7 gestalt change cycle

Q8. Explain the Gestalt change cycle and its implications.
May-14, Q5(a)
OR
Write in detail about Gestalt’s change cycle.
Answer : (Dec.-12/Jan.-13, Q5(a) | June-13, Q4(a) | Jan.-12, Q5(a))
Gestalt’s Change Cycle

Gestalt therapy was developed by Fritz Pearls who was interested in dealing with the current situation
and believes that, an individual faces problem depends upon his/her behaviour today i.e., in the present situation.
“The goal must be to give him the means with which he can solve his present problems and any that
may arise tomorrow or next year. The tool is self support, and this he achieves by dealing with himself and
his problems with all the means presently at his command right now. If he can be truly aware at every instant
of himself and his actions on whatever level-fantasy, verbal or physical, he can see how he is producing his
difficulties, he can see what his present difficulties are and he can help himself to solve them in the present in
the hence and now”.
– Pearls, 1976
The basic aim of any consultant following Gestalt approach is to make his clients aware that they are
interrupting themselves in achieving their desires. Gestalt is experiential and focuses not only on talking, but
also on doing acting and feeling.
The methods adapted by the individuals and organizations to fulfill their desires are mapped on a cycle of
experience by the Gestaltists. The cycle also indicates how the individuals interrupt themselves from fulfilling
their desires.
Fritz pearls favourite saying is “To get out of your mind and come to your senses”. Thus, Gestalt always
starts with the individuals experience in the current situation where “experience” depends upon “what one is
sensing” and “sensing determines the nature of awareness” (Pearls, Hefferline and Goodman).
Nevis has shown the method of locating the various stages of managerial decision-making through the
Gestalt cycle as follows,
Energy
Contact
Awareness
With drawl of Resolution/closure

Attention
Figure: The Gestalt Cycle

Stage-I: Awareness
In this stage, establishment of data, gathering and sharing of information, revaluation of past performance,
environmental scanning are carried out. An individuals awareness depends upon his act of sensing within
himself or outside and he will be aware of the things when he focuses on his experience.
Stage-II: Energy/Action
In this stage, all the efforts are applied to make use of energy and interest in ideas or proposals,
motivating others ideas, identifying and experiencing the variations and conflicts of competing interests or
views, upgrading ones own position, taking part to a possible extent.
Stage-III: Contact
In this stage, contact is established by making contribution towards a common goal, general recognition
of problem definitions, symbols of acknowledgment, no definite agreement, choosing a possible future action.
Stage-IV: Resolution/closure
In this stage, the activities are carried to close the process by exploring and analysing to setup a common
understanding, gathering past things, recognizing the targets attained and the remaining to be attained identifying
discussion, general review of all the things learned, arranging and executing action plans.
Step-V: Withdrawal of Attention
In this last stage, withdrawal/take place by further continuation of submerging things, lowering energy
and interest in the issue and moving towards other tasks and problem.
Implications/Significance/Featurs of Gestalt Change Cycle
For answer refer Unit-IV, Page No. _ , Q.No. _.
Q9. Discuss about significance of Gestalt change cycle.
Dec.-15, Q5(a)
OR
Explain in detail the features of Gestalt change cycle.
Answer : May-15, Q5(b)
Gestalt change cycle or therapy is an comprehensive therapeutic method which gives long-lasting
benefits to individuals as well as the organization. The implications significance/featurs of Gestalt change
cycle are as follows,

1. It helps to increase self-awareness and improves self-confidence.

2. It helps to influence the mental and social behaviour of individuals.
3. It helps to increase the ability to deal with stressful situations.
4. It helps to maintain peace with the past information and improve sense of acceptance.
5. It helps to become more responsible which further results in improving ability to own-up for mistakes,
do not blame others and maintain good behaviour.
6. It helps the individual in improving their self-awareness which creates positive mind-set, immediate
thoughts, good feelings and behaviour etc. This can result in bringing powerful change and creating
new perspective.
7. It helps to improve ability of monitoring and regulating emotions, thoughts and feelings.
8. It helps to understand emotional needs and requirements.
9. It improves communication skills and sense of self-regulation.
10. It helps the individuals to manage the tolerance for unpleasant emotions.
11. It helps to increase the level of mindfulness.
12. It helps to change the mind-set of individuals from negative to positive regarding a particular change.
13. It helps the individuals psychologically to believe that the change is inherently right.
14. It is a scientifically proven therapy which is more effective in the form of counseling.
4.8 Tropics Test

Q10. Write about Tropics test. What are the solution methodology used in tropics test? Give
some case examples.
Answer :
Tropics Test
The tropics test may be applied as a continuous device to recognize and know the impact as well as
magnitude of the change, which takes place in the organization. This test enables to enter the change management
process by finding out the most relevant solution methodology by observing important factors associated with
the transition process. This process does not constitute its input by comprehensive quantifiable information,
therefore, it needs a little expenditure of management time and sources.
As change management is a multi-disciplinary activity, all the people involved should possess required
skills, resources, support and knowledge to execute the change. The change process embraces the resistance
to change, low stability, high stress levels, energy misdirection, conflict and losing momentum. All the steps
and the chance of obstacles to the smooth flow of change should be predicted.
The employees should be educated about the need for change and enable them to participate. They
should be rewarded if they improve their behaviour and establish a learning organization.
Leader plays a crucial role in change management by establishing a vision and strategy in a changed
scenario and also communicates the goals which are to be achieved.
Solution Methodology used in Tropic Test
The solution methodology used in tropic test is based on certain tropic factors and hard or soft problems.
The tropic factors are to be concerned by the problem owner as well as the associated team management
with solution methodology are as follows,
Tropic Solution Methodology
Factors Hard Soft
Time scales It is clearly defined-short to medium term. It is defined-medium to long term.
Resources It is clearly recognized, defined and fixed It is uncertain and variable.
reasonably.
Objectives It is clearly stated and quantifiable. It is subjective, visionary and is not
quantifiable.
Perceptions The problems and solutions are shared by No common view on problem constituents
all those affected. and establishes conflicts of interest.
Interest It is limited and defined in a well manner. It is widespread and ill defined.
Control It is maintained within the managing group. Shared with the group people.
Source It begins from within the organization i.e., It begins from outside the organization i.e.,
internally. externally.
Hard indicates system-based mechanistic solution methodology. Soft indicates organization development,
complex, solution methodology.
Case Examples for Tropics Test
The following case examples furnish the various output combinations and advises the possible user
elucidations.
Case 1: Time Scale Hard, with all the Other Factors Soft
This event denotes an emergency situation, a time of crisis. Although the time scale focuses on the need
for a spontaneous action, the organization development approaches are approached.
A hard hitting autocratic solution to conquer the short term difficulties, long eduction period and cultural
change to adopt to the new state.
Case 2: Source Soft with all the Other Factors Hard
This indicates an external technical change in a system because of the manufacturers technical
upgradation.
A restricted education programme to workers and maintenance may be needed by the systems approach
so as to execute the change.
Case 3: Control Soft with All the Other Factors Hard
This indicates an internal change which needs a external permission to continue. A satellite plant may
be willing to diversify into various product design instead of existing as an assembly plant. A system based
methodology may facilitate the internal systems change by offering the answers, but it is dubious to satisfy
the parent organization of the need to change.
Tropics enables the manager to enter into the change situation in an efficient and effective way. Inputs
should depend on hard authentic proof and the only thing required is an educated assessment of the change’s
possible influence.
When the manager or suitable management team considers the tropics, then they develop a feeling
towards the nature of the change and hence organizes or puts forward an optimal route.
4.9 Behavioural, congnitive, pscho-dynamic and

humanistic approaches to change
Q11. Explain briefly various approaches to change.
Answer :
There are different approaches to change which are brieflfy describe below,

Cognitive Approach
to Change
Behavioural Approaches Psycho-dynamic

Approach to change to Change Approach to Change
Humanistic
Approach to Change
Figure: Approaches to Change

1. Behavioural Approach to change
For answer refer Unit-IV, Page No. _, Q.No. _.
2. Cognitive Approach to Change
3. Psycho-dynamic Approach to Change
4. Humanistic Approach to Change
4.9.1 Behavioural Approach to Change

Q12. Explain the behavioural approach to change in detail. What are the strategies involved in
behavioural approach?
Answer :
Behavioural Approaches to Change
As the name represents the behavioural approach to change emphasizes on how the behaviour of a
particular individual can change the behaviour of some other individual through rewards, punishments, so as
to attain the desired goals. If the goals are not achieved, then the individuals behaviour is analyzed which helps
in knowing the reasons for the success or failure. In order to obtain the desired behavior from the individual,
he should be motivated in that way itself.
For example, if an organization has planned to change its objective from profit orientation to customer
orientation, then its staff members need to change their behaviour towards the customers and among themselves
in order to achieve the planned change.
The major goal of this approach is to emphasize on the behavioural change of staff and managers, but
not on improving processes, relationships or enhanced participation in goal setting and individual’s experience.
This complete field is supported by a number, a practitioner among whom Ian Pavlov and Skinner are
the most famous. Ian Pavlov connected a dog to his experimental apparatus and carried out a research on its
digestive system, where he observed that dog began to salivate when it is provided with food.
The researcher made an another observation that whenever he opened the door the dog started salviating
this might be because the dog released some relation between door opening and being fed and this condition
was referred as classical conditioning.
The experimental research conducted in later stages, has disclosed that cats had learned to come out of
a box either through positive effects (rewards) or negative effects (punishments).
Skinner repeated the research with operating conditioning and noticed the behavioural effects along
with the behaviours themselves.
He has carried out his experiments on rats and observed that an accidental operation of lever resulted
in the availability of food for them, because of the availability (reward) of food rats repeated this behaviour.
Based on the rewards and punishments when an individual is willing to promote a particular behaviour,
then four possible situations may be resulted out which are listed in following table.
Rewards and Punishments

Actions Positive Negative
Addition Positive reinforcement Punishment
It is enjoyable and enhances the chances Unenjoyable causing decrease in
of repeating good behaviour. repeat ‘bad’ behaviour.
Subtraction Extinction Negative Reinforcement
It involves eliminating unenjoyable Eliminating enjoyable stimulus, hence
stimulus thereby enhancing the chance of reducing the occurrence of ‘bad’
repeat ‘good’ behaviour. behaviour.
Strategies Involved in Behavioural Approach
At the time of planning strategies, following possibilities should be considered, under behavioural
approach to change,
1. Financial Reinforcement
In some of the organizations like related to sales, the traditional financial reinforcement provides a clear
explanation of reinforcement mechanisms which (organizations) they are following in the current scenario.
They provide bonus, prizes, rewards which are tangible, etc., and to be effective, their financial reinforcement
should be clear, close and visibly related to the behaviours and performance as per its requirement.
In case of highly developed system, the reward may not only to related to the number of appointment
but also to the quality of the future meetings and the quality of customer interaction.
2. Non-financial Reinforcement: (Feedback)
This type of reinforcement may take the form of feedback, which is provided to an individual based
on his performance of particular tasks. The feedback may take positive or negative form depending upon the
organizational culture and managerial values, and some times it takes coaching conversation forms, which
helps in encouraging the effective behaviour and discouraging the ineffective behaviour. The greater specific
the feedback is, the greater will be its influence on the reinforcement.
3. Social Reinforcement
It takes interpersonal action form, where the communications may be of positive or negative nature,
positive reinforcements may include praising compliment, general identification, more or less attention for
certain specific behaviours and outcomes. In case of ineffective performance it takes the form of ‘naming and
shaming’. This reinforcement is applicable not only in performance issues but also when an organizational
culture is changing, and in this culture, the behaviours which are acceptable or unacceptable can be determined
by group approval or disapproval. The new individuals try to evaluate the favourable and unfavourable
behaviours assumed by the reactions of their bosses and colleagues.
4.9.2 Cognitive Approach to Change

Q13. Discuss in detail the cognitive approach to change.
Answer :
People who were dissatisfied with behavioural approach led to the development of cognitive approach
where they focused on observable behaviour.
Cognitive psychologists were interested in certain things in which behavioural psychologists were not
interested like learning regarding enhancing the capacity for language, persons capability to solve the problems,
things happening within a person’s brain etc.
Cognitive theory is established on the grounds that, people’s emotions and their problems depends upon

the way they think.
People react to a particular situation as per the way it is analyzed and when their thought process is
changed, the way they respond to the situations can also be changed.
The cognitive approach or theory of change is practiced and experimented by different authors and
practitioners. Some of the major approaches of them are described below,
1. Albert Ellis and Aaron Beck
Completely new techniques and discoveries were used by Albert Ellis to work on rational emotive
therapy and Aaron Beck on cognitive therapy.
Ellis focused on the following points,
1. The significance of people conditioning themselves to get disturbed.
2. Their biological as well as cultural inclinations to think in a narrow manner and to upset themselves
unnecessarily.
3. Their unique nature to invent and establish disturbing beliefs and to upset themselves because of their
disturbances.
4. Their unique capability to change their cognitive, emotive and behavioural process, helps to,
(a) React differently from the regular manner.
(b) Reject to upset themselves regarding anything which may occur.
(c) To train themselves to be disturbed minimally in the remaining life.
“If you keep doing what you are doing you will keep getting what you get”.
Aaron Beck established cognitive therapy on the assumption that an individual’s moods, emotions and
behaviour are determined to a large extent by the way in which he interprets the world, i.e., on the basis of
persons way of thinking his feelings and reactions are determined.
2. Rokeach
In between 1960 and 1970 Rokeach developed belief system theory, where he proposed that the primary
determinants of an individual’s belief are his self concept and a set of deeply placed values.
The approaches reveal that change is very useful to all the individuals and they should avoid themselves
from the past methods of thinking and practicing.
The cognitive approach emphasizes on the results to be attained by the individuals, which are to be
aligned with the cause and effect chain necessarily.
This approach is not concerned about the external stimuli and the responses to the stimuli, but it is
concerned with, what individuals plan to achieve and how they achieve it.
Achieving Results
Following are the important questions to achieve results in an organizational context,
(a) Self Concept and Values
What are the individual core values and how they are aligned with his organization?
(b) Beliefs and Attitudes
What are the individuals beliefs and attitudes and with what he replaces them?
(c) Feelings
What is the most effective state of being to achieve his goals and how does he approach it?
(d) Behaviour
What does he need particularly to achieve his goal and what would be his first step?
(e) Results
What results does he need and what may come into the way?
Self concept and values ® Beliefs ® Attitudes
® Feelings ® Behaviour ® Results

The cognitive approach advises the uses of goals based on that assumption, the more, the clear, the goal
is, more are the chances of achievement.
3. Green
Green conducted a research for an outstanding sales person and suggested that two important areas of
business focus and personal motivation made the goals to appear large.
The outstanding sales people establish more clear and challenging organizational goals for themselves,
which are paired with his personal goals to achieve the rewards and success for the organizational apart from
himself.
4. Richard Bandler and John Grinder
Richard Bandler and John Grinder creators of linguistic programmer programming, continued the
research and observed that successful psychotherapists were those who were able to make their clients to
know what is absolutely the ‘wellness’, which in turn led to the notion of ‘well-formed outcome’ enabling to
achieve the accurate results by the one who has set up clear goals.
These goals were themselves more energetic and motivated.
Summary of Cognitive Approach
This approach is built upon the behaviorist approach, by placing the behaviour into the context of
beliefs and by emphasizing on the results. In the current scenario, the techniques of this approach are used in
the fields of management specifically in coaching field.
This approach is concerned about establishing a positive mental attitude and few expanding goals and
also makes detailed analysis on what are the limiting beliefs which generates the behaviour of self-defeating.
The major drawback of this approach is, it does not focus on the inner emotional feelings of an individual,
and its positive and negative influence on the change management.
The hurdles to the change needs to be analyzed and should not be made ‘OK’ just by reforming or positive
talk.
Q14. Explain the various techniques available for change in cognitive approach.
Answer :
A number of techniques were developed by cognitive approach to change the people’s belief and improve
their performance. The various techniques for change are as follows,
1. Positive Listings
This technique involves listing all the positive qualities possessed by an individual, like good feelings,
good experiences, good results, areas of skills, knowledge and expertise.
When an individual accepts that all these qualities are part of him, then he can strengthen all these
positive thoughts, feelings and perceptions resulting in improved beliefs.
2. Affirmation
A positive statement which describes the way, a person wants to be is referred as an affirmation. The
statement should be,
Personal
“I always feel excited to complete my task”. Here, i refers to the individual and he can explicitly finish
his task.
Present Tense
“I always feel excited to complete my task”. It does not represent the future, but it represents the present
situation.
Positive
“I always feel excited to complete my task”. It explains the positive nature but not the absence of

negative nature.
Potent
“I always feel excited to complete my task”. The words which represent the individual are used.
3. Visualizations
Visualizations are same as affirmations, but they are concerned about positive present mental image.
An individual needs effective visualizations to imagine the way he wants to be.
An individual can use various senses like, what he and others would see, what would be heard, what
would be felt the imagine himself as achieving the desired goal, and he needs to practise it regularly.
4. Reforming
It is a technique which helps in minimizing the feelings and thoughts that have negative influence on
the performance. For example, an individual may be nervous to visit his senior management team, as they are
very important persons, threatening presence, appearing large and colorful, but if the same individual imagines
them in a boardroom in grey colour and diminishing sizes, reduced volume, continuously then he can reduce
his anxiety, and perform in a better manner.
5. Pattern Breaking
It is a technique which involves, withdrawing attention from the negative state and emphasizing it on
the positive state through physically or symbolically. For example, if the individual feels nervous to meet the
senior management team, then he can place his fist in front of the mouth and can have a deep cough, or at the
right time he can clap his hands together and utter, ‘O.K, what i was about to say is..... once he has diverted
himself, he can prove himself.
6. Detachment
This technique is similar to pattern breaking with the same aim. For example, if a person is strongly
influenced by negative emotions, then he can imagine himself as stepping outside or away from his body
where all his negativity is left out and become quite calm, detached and more reasonable. When he will be in
any of these moods, then he can avoid negative influence or emotions.
7. Anchoring and Resource States
These two techniques involve recalling the past experience of success. For example, if a person is about
to give a presentation, then he can recall his past excellent performance in presentation, where he can remind
himself, about what he did see? What did he heard? What he felt?
He can recollect the methods used and words uttered, i.e., the person should reconnect to his past
experience, the words, and achieve success this time also.
8. Rational Analysis
It is a cognitive technique which is above excellence and is based on the idea that people’s beliefs are
not compulsorily rotational. This technique advises the people that they should list out all the incorrect reasons,
where he should be specific, set measuring criteria use his logical powers but he should not be generalized.
When he continuously proves that it is an irrational belief then he will starts disbelieving it.
4.9.3 Psycho-Dynamic Approach to Change

Q15. Explain in detail the psychodynamic approach to change by discussing Kubler Ross Model
and Hopson’s change curve.
OR
Explain Psycho-dynamic and humanistic approaches to change.
Answer : May/June-12, Q5(b)
Psycho-Dynamic Approach
The word “psychodynamic” reveals an explanation that when an individual is posed to a change in the
external world, then he experiences a variety of internal psychological states and Elizabeth Kubler – Ross
proved that humans undergo psychological process during change.
Like behavioural and cognitive approaches, the research into this approach was not initiated in the
organizations, but for Kubler – Ross in the area of incurable ill-patients, but the further conducted researches
of Hopson and Hayes indicated that the individuals undergoing changes in the organizations have similar
experiences, but it is not so considerable and distressed. The Kubler Ross model and Hopson and Haye’s
change curve are discussed below,
I. Kubler Ross Model
Kubler Ross published her strongly influencing work on death and dying in 1969 which was about
incurable ill-patients and the various psychological states they undergo in different conditions, and it was
observed that this research was applicable to the people who are experiencing the other types of severe changes.
Kubler-Ross identified that when patients are provided with necessary conditions, and when they know
the reasons for their illness, then they go through the five stages, which are as follows,
Denial
Acceptance
Self Anger
esteem
Bargaining
Depression
Time
Figure: Kubler Ross – The Process of Change and Adjustment

Stage-1: Denial
People who are posed to potential disastric change may not be able to communicate and may reject it
i.e., they do not consider any thing and may become emotionally numb and gain a sense of disbelief.
Some people argue that in this way the body prepares the individual to be ready and accept whatever
happens in the future.
Stage-2: Anger
People enter into the second stage i.e., anger when they try to identify what is happening, and they start
questioning themselves like, ‘why me?’, ‘How is it possible for a thing to happen to someone like me?
If they think that someone else is responsible for that, they would definitely blame the doctors, because
they have miss-recognized or did not identify it in time.
For certain people who are habituated for smoking, anger and frustration are just seen externally but
they blame themselves that why they did not give up their habit of smoking in the initial stages only.
People who are not willing to accept the change and want to do something, anything other than completely
believing it, will continue this process. Anyhow anger is the alternative way for superseding one’s real
feelings towards the situation.
Stage-3: Bargaining
Kubler Ross observed that, this is a stage where people enter and even though they are fatigued (or
fired) by criticizing others or themselves, they are still in favour of having control over the situation or
on the fate.
For the people who are dying themselves or who are facing the death of their loved ones, this stage
can be represented by a conversation with themselves or with God in case if they are religious, where
they pray for increasing the time. ‘If i promise to be good, from now on, if I agree to regret for any ills
I have committed, if I could just be allowed to live to see my daughters wedding. I will take back all
the disgusting things i said about that person if you only let them live’.
It is observed that, this stage diverts the real importance of the situation. This is bargaining, possibly
similar to anxiety.
In order to rectify the situation, the individual hopelessly looks around for something or anything. If
only i could get it fixed or sorted everything would be all right.
Stage-4: Depression
When the people become aware that bargaining will not help to escape from the situation, then possibly
the real importance of it kicks in.

At this stage, Kubler Ross observed that her patients went into depression i.e., they mourned or grieved
for loss, as they lost the valuable things which they ever had or ever known, they shall loose their future,
or themselves, and give up everything.
Depression may be in various forms for various people. It may be in the form of lack of interest, sense
of pointlessness, sadness, or else in the form of blend of extreme emotions and detached states.
Stage-5: Acceptance
Kubler Ross observed that many people come out of their depression and set foot in the fifth stage i.e.,
acceptance, they quietly accept the situation.
Though this stage is not necessarily a happy stage, people accept it because of the unavoidable happenings
in the current situation.
People in this stage are prepared and have a sense about their feelings related to the situation, their
hopes, fears, and their anxieties.
II. Hopson and Hayes Change Curve
Clinical and management researchers particularly Adams, Hayes and Hopson further added to Kubler
Ross’s five stages, which are as follows,
l
nia
raftion
An
teglie
InRe
de
Discovery
ge
k
oc
n
ntat io
Ba
Sh
e
xperim
nce E
rga
ta
ini
cep
ng
A c
Depression
Figure: Adams, Hayes and Hopsons Change Curve

Stage-1: Shock or Surprise
It is a subset of denial but it is distinguished because of its sense of disbelief.
Stage-2: Denial
Complete non-acceptance of the change and may substantiate to oneself that it is not taking place and
expecting that it will go away.
Stage-3: Anger
Experiencing anger and frustration but without any knowledge, i.e., holding no responsibility for their
emotions.
Stage-4: Bargaining
It is just a try to overcome the unavoidable circumstances.
Stage-5: Depression
Striking the laws and responding with lost interest or sadness.
Stage-6: Acceptance
The real situation is accepted.
Stage-7: Experimentation
After making indepth observation of acceptance, the idea arrived is that possibly there are things out
there, where the changes may be worthfull, at least they should have thought about that change and he
may ask about the job description of that new job.
Stage-8: Discovery
When the individual enters the world which is changed, few things may be discovered which are not as
bad as his imagination. Possibly the company might have said the truth that there are new opportunities
and a better way of working.
Stage-9: Relief
The individual here, should know, at least what is happening in the current situation, he/she had his
own suspicions, he was not just being mistrusted.
Summary of Psychodynamic Approach
The psychodynamic approach is used by the managers to understand the reactions of their staff and to
know their experience during a change process and tackle with them.
These models enable the managers to know why people react the way they do.
This model helps to simplify the complex process. Individuals may go through the various phases where
they experience different emotions. These emotions are clustered into groups and then labelled. The observer
may observe the different emotions exhibited by the individuals behaviour.
The research performed advises that various phases can overlap, when the predominant emotion of one
stage slowly declines, then the predominant emotion of the next stage takes hold.
Individuals will go through the process either after understanding the event or according to the observer.
They may have various phases which themselves are described precisely as per the time and by different
characteristics. Any how the stages may not have the clear beginnings or endings and the characteristics of
one stage may appear in the other stages.
The important learnings in this approach are that each and every individual goes through the ups and
downs of a transition curve to a little extent, but possibly be in different times and in different ways. It is not
only perfectly natural and normal but truly a crucial part of being human.
Humanistic Approach to Change
For answer refer Unit-IV, Page No. _, Q. No. _.
4.9.4 Humanistic Approach to Change

Q16. Explain Psycho-dynamic and humanistic approach to change.
Answer :
The humanistic psychology approach turned out as a movement in United States, during 1950’s and
1960’s. This approach does two tasks simultaneously i.e., it develops on its own and combines few perceptions
of the other three approaches i.e., behavioural, cognitive and psychodynamic approaches.
According to the American Association of Humanistic Psychology, “The humanistic psychology approach
is concerned with topics having little place in existing theories and systems, example love, creativity, self
growth, self actualization, higher values, being, becoming, responsibility, meaning, transcendental experience,
peak experience, courage and related concepts.
The following chart depicts the similarities and differences between the psychoanalytic, behavioural, cognitive
and humanistic approaches and the relation between the humanistic psychology and the other approaches.
Theme Psychoanalytic Behaviorism Cognitive Humanistic

Psychodynamic approach-observing Yes No Yes Yes
what is behind surface behaviour
Action approach-looking at actual No Yes Yes Yes
conduct of person, trying new things
Acknowledgement of importance of Yes No No Yes
sense making, resistance etc.
Use of imagery, creativity No Yes Yes Yes
Use in groups as well as individual Yes No No Yes
Emphasis on whole person No No No Yes
Emphasis on gratification, joy, No No No Yes
individualization.
Adoption of medical model of mental Yes Yes Yes No
illness.

Felt experience of the practitioner Yes No No Yes

important as a tool for change.
Mechanistic approach to client No Yes Yes No
Open to new paradigm research No No Yes Yes
methods
Table: Psychoanalytic, Behaviorist, Cognitive and Humanistic Approaches
Humanistic psychology focuses on the various important areas,

(i) Individuals experience of subjective awareness and its importance.
(ii) The significance of holding a responsibility for one’s situation or at least the supposition that whatever
the situation may be, there will be an element of choice in how an individual think, how does he feel
and act.
(iii) The importance of a person as a whole entity, it means that as humans, people are not just what they
think, what they feel, and they are not just their behaviours. They survive within a social and cultural
context.
In close relation with friends view of the aim of treatment which moves the individual from obsessive
anxiety to ordinary unhappiness, humanistic psychology has “unlimited aims ..... our prime aim is to enable
the person to get in touch with their real self”.
4.10 beckhard’s change formula

Q17. Examine about Beckhard’s change formula.
Answer : May/June-16, Q5(b)
Beckhard and Harris (1987) discovered the change formula from the original work done by Gelicher.
The change formula involves capturing the change process in a compact way and then recognizing the
factors, which should be strongly in place to cause the change.
The Beckhard’s change formula is expressed as follows,
C = [ABD] > X
Where,
C = Change
A = Level of dissatisfaction with the status quo
B = Desirability of the proposed change or end state
D = Practicality of the change (minimal risk and disruption)
X = “cost” of changing.
Beckhard and Harris says, for the change to happen factors A, B and D should exceed the perceived
costs [X] and if any person or group whose dedication is required, is satisfied with existing status quo [A],
anxious to achieve the desired end state [B], and satisfied by the liability of change [D], the change cost [X]
is very high and that person will withdraw from the change.
Resistance is ordinary and is to assume in any change effort.
As resistance to change exists in many forms, the change managers should evaluate the type of resistance,
so as to work with it, decrease it and assure the need for commitment from the withdrawing party.
Sometimes the formula is written as (A × B × D) > X and it adds something which is useful to the
formula. The multiplication indicates that if any factor is ‘zero’ or ‘nearer to zero’, then the product or result
obtained is also zero” or “nearer to zero” and the resistance to change cannot be overcome.
This reveals that change can extremely reduce when the vision is not clear, when the status quo does
not lead to dissatisfaction, or the devised plan is not clear.
The factors (A, B, D) should have the weight and they do not balance each other if one is low.
This model is derived by comparing the organiza-tions with the organisms, but it is used by the
organizations which have already implemented planned change approach to achieve the management objectives.
Beckhard and Harris focused on the need to plan the interventions which enables the three factors (i.e., A, B,
D) to come up in the organization.
This change formula is simple to illustrate but very immensely useful. It can be used at any time in the
change process, to evaluate various happenings.
When the different parties induced in change process share this formula, it provides them the information
of tasks to be done by then to achieve the progress.
Change formula focuses on various problematic areas,
(i) When the staff is not dissatisfied with the existing situation
(ii) When the important people are not clearly informed about the proposed end state
(iii) Change implementers are not in favour of the proposed end state
(iv) The tasks provided to the change implementers are very difficult or ill-defined.
When this formula is used as an initiating point, then the various differences in approach are obtained,
but it depends upon the image under use.
4.11 Buchanon and Mc Calman’s model of perpetual

transition management
Q18. Explain Mc Calman’s model of perpetual transition management.
(Dec.-14, Q5(a) | Jan.-12, Q5(b) | May/June-12, Q5(a))
OR
Describe Buchanon and Mc Calman’s model of perpetual transition management.
Answer : June-13, Q4(b)

Buchanon and Mc Calman’s framework of perpetual transition management helps to spread the managers
response towards change internally, externally and proactively, wherein the managers should possess the
capability to tackle with the continuous change.
This transition management model helps to know the causes of change and its effect in an organization
and advises that in order to implement and continue major organizational changes, four interlocking management
processes should take place. They are as follows,
Following table illustrat the four layers of this model,
Trigger layer Opportunity, danger, disaster, clarify, express, communicate
Vision layer Define the future also including structure challenges creation
Conversion layer Cause, recruit believers, elaboration of future structure
Maintenance and Continue and improve belief, strengthen and

renewal layer justify regression prevention
Transition management advises the organization to plan, deploy its resources and then put into
effect the four sets of interlocking processes which are planned to execute, continue and set up change and
achieve it to deal with issues related to change over time.
The argument involved over here is, although the four layers are very essential in change process but
the prominence and preference of the each of them will change over time and hence their recognition will
take a long time.

The perpetual transition model begins with a number of questions like,
(i) How the successful change is elucidated?
(ii) How the changes which ruined from the beginning are elucidated?
(iii) How the changes which were successful in the beginning but receded in the middle are elucidated?
These processes function at various level and include various factors in the organizational hierarchy.
The four different layers are as follows,
1. Trigger Layer
Trigger layer deals with recognizing needs and openings for major change and they are intentionally
designed in the form of opportunities rather than dangers or disasters.
In trigger layer, the reasons and causes of change should be understood and these triggers should be
expressed in a comprehensive manner and communicated throughout the entire organization.
For example, poor trigger recognition and communication processes are seen, when the employees are
posed to problems in the organization and are called for to discuss about unemployment issues. People will
be in favour of change and accept it, when they feel it is essential and will be ready to listen the elucidation
for the need for change. Whereas the managers will not accept the change because they feel that change is
associated with some form of failure and try to avoid it by hiding.
Trigger in most of the organizations is generally the disaster but it may not be definitely a danger. People
may be ready to challenge the crisis but they may not show the same attitude towards the danger.
A process can be supported and assisted when any potential disaster creates an opportunity for change,
which means, that the triggering mechanism utilized in the organization should be expressed comprehensively
and communicated all through the organization.
When each and every one associated with the change has a shared knowledge of what is happening
and why? Then the chances of executing the change successfully are enhanced a lot.
2. Vision layer
The future development of the organization is created by expressing a vision and disclosing it in the
areas where the organization is improving.
The managements responsibility does not end with just clear recognition and expression of the trigger
but it should also define the future. It does not mean just staring at the future, but should involve in creating
a vision layer which defines and expresses the organization expectations towards future.
As in trigger layer, this layer also ensures the smooth flow of the process when all the people involved
have a shared knowledge of what is happening. Management should perceive the future in relation to three
standards,
(i) Change offers an effective response towards the events triggering change.
(ii) The organizations future is recognized in terms of its design, its products and its goals.
(iii) It should offer challenge and stimulation.
Change is often supported by commitment, passion, dedication, participation but resisted due to
sacredness, discrimination, lack of knowledge, nervousness etc.
3. Conversion Layer
Conversion layer provides support to the new vision in the organization as it is the most suitable method
to deal with the causes of organizational change.
The third layer i.e., conversion layer is concerned with gaining recruits for change, which means that
people involved in change process should have the new ideas and concepts and follow them. Defining the
future, in such a way that, the buying frequency is reduced with inhibit the change.
Each and everyone involved in change process should feel that they are part of it, and should accept
the explanation for vision and understand it. At this point vision is clearly elaborated, various perspectives
like future structure, and work procedures are explained, and recruit believers towards the vision. Failure of
the change process may result in negotiations, renegotiations or deterioration.
At this stage managers should participate in two activities,
(i) The most suitable mechanism adopted by the existing planning team and fundamental core change unit
depends on the organization and its consultation systems.
(ii) It is essential to discuss with the people about the change at every formal or informal opportunity, which
helps to create a shared understanding among the people.
4. Maintenance and Removal Layer
Recognizing the methods which involves continuous and improved changes by modifying attitude,
values, behaviours and regression back to tradition is avoided.
Maintenance and renewal layer deals with the deterioration associated with the management of mid-
term change and the issues of “moving goal post” features of change. It includes four important examples,
(i) The events responsible for change may be washed from the memory or may lose their relevance after
some time.
(ii) As the time passes, the vision expression may be reduced.
(iii) The replacements made may not be dedicated towards the new idea and they should be explained the
reasons for and responses towards the triggers.
(iv) The changes occurred may become usual in the organization.
To avoid and overcome this type of deterioration, the organizations should allot the resources to maintain
and renew, the vision according to the evolutionary framework and for this the management should adopt a
process called permanent transition and it is very important concept to be followed by the organization.
Thus, managers should recognize that change is sustaining character to be adopted in modern
organizations and to be tackled continuously.
4.12 TYPES OF INDIVIDUAL, GROUP AND ORGANIZATIONAL CHANGE

Q19. What is Individual Change? What are the various methods of individual change?
Answer :
Individual Change
Individual change focuses more on changing the employee’s or individual’s behaviour to facilitate the
organization change and to meet higher demands. Individual change forms basis for group, inter-group and
organizational change. It is not possible for management to bring about organization change without changing
the individual’s behaviour.
Individual change can be carried out by using management development programmes at managerial
levels and job transfer at operational levels in order to develop the employee’s skills to effectively deal with
present as well as future job and can sustain organization change in future. Planning for organization change
also include a plan for individual change.
Methods of Individual Change
There exists several methods for carrying out individual change in the organization. They are as follows,
1. Job restructuring
2. Job enrichment
3. MBO
4. Job redesign
5. Role negotiation
6. Process consultations.
1. Job Restructuring
Re-engineering is a type of restructuring intervention which involves fundamental rethinking and
complete redesign of business processes so that drastic improvements in performance can be attained. Re-
engineering develops a coordination among the different tasks. It results in faster and more responsive task
performance, re-engineering can be achieved with advanced technology which help employees to regulate
and coordinate work processes more effectively. When basic principles and processes of OD are neglected,
re-engineering becomes a big failure.
2. Job Enrichment
Job enrichment is the vertical expansion of a job by adding more responsibility and freedom to do it.
It involves adding motivating factors to a job. Job enrichment increases ‘job depth’, (degree of employees
control over his work), quality of output, satisfaction and employee motivation.
3. MBO
MBO programs are an outcome of collaborative organization diagnosis. These programs involve setting
up of joint targets and reviewing performance in order to focus more on objectives and improve the frequency
of problem-solving. It involves activities such as goal setting effort and performance review which are identical
to the OD programs.
MBO programs are usually implemented by line managers or human resource departments. Very less
emphasizes are laid on diagnosis of problems to be solved. MBO programs do not have a team approach and
it creates competition among the team members.
4. Job Redesign
This structural intervention has most of the OD characteristics. OD approach to work design has
been provided by Richard Hackman and Greg Oldham. Their approach includes diagnosis, participation and
feedback.
The work redesign focuses on redesigns in order to maximize worker motivation. The job characteristics/
include variety of skills, identifying task and its importance, autonomy and feedback from the job. Thus work redesign
helps the organization in achieving the expected outcomes through motivation, satisfaction and effectiveness.
5. Role Negotiation
In this step, a discussion is made between two individuals for changing the important behaviours
which they want from other and are willing to make. Both the members should give something for receiving
something. This step is usually shown by two members and the other group members watch it.
6. Process Consultations
Schein defined process consultation as a set of activities on the part of the consultant, which helps the
client to perceive, understand and act upon the process events which occur in the client’s environment. It is an
approach which focuses on diagnosing and understanding the process events. Process consultation concentrates
on certain specific areas such as communication, functional roles of group members, group problem solving,
decision-making, group norms and growth, leadership, authority, intergroup cooperation and competition.
Q20. Explain the various types of individuals or personalities and groups in an organization.
OR
Discuss various personality types and groups in an organization.
May-14, Q5(b)
OR
What are the different types of individuals and groups?
Answer : (Dec.-13, Q5(b) | Dec.-12/Jan.-13, Q5(b))
Types of Individuals or Personalities in an Organization
The different types of individuals available in organizations with different personalities are as follows,
1. Extroversion
This trait reflects talkativeness, assertiveness, being sociable and open to establishing new relationships.
Such extroverts possess a comfortable tendency with relationship, the opposite of this represents introversion.
2. Agreeableness
Refers to person’s ability to get along with other people. Such people prefer harmony and do not stick
to their say. They are cooperative and trust others.
3. Conscientiousness
A person with high conscientious nature tends to focus on few goals at one time. He is likely to be
organised, systematic, careful, thorough, responsible, self disciplined and achievement oriented. Whereas one
who is focussing on many goals at one time is of low conscientious in nature. He is disorganized, careless,
irresponsible, less thorough and less self-disciplined.
4. Emotional Stability
This is the ability to cope with stress. A positive emotionally stable person tends to be calm, enthusiastic
and secure. A less stable person tends to be nervous, depressed and insecure.
5. Openness
People with high levels of openness tend to be interested and impressed by novelty and innovation.
They are willing to listen to new ideas and chance their own ideas, beliefs and attitudes in response to new
information. Thus, this represents a person’s range of interests. People with low level of openness tend to have
few interests, less curious, less creative and less receptive to new ideas.
6. Authoritarianism
An individual having strong belief in legitimate formed authority, considers obedience to authority
necessary, adheres to traditional value system, is intellectually rigid, opposes the use of feelings, oriented
towards conformity to rules and regulations and prefer autocratic or directive leadership.
7. Machiavellianism
Such people are prone to involvement in organisational politics and practices game playing and
power tactics. Jobs requiring bargaining skills and commissioned sales efforts are performed better by
machiavellianism.
8. Introversion and Extroversion
Introverts are those who have less interpersonal orientation and are less sociable. They are less gregarious
and talkative. They are shy, quiet and retiring people. These people excel at tasks that require thought and
analytical skills.
Extroverts are more talkative, outgoing, gregarious, sociable and having interpersonal orientation.
Extroverts are suitable for tasks requiring more interaction with others.
9. Risk Taking
High risk taking managers make rapid decisions and use less information in making their choices. Such
a trait proves more effective for a stock trader in a brokerage firm, but acts as a disadvantage for accountants
performing auditing activity. Whereas it is reverse with respect to low risk takers.
Types of Groups in an Organization
Depending upon the purpose, extent of structuring, process of formation and size of group membership,
groups are classified into various types. They are as follows,
1. Primary and Secondary Groups
A primary group is intimate, face-to-face association and cooperation. The membership of primary group
is small. Such groups may be family, friendship or neighborhood groups. Secondary groups are more formal,
general and remote. This group members may not have any interest in the problems and pleasures of others.
They may not have continuous interaction and intimacy, face-to-face interaction, cooperation, association as
that of primary groups.
2. Membership and Reference Groups

A membership group is one to which an individual really belongs to. A reference group is one with
which the individual identifies or to which he would like to belong. An individual may be member of several
groups at a time but he may not participate actively in all such groups but he would like to participate in that
whose norms are more attractive and gratifying. The attractiveness of the reference group makes the norms
of that group more attractive to the individual who aspires to it and its norms will, become more influential
in determining behavior. The reference groups have more relevance to organisational behaviors.
3. Command and Task Groups
A command group is composed of the subordinates who report directly to a common superior. It is
determined by organisation chart. A task group is usually formed to solve a problem or perform an activity
that involves a number of organisational units. Thus, membership of the task group may extend beyond the
hierarchical command of a superior.
4. In-groups and Out-groups
The in-group represents a clustering of individuals holding prevailing values in a society, or at least,
having a dominant place in social functioning. It can be a majority numerically, or it may represent the power
structure with its pattern of behavior considered desirable. The out-group is the conglomerate looked up
as subordinate or marginal in the society. It is usually referred to as minority group even though in certain
instances, it may represent numerical majority.
5. Formal and Informal Groups
Formal groups are created and maintained to fulfill specific needs or tasks which is related to the total
organisational mission. These are consciously and deliberately created. These may be in the form of temporary
group as committee, task-force etc., or be permanent groups. Informal groups are created in the organisation
because of operation of social and psychological forces operating at the workplace. Members create such groups
for their own satisfaction and their working is not regulated by the general frameworks of organisational rules
and regulations.
Q21. Explain different types of group changes.
Answer :
The group or team changes are of different types based on the changes in organizational factors. They
are as follows,
1. Group/Work Team Group Changes
These are the typical teams in organizations consisting of a group of individuals headed by a group
leader. The reaction of group/work team depends on the nature and composition of the team and the team
culture. It is difficult to get alignment in these teams and these teams do not prefer change often. The team
leader should actively involve himself and the key team members for successfully implementing organizational
changes.
2. Parallel Teams Group Changes
These teams do not follow traditional management hierarchy. They consist of knowledgable employees
from different departments who come together for brainstor-ming about quality improvements or solving tough
problems.
The reaction of parallel teams to change depends on the team objective and nature of individual team
members. The team leader should encourage the team members to mix up with other teams to be in sync with
the whole organization. A major advantage is that its good for pilot scheme however the team may become
alienated due to failure or pride of success.
3. Project Teams Group Changes
These terms are formed for completing a specific project/task and are dissolved once the project is
completed. This team consists of part time/full time members depending on the size and time duration of the
project.
The reaction of this team to change is high and depends on their integration with the organization. These
teams adapt easily and quickly to small change but not to a total change. Leaders may use this team for short
range task such as working on researching techniques or appointment of consultants etc. These teams are not
suitable for complex organizational issues like “improving organizational communication” etc.
4. Virtual and Network Teams Group Changes
Hendrickson defines virtual teams as groups of geographically and organizationally dispersed co-workers
that are assembled using a combination of telecommunication and informational technologies to accomplish
organizational tasks”. Whereas, network teams are a cohesion of regional, national and international teams.
The reaction of such teams to organizational change depends on the nature and composition of the team.
The teams adaptability to change depends upon the team objective and the personalities of the team members.
Leaders may use such teams for initiating ideas and for dispersing information throughout the organization.
5. Management Teams Group Changes
It consist of group of managers who are responsible for the overall performance of the business. The
management team is responsible for the overall success or failure of the organization.
The reaction of the management team is very high. Usually, this team is responsible for initiating
change in the organization. For effective team change, the leadership should insist the management team for
role modelling.
Q22. What is Organizational Change? What are its characteristics?
Answer :
Organizational Change
Organizational change refers to the alterations which occur in an organization due to changes in the
business environment. It is essential for the organizations to undergo change for dealing with the environmental
changes. It helps in the growth and development of the organization. These changes are made in the strategies,
policies, structural designs and philosophy of the organization. Some of the major factors which cause
unavoidable changes in business environment are political, technological, legal, economic, social, labour and
international market environments.
Characteristics of Organizational Change
The characteristics of organizational change are as follows,
1. Resultant of Stress
It occurs whenever there is pressure within the organization. The external and internal factors such as
technology, social changes, marketing conditions, nature of workforce, change in managerial personnel etc
leads to stress. It disturbs the stability and environmental conditions of the organization.
2. Proactive or Reactive
Change can be proactive or reactive in nature based on the type of factor causing pressure. The change
which is occurred as a result of pressure of internal factors is called proactive change. The management
causes such a change to improve organizational efficiency. Whereas the change which is occurred as a result
of pressure of external factors is called reactive change.
3. Unavoidable
It is unavoidable and unpreventable. Any change in the business environment definitely affects on
organization. It cannot prevent changes in the business environment from affecting the organization. It is
essential for the growth and development of the organization.
4. Continuity
It is a continuous process. Due to various internal and external factors, change occur continuously in
the business environment. Organizations change their business policies and strategies continuously to expand
their business and gain competitive advantage against their rivals.
5. Compulsory
It is an essential activity which affects the organization. Every organization must deal with change
either by planning a change or by reacting to a change. It is necessary for the survival of the organization in
the ever-changing business environment.
6. Influences All Factors
It influences all factors of an organization such as technology, personnel, necessary, organizational
structure etc are affected by the changes occurring within an organization.
7. Affects all Parts of the Organization
The affect of change spreads to the entire organization. Any change occurring in a part of organization
will have affect on other parts of the organization. The complete organization undergoes a change due to
change in a part of organization.
8. Extent of Change Varies
The influence of change varies across different sections of the organization. Each part of the organization
is affected with different reasons. The extent of the effect of change on each part of the organization is also
different.
Q23. Give a classification of organizational change and explain them.
Answer : Dec.-15, Q5(b)
Types of Organizational Change
Following are the three types of organizational changes,
Classification of Organisational Change
Strategic Structural People-centered

Change Change Change
Figure: Classification of Organisational Change

1. Strategic Change
When the changes have been made to the organization’s goals, objectives, strategies and other key
elements of a business, a strategic change is said to have taken place. Such changes have an impact on the
complete organization.
The strategic change process will lead to many changes in the firm but the most significant one, that
needs to be adjusted includes,
(i) The firm structure
(ii) The commercial approach
(iii) The organizational culture
(iv) The related processes.
(i) The Firm Structure
The need to reorganize the structure of the firm arises due to number of issues that seeks to be resolved.
It acts as a solution to different issues of the organization.
An organization should opt for restructuring only as a result of change in strategy. There should be a
clear objective for it and needs to be carried out as per the process change and culture change.
(ii) The Commercial Approach
A considerable growth have been observed in the activity of merger and acquisitions. The mergers
and acquisitions usually takes place for acquiring the better management skills of the other firm, for
strengthening some certain areas of the firm such as enhancing the research capability, or strengthening
the network of distribution and the like.
(iii) The Organization Culture
According to Schein, culture is the “pattern of basic assumptions that a given group has invented,
discovered or developed in learning to cope with its problem of external adaptation and internal
integration, and that have worked well enough to be considered valid. Therefore, to be taught to new
members as the correct way to perceive, think and feel in relation to those problems”.
(iv) The Related Processes
The information technology has become an important part of human life. Now-a-days almost all
organizations are spending on the capital expenditures related to information technology. The firms
usually adopts the IT based changes with the aim of,
(i) Achieving the flexible responsive production of the customized goods
(ii) For segmenting the market place in innovative ways
(iii) For serving the customers in different ways i.e., through developing the access with the help of
internet
(iv) For establishing new types of firms and partnership.
2. Structural Change
When the changes are made to the structural design, working systems, operational areas and technologies
and tasks, policies, procedures and rules of the organization, it is known as structural change. Structural change
may also involve introduction of new products, models and variants and also new policies, new procedures,
new rules and regulations and new patterns of performing tasks.
3. People-centered Change
When changes take place in individual’s abilities and performance it is known as people-centered change.
Such changes usually take place in an organization through training and reinstatement of existing employees.
Q24. “Organizational change is inevitable”. What factors are responsible for organizational
change?
Dec.-14, Q5(b)
OR
Explain the factors influencing change.
(Refer Only Topic: Factors Responsible for Organizational Change)
Answer : May-15, Q5(a)
Organizational Change in Inevitable
Change is inevitable as there is a continuous development in scientific, technological and political areas.
It is equally essential for the organisations to adopt change in order to attain sustainable development.
In the present era, the organisations are required to equip themselves to learn and manage diversity.
They must be able to interact with external environment and the internal forces as well. The world of business
is changing rapidly with the introduction of many factors such as liberalization, globalization, increasing
education levels, dual career couples, participation rate of minority and privatisation etc. Thus, the organisation
must adopt the strategies to become flexible in adopting change.
Factors Responsible for Organizational Change
There are various factors that lead to organizational change. Broadly speaking, these factors can be
divided into two,
1. External factors
2. Internal factors.
1. External Factors
The external factors are the factors outside the organizational boundaries. They cannot be controlled by
the organizations. The change in these factors forces the organization to change accordingly so as to operate
effectively and efficiently. The following are the different types of external factors.
(i) Market Situations
The organizations supplying similar product and buyers buying these products are two of the Micheal
Porter’s five forces model that drastically effects the competitiveness of the organization. A change in
these forces directly effects the competitive ability of the organization. Therefore, any change in market
conditions implies for a change in the organizations.
(ii) Technological Changes
Technological advancement also has an impact on organizations competitiveness, since the competitors
may adopt these technologies and advance/grow further. Such changes reduce the efficiency and
effectiveness of the organization. Therefore, the organizations are forced by the technological changes
to adopt new and advanced technology, so as to grow and diversify themselves.
(iii) Social Changes
Changes in the desires, wants, needs, aspirations and standard of living of the people also has an impact
on the organization. Such changes have an impact on both employee’s expectations and customers
buying behaviour. Therefore, the organizations are forced to operate in accordance with the desire,
wants and needs of both the employees and the customers.
(iv) Political and Legal Changes
Changes in political and legal factors directly effects the activities of an organization.
Change in political factors bring about a change in government priorities. This forces, the organizations
to restructure their business operations.
Sudden political changes are also capable of perishing a well-established business.
(v) Trans-national Corporations
These are the latest external factors affecting the organizational operations. The organizations are forced
to bring in changes in accordance with the trans-national corporations.
2. Internal Factors
The changes that take place within the organization are known as internal factors. Such factors are in
complete control of the organization. There are only two internal factors of change. They are as follows,
(i) Change of Managerial Persons
When a new manager joins the organization he brings the changes in the organization as per his ideas,
philosophies and method of working. Therefore, organizational changes take place.
(ii) Organizational Defects
New methods or interventions may be introduced by the management in order to overcome certain
organizational defects. These may result in changes of organizational policies, approaches and strategies.
4.13 organizational change matrix

Q25. Discuss organizational change matrix.
Answer :
The formulation of a suitable strategy is considered as an important determinant of change. This includes
developing a matrix of change, diagnosis and initiation related with behaviour, structure and context at four
different levels, particularly, the organization as a whole, inter-group, group and individual levels.
An organizational development matrix conceptualized and formulated by Pugh during 1986. This
matrix facilitates the organization in formulating their OD strategy. The adoption of Pugh’s analysis of the
common strategies acts as a better example of diagnosing and initiating change. All these strategies are applied
to organizational development which basically rely on standard within the organization whereby change is
considered and the measures are taken which relate to these levels. It is observed that action at the organizational
level is different from that of individual level.
The organizational development matrix developed by Pugh includes the following levels,
1. Organizational Level
At organizational level, the environmental changes observed are poor morale, pressure, anxiety, suspicion,
absence of awareness (or) responses. The system, goals, strategy and organization structure are not properly
defined and are inappropriate. One can observe centralization, divisionalization, standardization as inadequacy
of environmental monitoring matrix. The context of organizational level includes geographical setting, market
pressures, labour market, physical conditions and primary technology.
2. Inter-group Level
This level shows the absence of effective cooperation among sub-units, conflict, excessive competition,
limited war, failure to confront differences in priorities, unresolved feelings. The structure of such level includes
absence of integrated task perspective, sub-unit optimization, difficulty to make proper communication. It
basically requires redefining of responsibilities, change reporting relationships, improved coordination and
liaison mechanisms. The setting-up of various sub-unit values, life style, physical distance through reduced
psychological and physical distance, exchange roles, attachments, cross-functional social overlay.
3. Group Level
Under group level change one can ascertain inappropriate working relationships atmosphere,
participation, poor understanding and acceptance of goals, avoidance, improper leadership style, leader not
trusted, respected, leader in conflict with peers and superiors. All these issues can be addressed through process
consultation team building. This system mainly requires redesigning work relationships and autonomous
working groups. It needs setting-up of change technology, layout, group competition.
4. Individual Level
This level must essentially include counselling, role analysis and career planning. It requires job
restructuring (or) modification, redesign, enrichment and MBO for poor job definition, tasks which are easy (or)
complexed. The development of personnel changes improved selection and promotion procedures, enhanced
training and education, bringing recognition and remuneration along with objective.
A process is observed to be both lengthy and messy when an organization moves from an unsatisfactory
state of affairs, by the identification of this, recognition of alternatives, communicating these and receiving
feedback, educating the changes needed, evaluating development through experience and enhancing the change
process.
4.14 Models of Change

Q26. What are the various models of organizational change.
May-15, Q4(a)
OR
Explain models of change.
Answer :
Organizations and their managers must identify that change is not a problem but it may be in the ability
to effectively manage change. Not always the process adopted is wrong, but there may be absence of vision
and understanding in conceptual framework. It may be the result of ineffective development and reinforcement
of manager’s role and purpose in challenging organizations. Organizations and their managers must identify
the requirement to adopt approaches while undergoing transformation conditions. Following are the various
approaches/models of change,
1. Systems Model of Change
For answer refer Unit-IV, Page No. 4.14, Q.No. 12, Topic: Leavitt’s Model.
2. Force Field Analysis
For answer refer Unit-III, Page No. 3.43, Q.No. 28, Topic: Lewin’s Model.

3. Continuous Change Process Model
For answer refer Unit-IV, Page No. 4.7, Q.No. 6, Topic: Continuous Change Process Model.
4. Change and Transition Management
For answer refer Unit-IV, Page No. 4.41, Q.No. 30, Topic: Buchanon and mc.Calman’s Model of
Perpetual Transition Management.
5. Organizational Growth Model
For answer refer Unit-IV, Page No. 4.9, Q.No. 8.
Q27. Explain continuous change process model.
Answer :
Continuous change process model was developed by ‘Lewins’. This approach is simple to use and
almost used by all models of organizational change.
This model can be clearly explained by illustrating a more complex and more helpful approach which
can be explained as follows:
This approach is done by considering the top management, planned change and analyze that the change
occurred is continuous in nature. Continuous change thereby results in change in the whole working pattern
of the organization Lewin’s concept helps the model in incorporating into implementation phase. Pertaining
to this approach where organization has transformation change and accordingly, the top management realized
that there is a need to have certain forces and trends which would help the organization in problem solving
and decision making processes.
It is in the hands of top management to forecast the future goal before the changes made and they try
to implement various alternatives and the best one is selected.
Basically, top management does not take the authority to deal with all these perspectives, as such change
agents are appointed and hired by the organization in order to carry out the best alternatives for achieving the
goal. This is done previously in continuous change process model.
This process of continuous model, is entirely done by an agent who plays a significant role in evaluating
various processes of the organization. As such, he is liable for managing the change effort. Therefore, he
undertakes the responsibility to evaluate various potential plans, define the problem and opt other agents who
are capable in handling the situations in an appropriate manner.
The change agent may be a member of the organization, an outsider who is basically a member of
headquarters who is known by employees as an outsider, consultant etc. Apart from this, change agent may
be internal change agent who knows all the internal information of the organization and all the employees
which help him to analyze the situation and act accordingly. If organization’s top management realized that
the internal agent is incapable, they will switch to changing the agent which can be done through Lewin’s
unfreeze, change and refreeze process. Therefore, outsider is been selected as an agent for the organization.
The change agent, thus helps in analyzing various problem of the organization and provide problem
solving tools in order to take with the problem in a more efficient manner. After this, the end process would
be measurement, evaluation and control. This is done by the top management along with change agent. They
implement and make decisions as to which change proves to be profitable and thereby helps to achieve the
desired goal. It is so happened that, its very much difficult to see through the changes because the more the
change process has the capability to tackle with the changes, the less the steps deviate from the process and
have a separate set of origin and through all the tasks are effectively carried on by the agent, he is called as a
“collaborator” or “helper” to the organization.
Therefore, the last segment of the process helps in analyzing various indicators of organizational
productivity and effectiveness on employee morale. Hence it facilitates almost all the organizations to
achieve their goal and encourage them to have rapid changes which are beneficial for the entire working of
the organization.
Q28. Discuss the five stages in the organizational growth model.
Answer :
Organizational growth model is basically a developmental theory which was first introduced by Larry
E.Greiner in the year 1972.
“Organizational growth model is mainly dealt with analyzing the growing organization”.
In other words, it examines the changes which have its existence with the new emerging organization.
Organizational growth model consists of 5 stages which are as follows:
1. First Stage
First stage is termed as “growth through creativity”. In the initial stage of growth model, founders
of the organization usually dominate the organization. These “founders” are generally, technically and
entrepreneurially oriented as they need to manage all those activities that are related to production and
manufacturing of the product. Hence with the expansion of the management, more responsibility should be
taken over by these founders. In order to manage efficiently the actions and to avoid disputes among employees
leaders are appointed. But, related to this appointment various issues come into existence like which employee
is liable to take the responsibility, whether he can handle the working management in an efficient manner or
not? After considering all the issues, new manager will be appointed as the organization’s leader who is liable
for all the matters concerning to organization and who needs to help the organization in achieving the desired
goal.
2. Second Stage
It is also called as “growth through direction stage”. In this stage, most of the responsibility is taken
up by the new manager or leader and they are given the right to give directions to the lower level employee.
Here the conflicts arise between the managers and the lower level employees, as they are only treated
as functional specialists rather than decision makers, as such they need to act according to the rules and
regulations implemented by the managers.
This will ultimately lead to crisis of autonomy which can be solved through delegation.
3. Third Stage
It is called as “growth through delegation”. It begins to develop a decentralized organization structure
which usually meant to motivate the lower level employees. It has been realized by top management that the
lower level employees are not much interested and losing control over a highly diversified field operation.
The crisis of control leads to transforming decentralized structure into making centralized organization
structure. But, this leads to create aggressive behaviour and feeling of partiality among the members who are
given the full fledged freedom. The solution will again lead to another growth stage i.e., fourth stage.
4. Fourth Stage
It is called “growth through co-ordination”. Co-ordination is gained by implementing the formal system
in order to achieve greater co-ordination with top-management as the “Watch Dog”. But this implementation
is far more unacceptable by most of the organizations and gives rise to another revolutionary period i.e., the
crisis of red tape. Red tape exists when the organization becomes too large to handle and becomes complex in
order to get through this problem the organization should move to another phase i.e., phase of collaboration
which falls under the fifth stage.
5. Fifth Stage
It is called as “growth through collaboration”. Here the formal actions are efficiently managed through
spontaneously in management actions, self-discipline, social control etc., helps in achieving the collaboration.
Therefore, Greiner concluded by saying that the next stage would be regarding “psychological saturation”
of employees who are pressurized by the work physically and emotionally.
Five Stages of Growth

Stage-I Stage-II Stage-III Stage-IV Stage-V

Size of
organization
E
Large C Stage-V
B Stage-IV
A Stage-III
Stage-II
Small Stage-I
Young age
of organization
= Dotted lines shows the evolution stages
= Revolution stages
A, B, C , D, E = Represent A = Crisis of leadership
B = Crisis of autonomy
C = Crisis of control
D = Crisis of red tape
E = Crisis of revolutionary stage.
Stages = Stage I = Growth through creativity
Stage II = Growth through direction
Stage III = Growth through delegation
Stage IV = Growth through coordination
Stage V = Growth through collaboration.
Short Questions and answers
Q1. Triggers of Change
Answer : (May/June-16, Q1(g) | Dec.-15, Q1(h) | Dec.-14, Q1(h))
Triggers or drivers is the occurrence of series of organisational change. They are explained in different
ways by different authors. According to DeCaluwe and Vermaak, “a trigger is explained as the emotional
characteristics that contribute to the emergence of a change idea”.
The external triggers, drivers or forces influencing organizational change may be broadly categorized
into two types. They are external and internal forces/factors.
I. Internal Forces/Factors II. External Forces/Factors

Influencing Organizational Influencing Organizational
Change Change
System Dynamics Globalization and Government Policies

Structure Focused Change Political Factors
Technological Change Technological Changes
Inadequacy of Administrative Processes Changing Customer Needs and Preferences
Resource Constraints Economic Factors
Figure: Triggers/Drivers of Change

Q2. Tracers of change.
Answer : May-15, Q1(h)
The tracers of change in an organization refers to the measurement tools, techniques or methods through
which the changes are evaluated traced or tracked. Following are some of the major tracers of change,
1. Employee Engagement
Change can be easily traced or tracked when the employees are actively engaged in the change process.
Employee engagement shows how the strategic communication about organizational change create awareness
desire and knowledge among employees.
2. Employee Feedback
Taking feedback of employees after initiating the change in organization is the best method to trace the
change.
3. Help Desk
Forming help desk in the organization while initiating or implementing change enable to know how
many employees understand the purpose of change, benefits of change etc. It also helps to solve or clarify the
confusion and doubts regarding change.
4. Use of New Methods or Technologies
Organization can trace the percentage of employees who accepted the change and using new methods
or technologies.
5. Right Time of Change
Organization can trace the change by analysing three basic steps of change i.e,. pre-change, change and
post-change.
Q3. Change Mapping.

Answer : (Dec.-12/Jan.-13, Q1(i) | Jan.-12, Q1(j))
Change Mapping
implementing or using of the blueprint is referred as change mapping. This is an effective technique of
managing change process which gives clear picture of current and planned changes of an organization, It helps
in understanding the changes and enable to verify how one change is related and conflicts with other change.
It is usually considered as a collection of mapping tools which helps the organizational managers or leaders
and other key players to systemize the communication, goal setting and change process.
Features of Change Mapping
The features of change mapping are as follows,
1. It identify the impacted imported area of organization due to change.
2. It highlights the conflicts between objectives of organizational projects.
3. It support to build change resilience or flexibility.
4. It measures the capacity of organization to take on additional changes.
5. It links the opportunities with project objectives.
6. It helps to utilize the resources (like time, money and human resource) properly in change process.
Q4. Types of Mind Map.
Answer : Jan.-12, Q1(g)
Mapping is an effective tool for the writing process, design process or brainstorming process.
Mind mapping is of two types,
1. Automatic mapping and
2. Deliberate mapping.
1. Automatic Mapping
It depends more on surrealistic strategy of spontaneous free association which is spontaneous and allows
the associations to flow freely. It avoids the selection of conscious choices.
2. Deliberate Mapping
It depends more on the natural growth of the association which reveals the way in which the mind of
an individual organizes or makes associations.
Q5. Change Spectrum.
Answer : (Dec.-12/Jan.-13, Q1(h) | May-14, Q1(i))
Change spectrum refers to the range and scope of change in the organization. It is very important to
measure or identify the scope or range of change for finding the solutions to expected problems which may
arised due to making changes in the organization’s processes, strategies, technologies or policies. A change
spectrum will allow to identify two types of problems(Hard and Soft problems) which are very important
inorder to the change process as effective one. The hard and soft problems of change spectrum are as follows,
1. Hard/Mechanistic Problems
Generally, a technical change needs a systematic analysis and a mechanistic solution. Infact mechanistic
solution can be used for many problems and give optimal solutions to system interventions. As represented in
the above figure a real technical problem would be situated at the extreme “Hard” end of the change spectrum.
2. Soft/Complex Problems
A change situations that have a 100% people orientation can be observed at the extreme ‘Soft’ end of
the spectrum. The objective and time scales, affected environment due to subjective performance measures
will be unclear and highly dynamic and complex to specify respectively.
Q6. Gestalt Change Cycle.
Answer : (May/June-12, Q1(g) | Dec.-13, Q1(h))
“The goal must be to give him the means with which he can solve his present problems and any that
may arise tomorrow or next year. The tool is self support, and this he achieves by dealing with himself and
his problems with all the means presently at his command right now. If he can be truly aware at every instant
of himself and his actions on whatever level-fantasy, verbal or physical, he can see how he is producing his
difficulties, he can see what his present difficulties are and he can help himself to solve them in the present in
the hence and now”.
– Pearls, 1976
Q7. Tropics Test.
Answer : (May/June-12, Q1(e) | May-15, Q1(d) | Dec.-15, Q1(g))
The tropics test may be applied as a continuous device to recognize and know the impact as well as
magnitude of the change, which takes place in the organization. This test enables to enter the change management
process by finding out the most relevant solution methodology by observing important factors associated with
the transition process. This process does not constitute its input by comprehensive quantifiable information,
therefore, it needs a little expenditure of management time and sources.
As change management is a multi-disciplinary activity, all the people involved should possess required
skills, resources, support and knowledge to execute the change. The change process embraces the resistance
to change, low stability, high stress levels, energy misdirection, conflict and losing momentum. All the steps
and the chance of obstacles to the smooth flow of change should be predicted.
The employees should be educated about the need for change and enable them to participate. They
should be rewarded if they improve their behaviour and establish a learning organization.
Leader plays a crucial role in change management by establishing a vision and strategy in a changed
scenario and also communicates the goals which are to be achieved.
Q8. Humanistic Approaches.
Answer : June-13, Q1(g)
The humanistic psychology approach turned out as a movement in United States, during 1950’s and
1960’s. This approach does two tasks simultaneously i.e., it develops on its own and combines few perceptions
of the other three approaches i.e., behavioural, cognitive and psychodynamic approaches.
According to the American Association of Humanistic Psychology, “The humanistic psychology approach
is concerned with topics having little place in existing theories and systems, example love, creativity, self
growth, self actualization, higher values, being, becoming, responsibility, meaning, transcendental experience,
peak experience, courage and related concepts.
Humanistic psychology focuses on the various important areas,
(i) Individuals experience of subjective awareness and its importance.
(ii) The significance of holding a responsibility for one’s situation or at least the supposition that whatever
the situation may be, there will be an element of choice in how an individual think, how does he feel
and act.
(iii) The importance of a person as a whole entity, it means that as humans, people are not just what they
think, what they feel, and they are not just their behaviours. They survive within a social and cultural

context.
Q9. Transition Management.
Answer : Dec.-13, Q1(g)
Buchanon and Mc Calman’s framework of perpetual transition management helps to spread the managers
response towards change internally, externally and proactively, wherein the managers should possess the
capability to tackle with the continuous change.
This transition management model helps to know the causes of change and its effect in an organization
and advises that in order to implement and continue major organizational changes, four interlocking management
processes should take place. They are as follows,
Following table illustrat the four layers of this model,
Trigger layer Opportunity, danger, disaster, clarify, express, communicate
Vision layer Define the future also including structure challenges creation
Conversion layer Cause, recruit believers, elaboration of future structure
Maintenance and Continue and improve belief, strengthen and

renewal layer justify regression prevention
Transition management advises the organization to plan, deploy its resources and then put into
effect the four sets of interlocking processes which are planned to execute, continue and set up change and
achieve it to deal with issues related to change over time.
Q10. Types of Individual Change.
Answer : Dec.-14, Q1(e)
The different types of individuals available in organizations with different personalities are as follows,
1. Extroversion
This trait reflects talkativeness, assertiveness, being sociable and open to establishing new relationships.
Such extroverts possess a comfortable tendency with relationship, the opposite of this represents introversion.
2. Agreeableness
Refers to person’s ability to get along with other people. Such people prefer harmony and do not stick
to their say. They are cooperative and trust others.
3. Conscientiousness
A person with high conscientious nature tends to focus on few goals at one time. He is likely to be
organised, systematic, careful, thorough, responsible, self disciplined and achievement oriented. Whereas one
who is focussing on many goals at one time is of low conscientious in nature. He is disorganized, careless,
irresponsible, less thorough and less self-disciplined.
4. Emotional Stability
This is the ability to cope with stress. A positive emotionally stable person tends to be calm, enthusiastic
and secure. A less stable person tends to be nervous, depressed and insecure.
5. Openness
People with high levels of openness tend to be interested and impressed by novelty and innovation.
They are willing to listen to new ideas and chance their own ideas, beliefs and attitudes in response to new
information. Thus, this represents a person’s range of interests. People with low level of openness tend to have
few interests, less curious, less creative and less receptive to new ideas.
Q11. Dynamic change.
Answer : May/June-16, Q1(h)
The dynamic change is about building an organization’s ability to change. Dynamic change aims at
bringing improvement in the organization’s ability to deliver the change on timely basis. It is essential for the
organizations to make available the process of change to everyone. Infact, every member in the organization
must have the ability and freedom to use the process of change.
Organization can trace the percentage of employees who accepted the change and using new methods
or technologies. This can be done by tracing the work submission through existing/manual methods and new
technological methods. If the must of the employees are submitting their work through existing methods it
means that they have not accepted the change. Similarly, if the work is submitted by using new methods then
it can be assumed that they have accepted the change.
Q12. Organizational Change Matrix.
Answer : (Dec.-14, Q1(d) | Dec.-12/Jan.-13, Q1(g) | June-13, Q1(h) | May/June-12, Q1(i))
The formulation of a suitable strategy is considered as an important determinant of change. This includes
developing a matrix of change, diagnosis and initiation related with behaviour, structure and context at four
different levels, particularly, the organization as a whole, inter-group, group and individual levels.
An organizational development matrix conceptualized and formulated by Pugh during 1986. This
matrix facilitates the organization in formulating their OD strategy. The adoption of Pugh’s analysis of the
common strategies acts as a better example of diagnosing and initiating change. All these strategies are applied
to organizational development which basically rely on standard within the organization whereby change is
considered and the measures are taken which relate to these levels. It is observed that action at the organizational
level is different from that of individual level.
Q13. Organizational Change.
Answer : Dec.-15, Q1(d)
Organizational change refers to the alterations which occur in an organization due to changes in the
business environment. It is essential for the organizations to undergo change for dealing with the environmental
changes. It helps in the growth and development of the organization. These changes are made in the strategies,
policies, structural designs and philosophy of the organization. Some of the major factors which cause
unavoidable changes in business environment are political, technological, legal, economic, social, labour and
international market environments.
Characteristics of Organizational Change
The characteristics of organizational change are as follows,
1. Resultant of Stress
It occurs whenever there is pressure within the organization. The external and internal factors such as
technology, social changes, marketing conditions, nature of workforce, change in managerial personnel etc
leads to stress. It disturbs the stability and environmental conditions of the organization.
2. Proactive or Reactive
Change can be proactive or reactive in nature based on the type of factor causing pressure. The change
which is occurred as a result of pressure of internal factors is called proactive change. The management
causes such a change to improve organizational efficiency. Whereas the change which is occurred as a result
of pressure of external factors is called reactive change.
3. Unavoidable
It is unavoidable and unpreventable. Any change in the business environment definitely affects on
organization. It cannot prevent changes in the business environment from affecting the organization. It is
essential for the growth and development of the organization.
Q14. Change Models.
Answer : Dec.-13, Q1(j)
Organizations and their managers must identify that change is not a problem but it may be in the ability
to effectively manage change. Not always the process adopted is wrong, but there may be absence of vision
and understanding in conceptual framework. It may be the result of ineffective development and reinforcement

of manager’s role and purpose in challenging organizations. Organizations and their managers must identify
the requirement to adopt approaches while undergoing transformation conditions. Following are the various
approaches/models of change,
Frequently Asked Questions and Important Questions

Essay Questions
Q1. Pending
Answer : ????
For answer refer Unit-IV, Page No. 00, Q.No. 1.
Short Questions
Q1. Pending
Answer : (Important Question |
For answer refer Unit-IV, Page No. 00, Q.No. 1.

Internal Assessment
I. Multiple Choice
1. Who gave theory-X and theory-Y? [ ]
(a) Elton Mayo (b) William G.Ouchi
(c) Douglas Mc Gregor (d) Brown Harvay
2. Who developed theory-Z? [ ]
(a) Elton Mayo (b) Grieves
(c) Horthorn (d) William G.Ouchi
3. Which type of reinforcement takes the form of interpersonal action, where the communication
may be of positive or negative nature. [ ]
(a) Social reinforcement (b) Financial reinforcement
(c) Non-financial reinforcement (d) None of the above
4. __________ refers to positive statement which describes the way a person wants to be.
[ ]
(a) Reforming (b) Affirmation
(c) Pattern breaking (d) Anchoring
5. __________ are the five stages identified by Kubler Ross. [ ]
(a) Initial stage, growth stage, maturity stage, stagnant stage and declining stage
(b) Relief, surprise, denial, anger and acceptance
(c) Denial, anger, bargaining, depression and acceptance
(d) None of the above
6. __________ is an extension to Kubler Ross five stages. [ ]
(a) Hopson’s change curve (b) Leavitt’s change model
(c) Weinberg’s change process (d) Gestalt’s change cycle
7. Which approach is concerned with concepts such as love, creativity, self-actualization, growth,
higher values etc. [ ]
(a) Behavioural approach (b) Humanistic psychology approach
(c) Cognitive approach (d) Psychodynamic approach
8. Gerald Weinberg focus on _________ model. [ ]

(a) Motivation (b) Organization
(c) Satir (d) Dynamic
9. Organizational change matrix consider _________ factors. [ ]
(a) Five (b) Four
(c) Three (d) Two
10. Gestalt theory proposed by _________. [ ]
(a) Fritz pearls (b) Robert
(c) Elton Mayo (d) Johnson
II. Fill in the Blanks
1. The four components in the Leavitt’s model are, task, people, __________ and __________.
2. __________ is the spontaneous sensing of what arises or becomes figural and it involves direct,
immediate experience.
3. The __________ test may be used as an alert giving device to know the impact and magnitude of
change.
4. __________ reinforcement may take the form of feedback which is provided to an individual
based on his performance of particular tasks.
5. Focus is laid on observable behaviour, if people are following __________ approach.
6. __________ technique of cognitive approach involves listing all the positive qualities possessed
by an individual.
7. __________ is a technique which involves withdrawing attention from the negative state and
emphsizing it on the positive state. This can be done physically or symbolically.
8. The word __________ states that an individual experiences a variety of internal psychological
states when he/she is posed to a change in the external world.
9. ____________ model is proposed by Harold Leavitt.
10. There are ____________ stages in Weinberg’s change process.
Key
I. Multiple Choice
1. (c)
2. (d)
3. (a)
4. (b)
5. (c)
6. (a)
7. (b)
8. (c)
9. (d)
10. (a)
II. Fill in the Blanks
1. Technology, structure
2. Awareness
3. Tropics
4. Non-financial
5. Cognitive
6. Positive listings
7. Pattern breaking
8. Psychodynamic
9. Diamond shaped
10. Five
III. Very Short Questions and Answers
Q1. Write about Initiating Change.
Answer :
The process of bringing or making changes in the organization inorder to improve the work performance
is called as initiating process. Organizations can initiate the change because of various reasons such as acquiring
new technology, changing business process, expansion of business, market requirement etc.
Q2. What is Change Mapping?
Answer :
implementing or using of the blueprint is referred as change mapping. This is an effective technique of managing
change process which gives clear picture of current and planned changes of an organization.
Q3. Write a note on Gestalt Change Cycle.
Answer :
Q4. What do you understand by Beckhard’s Change Formula?
Answer :
Beckhard and Harris (1987) discovered the change formula from the original work done by Gelicher.
The change formula involves capturing the change process in a compact way and then recognizing the factors,
which should be strongly in place to cause the change.
Q5. What is a Organizational Change Matrix?
Answer :
An organizational development matrix conceptualized and formulated by Pugh during 1986. This matrix
facilitates the organization in formulating their OD strategy. The adoption of Pugh’s analysis of the common
strategies acts as a better example of diagnosing and initiating change.

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UNIT-4 initiating change 1

After studying this unit, one would be able to understand,

4.1 initiating change

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According to Schein (1987), process consultation is a central part of organizational development.

4.2 Weinberg’s Change Process

Write about five-stage change process model proposed by Gerald Weinberg.

Facilitate Adjusting foreign element

Changing existing model

Figure: Five-Stage Change Process Model of Gerald Weinberg

Stage-I: Existing Status Quo

Stage-V: New Status Quo

4.3 triggers, drivers and tracers of change

Answer : (May/June-16, Q5(a) | Dec.-13, Q15(a))

I. Internal Forces/Factors II. External Forces/Factors

System Dynamics Globalization and Government Policies

Figure: Triggers/Drivers of Change

2. Structure Focused Change

4. Inadequacy of Administrative Processes

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Employee Employee Use of New Methods Right Time of

Figure: Traces of Change

4.4 Leavitt Model

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Figure: Leavitt’s Model

Figure: Modified Model of Organization System

Choose the best socio

Figure: Socio-technical Systems Design

4.5 change mapping

Selection of Potential Goals

Selection of Target and Creation of Sub-goals

Creation of Action Plans

Evaluation and Review

Figure: Structure of Change Mapping

4.6 change spectrum

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4.7 gestalt change cycle

Answer : (Dec.-12/Jan.-13, Q5(a) | June-13, Q4(a) | Jan.-12, Q5(a))

Gestalt’s Change Cycle

With drawl of Resolution/closure

Figure: The Gestalt Cycle

Answer : May-15, Q5(b)

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1. It helps to increase self-awareness and improves self-confidence.

4.8 Tropics Test

Case 3: Control Soft with All the Other Factors Hard

4.9 Behavioural, congnitive, pscho-dynamic and

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Behavioural Approaches Psycho-dynamic

Figure: Approaches to Change

4.9.1 Behavioural Approach to Change

Rewards and Punishments

4.9.2 Cognitive Approach to Change

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4.9.3 Psycho-Dynamic Approach to Change

Figure: Kubler Ross – The Process of Change and Adjustment

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Figure: Adams, Hayes and Hopsons Change Curve

4.9.4 Humanistic Approach to Change

Theme Psychoanalytic Behaviorism Cognitive Humanistic

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Felt experience of the practitioner Yes No No Yes

Humanistic psychology focuses on the various important areas,