1. The Nature of Planned Change
Chapter 2
The Nature of Planned Change

2. Lecture Outline
2.1. Theories of Planned Change Lewin’s Change Model Action Research Model Contemporary Adaptations of Action Research Comparison of Change Models 2.2. General Model of Planned Change Entering and Contracting (Ch. 4) Diagnosing (Ch. 5) Planning and Implementing Change (Ch. 6) Evaluating and Institutionalizing Change (Ch.7)

3. 2.1. Theories/Models of Planned Change
The meaning of planned change theories/models
The ways of carrying out an OD intervention, or
Describing the steps/phases, and their sequence, that are essential for an OD intervention

4. 2.1.1. Lewin’s Change Model Change Unfreeze Refreeze
Ensures that employees are ready for change
Execute the intended change
Ensures that the change becomes permanent
Unfreeze
Refreeze

5. 2.1.2. Action Research Model Problem identification
Consultation with behavioral science expert
Data gathering & preliminary diagnosis
Feedback to key client or group
Joint diagnosis of problem
Joint action planning
Action
Data gathering after action

6. 2.1.3. Contemporary Adaptation of Action Research Model
Choose positive subjects
Collect positive stories with broad participation
Examine data and develop possibility propositions
Develop a vision with broad participation
Develop action plans
Evaluate

7. 2.1.4. Comparison of Change Models
All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations.
First
The models overlap in that their emphasis on action to implement organisational change is preceded by a preliminary stage (unfreezing, diagnosis, or examining positive aspects of the organisation) and is followed by a closing stage (refreezing, evaluation, or data gathering after action).

8. 2.1.4. Comparison of Change Models
All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations.
First
All three approaches emphasise the application of behavioral science knowledge, involve organisation members in the change process to varying degrees, and recognise that any interaction between a consultant and an organisation constitutes an intervention that may affect the organisation.
Second

9. 2.1.4. Comparison of Change Models
All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations.
First
However, Lewin’s change model differs from the other two in that it focuses on the general process of planned change, rather than on specific OD activities.
Second
Third

10. 2.1.4. Comparison of Change Models
All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations.
First
Lewin’s model and action research model differ from contemporary approaches in terms of the level of involvement of the participants and the focus of change.
Second
Third
Fourth

11. 2.1.4. Comparison of Change Models
All three models – Lewin’s change model, the action research model, and contemporary adaptations to the action research model – describe the phases by which planned change occurs in organisations.
First
The first two models emphasise the role of the consultant with limited member involvement in the change process.
Contemporary applications, on the other hand, treat both consultants and participants as co-learners who are heavily involved in planned change.
Lewin’s model and action research are more concerned with fixing problems than with focusing on what the organisation does well and leveraging those strengths.
Second
Third
Fourth
Fifth

12. 2.2. General Model of Planned Change
Entering & Contracting
Diagnosing
Planning & Implementing Change
Evaluating & Institutionalizing Change

13. 2.2. General Model of Planned Change
The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD.
Entering and Contracting
This stage help managers decide whether they want to engage in a planned change and to allocate resources to it.
It involves understanding the problems facing the organisation.
The possibility of developing a contract or agreement to engage in planned change is discussed.
The contract highlights further change activities, the resources that will be allocated to the process, and how OD practitioners and members will be involved.

14. 2.2. General Model of Planned Change
The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD.
Entering and Contracting
Focus on understanding organizational problems, including their causes and consequences, or on identifying the organization’s positive attributes.
Gathering, analyzing, and feeding back information to managers and members about the problems or opportunities that exist.
Diagnosing

15. 2.2. General Model of Planned Change
The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD.
Entering and Contracting
Organization members and OD practitioners jointly plan and implement OD intervention to achive the organization’s vision or goals.
Diagnosing
Planning & Implementing Change

16. 2.2. General Model of Planned Change
The General Model of Planned Change is based on the three models of planned change. This model describes the four basic activities that OD practitioners and organisation members jointly carry out in OD.
Entering and Contracting
Evaluating the effects of the intervention and managing the institutionalization of successful change program.
Feedback the intervention results to organization members provides information whether the changes should be continued, modified, or suspended.
Institutionalizing successful changes and reinforcing them through feedback, rewards, and training.
Diagnosing
Planning & Implementing Change
Evaluating & Institutionalizing Change

17. The end