1. Theoretical Foundation

2. Points to be covered Models & Theories of Planned change
Systems theory
Participation & empowerment
Teams & team work
Parallel learning Structures
A normative-reeducative strategy of changing
Apllied Behavioral Science
Action Research

3. Models & Theories of Planned change: Kurt Lewin
Concept of resultant, equilibrium point, status quo
Unfreezing ,change & refreezing
Improvements by Schien, & Lippitt,Watson and Westley

4. Models & Theories of Planned change:Ralph Kilmann
Book ‘Managing Beyond the Quick Fix’
A total systems change model focusing on five sequential stages & critical leverage points (tracks)
Initiating the program: securing commitment from the top management
Diagnosing the problem: thorough analysis of the problems & opportunities facing the organization
Scheduling the ‘tracks’: overseeing the functioning of critical leverage points-
(a) culture track,
(b) management skills tracks,
(c) team building track
(d) strategy-structure track
(e) reward system track.

5. Tracks contd..
(a) culture track: enhances trust, communication, information sharing & willingness to change among members
(b) management skills tracks: provides new ways of coping with complex problems
(c) team building track: infuses the new culture & updated management skills into each work unit to address to complex problems requiring expertise & information
(d) strategy-structure track: develops new or revised strategic plan & then aligns divisions , depts, work groups & resources with the new strategy.
(e) reward system track: establishes performance based reward system to sanction the new culture in order to sustain new initiatives.
Successfully implemented in Ford, GE, Xerox, AT&T

6. Models & Theories of Planned change: Burke-Litwin
Make a decision on first order or second order change
First Order change:
Also termed as transactional, evolutionary, adaptive, incremental, or continuous
Focuses on organizational climate (perceptions & attitudes about the organization) eg. Good/bad place to work, employees supportive /unsupportive, workplace freedom etc.
Interventions focus on structure, mgt. practices & systems, policies & procedures.
Requires a transactional leader (one who can guide & motivate employees in the direction of goal achievement by clarifying roles & tasks)

7. Models & Theories of Planned change: Burke-Litwin contd..
Second Order change:
Also termed as transformational, revolutionary, radical, discontinuous
Focuses on organizational culture (assumptions, values & beliefs)
Interventions focus on mission & strategy, leadership &organization culture
Requires a transformational leader (one who can inspire the followers to transcend their own self interest for the good of the organization

8. Porras & Robertson Model of Organizational change
OD interventions alter features of the work setting causing changes in individuals’ behavior, which inturn lead to changes in individual & organizational improvements
Work setting plays a central role in this model & consists of 4 factors: organizing arrangements, social factors, physical settings & technology
Worksetting cognitions (what is expected, required & rewarded) behavior

9. Systems Theory Concept of systems theory - Bertalanffy
Katz & Kahn first applied the concept to organizational context
Systems denotes interdependency, interconnectedness & interrelatedness among elements in a set that constitutes an identifiable whole or gestalt

10. Systems Theory contd.. Input-throughput-output
Each system identified by a boundary
Boundaries of a system permeable
Have goals or purpose
Law of entropy and negative entropy
Feedback
Steady state or dynamic homeostasis
Differentiation, integration and coordination
equifinality

11. Socio-technical Systems
A variation of systems theory
Eric trist & Fred Emery 1950
Organizations comprise of two systems: social systems & technical systems
Changes in one will affect changes in another
Used in work redesign and organization restructuring eg. Multiskilling, core/noncore identification

12. Open Systems Planning
Developed by Clark,Krone & others to address the interface between organization & environment
Used to systematically analyze the environmental demands on organization & device plans to successfully meet them

13. Open Systems Thinking Developed by Peter Senge
Is required for creating Learning organization
Enables to effectively cope with rapidly changing environment
Five disciplines must be mastered to create a learning environment: personal mastery, mental models, building shared vision, team learning & systems thinking

14. Other Approaches Empowerment Team Applied Behavioral Science
Parallel Learning Structures