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.
Cummings & Worley, 7e (c) 2001 So 2-2
uth-Western College Publishing
Planned Change
• What is planned change?

• Planned change can vary enormously from

one situation to another. Why?

• Can be contrasted across situations along

three dimensions.
Leona Turner
 Lewin’s Change Model

Unfreezing

Movement

Refreezing

Cummings & Worley, 7e (c) 2001 So 2-4

uth-Western College Publishing
 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

Cummings & Worley, 7e (c) 2001 So 2-5

uth-Western College Publishing
 Contemporary Approaches to
Planned Change
Choose Positive Develop a Vision with
Subjects Broad Participation

Collect Positive Develop Action

Stories with Broad Plans
Participation

Examine Data and

Develop Possibility
Propositions
Evaluate

Cummings & Worley, 7e (c) 2001 So 2-6

uth-Western College Publishing
 Comparison of
Planned Change Models
• Similarities
– Change preceded by diagnosis or preparation
– Apply behavioral science knowledge
– Stress involvement of organization members
– Recognize the role of a consultant
• Differences
– General vs. specific activities
– Centrality of consultant role
– Problem-solving vs. social constructionism

Cummings & Worley, 7e (c) 2001 So 2-7

uth-Western College Publishing
 General Model of Planned Change

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

Cummings & Worley, 7e (c) 2001 So 2-8

uth-Western College Publishing
Key Dimensions of Planned Change

• Magnitude of Change

• The degree to which the client system is

organized

• The setting-domestic or international

Leona Turner
 Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
Cummings & Worley, 7e (c) 2001 So 2-10
uth-Western College Publishing
 Magnitude of Change

• Planned change efforts range from

incremental to fundamental.

• OD practitioners are usually contacted by

managers for specific problems.

• Diagnostic and change activities are

limited to defined issues. Leona Turner
 Incremental Changes

• Involves limited dimensions and levels of

the organization
• Occur within the context of the
organization’s existing business areas.
• Aimed at improving the status quo

Leona Turner
 Fundamental Change
• Directed at significantly altering how the
organization operates.
• Involve several organizational dimensions.
• Involve changing multiple levels of the
organization.

Leona Turner
 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
Cummings & Worley, 7e (c) 2001 So 2-14
uth-Western College Publishing