Models of Change

ecenL Approaches Lo organlzaLlonal

uevelopmenL and change
Several models of organlzaLlonal change has
been developed by researchers
1wo conLrasLlng models of change are Lhe
Lrlckle down model vs ldenLlLy model"
1rlckle down model of organlzaLlonal change
occurs because Lop managemenL Lakes
declslon and adopLs new ways (Lechnology
sysLems sLrucLure eLc) and oLhers follows lL
(1opdown approach)
denLlLy search model relaLes Lo Lhe urge Lo
develop one's own unlqueness and ldenLlLy
wlll make Lhe group or lndlvldual accepL
change (boLLomup approach)
1he approaches Lo organlzaLlonal change ls
classlfled as
the 1op Down Approach the c|ass|ca|
parad|gm An organlzaLlon comprlses of
funcLlonal areas vlz producLlon sale and
accounLlng ManagemenL needs Lo push hard
Lo susLaln change 1hey adopL Lhe followlng
sLeps
uevelop a vlslon
2 CommunlcaLlng Lhe vlslon
3 1op managemenL deLermlnaLlon
4 lannlng and programmlng
3 AdopLlng Lhe besL pracLlce
1he 8ottom up approach the systems
parad|gm 1hls paradlgm vlews organlzaLlon as
sysLem LhaL geL affecLed by envlronmenLal
changes Also known as Lhe llvlngsysLem
approach Lhe organlzaLlon here ls consldered Lo
be a learnlng organlzaLlon wlLh mulLlple
feedback sysLem
CharacLerlsLlcs of Lhe sysLem
approaches
CrganlzaLlon need Lo be sLudled ln relaLlon Lo
Lhe conLexLual envlronmenLal facLors such as
slze Lechnology and leadershlp paLLerns
CrganlzaLlon are composed of several
lnLerdependenL subsysLems a change ln
one/more parLs affecL Lhe enLlre sysLem
CrganlzaLlon are purposeful and comprlse
lndlvlduals groups Leams sLrucLures sysLems
and pollcles
System approach shou|d pursue both
on process and structura| |ntervent|on
strateg|es
rocess |ntervent|on strateg|es work on changlng
people's behavlor culLure aLLlLudes
lnLerpersonal and lnLergroup lnLeracLlon as well
as organlzaLlonal communlcaLlon sLyles and flow
of lnformaLlon
Structura| |ntervent|on strateg|es LargeL changlng
Lhe componenLs of organlzaLlonal sysLem such as
Lhe organlzaLlon and [ob deslgn reward sysLems
performance managemenL sysLems and
accounLlng conLrol sysLems
Mode|s have been categor|zed
depend|ng upon the|r nature of change
rocess based mode|s here Lhe focus ls on
Lhe acLual sLeps Lhe 'how' of organlzaLlonal
change process L deals wlLh sequence of
sLeps lnvolved ln brlnglng abouL change
Content based mode| lL deals on Lhe
subsLance of changes ln Lhe organlzaLlon
Integrated mode|s lL focus on Lhe
organlzaLlonal framework presenLed whlch
helps Lo lnLegraLe conLenL and process
rocess based change model Lew|n's
Mode| of change
1hls model ls one of Lhe early models of planned
change
Pe sLaLes change underlles Lhe modlflcaLlon of
Lhose forces LhaL keep a sysLem's behavlor sLable
1here are Lwo forces one almlng Lowards
malnLalnlng Lhe sLaLus quo and Lhe oLher sLrlvlng
for change
When Lhese forces balance each oLher equally
Lhe currenL behavlor ls malnLalned whlch ls
called uas| stat|onary equ|||br|um
n Lhls model organlzaLlonal change affecL
Lhree levels
Ind|v|dua| |eve| (change affecLlng lndlvldual's
aLLlLude bellefs values sklll and behavlor)
Structure and system |eve| change affecLlng
lncenLlve sysLem lnformaLlon sysLem
Crgan|zat|ona| c||mate change affecLlng
leadershlp sLyle lnLerpersonal relaLlonshlps
declslon maklng
Current state
kestra|n|ng Iorces
Dr|v|ng forces
unfreeze
Change]move
kefreeze
Des|red State
rocess mode| of organ|zat|ona|
change
Dnfreezlng
L lnvolves reduclng forces LhaL malnLaln Lhe
organlzaLlon's presenL behavlor
1he purpose of unfreezlng ls Lo helghLen Lhe
awareness of employees abouL dlscrepancles
currenLly prevalllng ln Lhelr behavlor Lhe
sysLem and organlzaLlonal cllmaLe and aLLune
Lhem Lo Lhe needs for change
Change/Move
1hls refers Lo Lhe shlfL ln behavlor Lo a new
level resulLlng ln Lhe developmenL of new
behavlors values and aLLlLudes ln lndlvlduals
Lhrough changes ln organlzaLlonal sLrucLure
and processes
CrganlzaLlonal change may lnclude
resLrucLurlng change of roles and change of
[obs
efreeze
1hls ls Lhe sLage where Lhe organlzaLlon
sLablllzes and achleves a new sLaLe of
equlllbrlum and a preferred behavlor
L ls ofLen accompllshed Lhrough Lhe use of
varlous supporL mechanlsms
lannlng Model
Lxp|or|ng Lntry D|agnos|s
p|ann|ng
Act|on
Stab|||zat|on
and
Lva|uat|on
1erm|nat|on
Model of Change managemenL
rocess
Calpln proposed Lhe model of change
managemenL process whlch provldes guldance
for successful lmplemenLlng change
n hls level a successful organlzaLlon change efforL
musL LargeL Lwo levels Lhe sLraLeglc level and Lhe
grassrooLs level
SLraLeglc change refers Lo Lhe upfronL lnlLlal
efforL lnvolvlng execuLlves senlor managers a
small cadre of employees and ofLen consulLanLs
who provldes an ouLslde vlew 1hls change ls
broad and lnvolves Lwo prlmary goals Lechnlcal
or analyLlcal
Crass rooL change ls Lhe efforL LhaL drlves
change deep lnLo an organlzaLlon by sLresslng
lmplemenLaLlon aL Lhe local level
1he prlmary goal ls Lo lmplemenL and susLaln
deslred change
ulfference beLween
Strateg|c change
eadershlp 1op managemenL
nfrasLrucLure a selecL few
ulagnosLlcs Lhe enLlre
organlzaLlon
Comparlson polnLs exLernal
benchmarklng and besL
pracLlces Lo lnLernal
1ralnlng AssessmenL of needs
some deslgn and dellvery
rass root change
eadershlp local managemenL
nfrasLrucLure managemenL
employee and Lhe masses
ulagnosLlcs speclflc slLes
Comparlson polnLs
lmplemenLaLlon of Lhe besL
pracLlces
1ralnlng AssessmenL of
needs and exLenslve deslgn
and dellvery
SLages LsLabllshlng Lhe need for
change
1hls sLage lnvolves ldenLlfy and arLlculaLlng
Lhe need Lo change so as Lo help people
undersLand why changes are requlred
CaLherlng Lhe supporLlng facLs advocaLlng
and deflnlng Lhe need for change helps ln
underllnlng Lhe reasons for change
2 ueveloplng and dlssemlnaLlng a
vlslon of Lhe change
1hls sLage ls lmperaLlve for esLabllshlng Lhe
organlzaLlon's plcLure as a consequence of a
successful change process eople aL Lhls sLage
requlre a clear vlslon of where Lhe
organlzaLlon seeks Lo go and hence Lhe vlslon
needs Lo be expressed ln a way LhaL allows for
all organlzaLlonal members
2 ueveloplng vlslon for
organlzaLlonal change
Vision quality
improvement
(incremental
change)
vlslon 8uslness
rocess edeslgn
organlzaLlon wlde
sLep changes
vlslon
CrganlzaLlonal
LransformaLlon
(organlzaLlon wlde
conLlnuous change
4 CeneraLlng change process
recommendaLlons
AL Lhls sLage ldeas are ralsed Lo lmprove
ellmlnaLe comblne and develop new
processes Lmployees should be lnvolved Lo
add Lo Lhe creaLlvlLy Lhrough parLlclpaLlon ln
wrlLLen survey lnLervlews or focus groups
Lhereby relnforclng Lhe process of grassrooL
change
3 dlagnoslng/analyzlng Lhe
currenL slLuaLlon
1he currenL processes of Lhe organlzaLlon are
analyzed and dlagnosed and Lhe observaLlon
are compared wlLh Lhe deslred change as per
vlslon WlLh Lhe help of numerous Lechnlques
and Lools Lhls sLage may be accompllshed and
ls characLerlzed by broad appllcaLlons of
varlous dlagnosLlcs ( cosL beneflL analysls
cycle Llme)
3ueLalllng recommendaLlons
1hls sLage lncludes conslderaLlon of deLalls
such as cosL hardware and sofLware
avallablllLy and Lralnlng needs Pere merlLs of
Lhe ldea are evaluaLed on Lhe basls of Lhelr
cosL effecLlveness lmplemenLaLlon Llme and
Lechnology avallablllLy
lloL LesLlng
CrassrooL changes become essenLlal slnce
lmprovemenLs are Lrled ouL wlLhln Lhe
organlzaLlon lloL LesLlng mlghL noL
encompass Lhe enLlre process buL ls ofLen
useful ln flne Lunlng lmprovemenLs before
maklng organlzaLlon wlde change
Measurlng relnforclng and
reflnlng change
1hls sLage lnvolves consolldaLlng Lhe grassrooL
changes Lhrough measuremenL
relnforcemenL and reflnemenL ln order Lo
achleve Lhe lnLended resulLs eflnemenLs are
based on obLalnlng feedback and are essenLlal
for enhanclng Lhe effecLlveness of
lmplemenLed change and achlevlng Lhe
deslred resulLs
nLegraLlve Model for lanned Change
ploration
Phase
Planning
Phase
Action
Phase
ntegration
Phase
Checking
preparedness
of the
organization
for change
Diagnosis of
the problem,
designing
action plan
mplementati
on of change
with focus on
transition
Consolidation
& integration
of initiative in
orgn.
ConLenL based Model
L focus on Lhe subsLance of changes ln Lhe
organlzaLlon
1he D|ss|pat|ve Lqu|||br|um mode| of the
organ|zat|on
1hls model was proposed by PunL who vlewed
organlzaLlon as raLlonal acLlon sysLem whlch ls
characLerlzed by sysLem varlables and
effecLlveness varlables Lach orgn sysLem ls
deslgned Lo achleve cerLaln ob[ecLlves whose
aLLalnmenL ls measured ln Lerms of
effecLlveness on cerLaln parameLers
SysLem varlables
nvironment
Pressure
Output
nput
LffecLlveness varlables
Achievement
Cooperation
Destructive Conflict
Need Satisfaction
Need Dissatisfaction
AcLlvlLy
Sty|e Ieatures Cb[ect|ves
uemocraLlc Dse small groups brleflng
Lo provlde lnformaLlon and
dlscuss lssues
Alms Lo reach consensus
on whaL ls Lo be done
CollaboraLlon Senlor mgL has already
declded n ouLllne whaL ls
Lo change Lmployee
provlde lnpuLs as Lo how lL
ls achleved
Alm ls Lo achleve
commlLmenL and
ownershlp
arLlclpaLlve Lmployee consulLed on
how Lo lmplemenL 1hey
have llmlLed declslon
ablllLy
Alm ls Lo achleve
commlLmenL of workforce
whlle leavlng Lhem llmlLed
dlscreLlon as Lo whaL
happens
ulrecLlon Dse of auLhorlLy Lo dlrecL
change
1o sell change Lo work
force
Coerclon Dse power Lo lmpose
change
1o use workforce Lo
achleve end resulL