Organization Development and Change

Chapter Two:
The Nature of Planned Change

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Two
• To describe and compare three major
perspectives on changing organizations.
• To introduce a General Model of Planned
Change that will be used to organize the
material presented in the book.
• To describe how planned change can be
adopted to fit different kinds of conditions.
2-2
 Planned Change
• Who initiates change? Managers
• What for is the change? Increased
effectiveness
• Implemented by? Managers with the help of
OD practitioner
• All approaches to OD rely on some theory
about planned change
2-3
 Kurt Lewin’s Model
• At any given time two forces
1. Those maintaining status quo
2. Those pushing for change
1. Quasi-stationary equilibrium
– Decrease forces maintaining status quo
– Increase forces pushing for change
– Some combination of both
– Kurt argues decreasing forces maintaining status
quo produces less tension 2-4
 Lewin’s Change Model

Unfreezing (Psychological disconfirmation)

Movement (Developing new

behaviors, values, attitudes)

Refreezing
(Organizational culture,
rewards, structures)
2-5
 Lewin’s Change Model

1. Unfreezing. This step usually involves reducing

those forces maintaining the organization’s
behavior at its present level. Unfreezing is
sometimes accomplished through a process of
“psychological disconfirmation.” By introducing
information that shows discrepancies between
behaviors desired by organization members and
those behaviors currently exhibited, members can
be motivated to engage in change activities. 2-6
 Lewin’s Change Model

2. Moving. This step shifts the behavior of the

organization, department, or individual to a new
level. It involves intervening in the system to
develop new behaviors, values, and attitudes
through changes in organizational structures
and processes.

2-7
 Lewin’s Change Model

3. Refreezing. This step stabilizes the

organization at a new state of equilibrium. It is
frequently accomplished through the use of
supporting mechanisms that reinforce the new
organizational state, such as organizational
culture, rewards, and structures.

2-8
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action

2-9
 Positive Model

• Appreciative Inquiry (AI)

• Reformist and rebellious form of social
constructionism (proposes that certain ideas
about physical reality arise from collaborative
consensus, instead of pure observation of said
reality.)
• Member involvement in creating a shared vision
about the organization’s positive potential
2-10
 Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to

Create the Future
2-11
 Comparison of
Planned Change Models
• Similarities
– Change preceded by diagnosis or preparation
– Apply behavioral science knowledge
– Stress involvement of organization members
– Recognize the role of a consultant
• Differences
– Lewin and AR deficit-based
– General (Lewin) vs. specific activities
– Centrality of consultant role (Lewin and AR)
– Problem-solving (L/AR) vs. social constructionism
2-12
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

2-13
 Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
2-14
 Critique of Planned Change
• Conceptualization of Planned Change
– Change in not linear
– Change is not rational
– The relationship between change and
performance is unclear
• Practice of Planned Change
– Limited consulting skills and focus
– Quick fixes vs. development approaches
2-15