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

2. Cummings & Worley, 8e (c)2005 Thomson/South-Western 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, 8e (c)2005 Thomson/South-Western 2-3 Lewin’s Change Model Unfreezing Movement Refreezing

4. Cummings & Worley, 8e (c)2005 Thomson/South-Western 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, 8e (c)2005 Thomson/South-Western 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, 8e (c)2005 Thomson/South-Western 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, 8e (c)2005 Thomson/South-Western 2-7 General Model of Planned Change Evaluating and Institutionalizing Change Planning and Implementing Change Diagnosing Entering and Contracting

8. Cummings & Worley, 8e (c)2005 Thomson/South-Western 2-8 Different Types of Planned Change Magnitude of Change –Incremental –Quantum Degree of Organization –Overorganized –Underorganized Domestic vs. International Settings

9. Cummings & Worley, 8e (c)2005 Thomson/South-Western 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