1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Two: The Nature of Planned Change

2. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-2 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.

3. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-3 Lewin’s Change Model Unfreezing Movement Refreezing

4. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-4 Action Research Model Feedback to Client Data gathering after action Problem Identification Joint action planning Consultation with a behavioral scientist Data gathering & preliminary diagnosis Joint diagnosis Action

5. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-5 Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Positive Model

6. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-6 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

7. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-7 General Model of Planned Change Evaluating and Institutionalizing Change Planning and Implementing Change Diagnosing Entering and Contracting

8. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-8 Different Types of Planned Change Magnitude of Change  Incremental  Quantum Degree of Organization  Over organized  Underorganized Domestic vs. International Settings

9. Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-9 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

10. Cummings & Worley, 8e (c)2005 Thomson/South- Western 2-10 Organizational Chart: NoGo Railroad