1. and Sense-Making Approaches
Chapter 7
Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship
and Sense-Making Approaches
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Images of Managing Change
Organization Development
Appreciative Inquiry
Positive Organizational Scholarship
Sense-Making Approach
Image
Rationale
Chapter 7
Coach
Organization Development
Appreciative Inquiry
Positive Organizational Scholarship
These theories and approaches focus on identifying and building on what is working best in the organisation.
Interpreter
Sense-Making
This approach as it alerts managers to the different influence that interpretations of change can have.
Chapter 8
Director
Change Management
Contingency Theories
They focus on strategic and planned organizational change. Intentional change outcomes can be achieved through a series of planned steps. There is certainty that it can be achieved.
Navigator
Processual Approach
The outcomes are the result of a complex interplay of different interests, both internal and external to the organization.
Note: The caretaker and nurturer images are not well addressed in the literature because as the assumption is that change managers receive rather than initiate change
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3. Images of Implementing Change
Coach
Organizational Development (OD)
Appreciative Inquiry (AI)
Positive Organizational Scholarship (POS)
Interpreter
Sense-Making

4. Organization Development
Characteristics
Change is planned, incremental and participative
Outcomes are focused on the improved effectiveness of the organization
Long-term focus ( =~ 3 yrs) to achieve its action-orientated goals
Focus on changing the attitudes and behaviors of employees
Top-down focus, and the top of the organization is committed to the process
Experiential Learning to identify current behavs and modifications
Groups and teams form the basis for change
(Richard Beckhard)
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5. Organizational Development
The OD Practitioner
“structures activities to help the org. members solve their own problems and learn to do that better.”
Action Research used to identify:
Root Problems
Actions to be taken
Impact of actions

6. Organizational Development
Unfreeze
Establish need for change
Move
Develop new behaviours, values, etc
Refreeze
Integration of behaviours into the organization
Kurt Lewin’s Change Process

7. Criticism to Organizational Development

8. Shows a shift from problem solving to joint envisioning of the future
Appreciative Inquiry
Images of Managing Change
Organization Development
Appreciative Inquiry
Positive Organizational Scholarship
Sense-Making Approach
Shows a shift from problem solving to joint envisioning of the future
Involves a four-step technique:
Discovering current best practices
Building on existing knowledge
Designing changes
Sustaining the organization’s future
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9. Appreciative Inquiry

10. Positive Organizational Scholarship
Ermagerd in the early 2000s
It encompasses approaches such as Appreciative Inquiry and others including positive psychology and community psychology.
Centres on the positive aspects of organizational life that lead to increased performance
Job satisfaction, skill development
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11. Sense-Making Approach
Made famous by Karl Weick
It is up to change managers to
understand and interpret what changes are happening.
Determine the implications of each of these perspectives
Useful for detecting unintended consequences
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