1. Kurt Lewin's model of organizational change describes change as a three-stage process of unfreezing, moving to a new level of behavior, and refreezing the new behavior. 2. The Burke-Litwin model distinguishes between transactional/first-order changes that modify some organizational features while maintaining the fundamental nature, and transformational/second-order changes that fundamentally alter the organization. 3. The model also separates organizational climate, which is easier to change through employee reactions, from deeper organizational culture, and distinguishes transactional leadership that guides toward goals from transformational leadership needed for profound second-order change.

1. ORGANIZATIO
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DEVELOPMEN
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UNIT-2

2. UNIT – II :
OD MODELS:
Kurt Lewin and Burke – Litwin models of
Organizational Change, Systems Theory,
Participation and Empowerment, Teams and
Team Work.

3. Kurt Lewin model of Organizational Change:
Kurt Lewin introduced two ideas about change.
1. What is occurring at any point is a resultant in a
field of opposing forces.
Example: We can think of the production level of a
manufacturing plant as a resultant equilibrium
point in a field of forces, with some forces
pushing toward higher levels of production and
some forces pushing toward lower levels of
production.
The production level tends to remain
fairly constant because the field of forces remains
fairly constant.

4. 2. Change is a three-stage process,
a. Unfreezing the old behaviour: Creating
motivation and readiness to change. The person must
develop a sense of psychological safety in order to
replace the old behaviours with new behaviours.
b. Moving to a new level of behaviour:
Changing through cognitive restructuring. The
person acquires information and evidence showing
that the change is desirable and possible.
c. Refreezing the behaviour at the new level:
To integrate the new behaviours into the person’s
personality and attitudes.

5. Burke-Litwin model of Organizational
Change:
This model was developed by Warner Burke
and George Litwin.
This model shows how to create first-order
change (Transactional change) and second-
order change (Transformational change).
In first-order change, some features of the
organization change but the fundamental
nature of the organization remains the same.
In second-order change, the nature of the
organization is fundamentally and
substantially altered – the organization is

6.  The model distinguishes between organizational
culture and organizational climate.
Organizational Climate: People’s perceptions and
attitudes about the organization, which are easy to
change because they are built on employee’s
reactions to managerial and organizational
practices.
Organizational Culture: Deep seated
assumptions, values and beliefs that are enduring,
unconscious and difficult to change.

8. This model also makes distinction between
Transactional and Transformational leadership
styles.
Transformational leaders are leaders who inspire
followers to transcend their own self-interest for
the good of the organization and who are capable
of having a profound and extraordinary effect on
their followers.
Transactional leaders are leaders who guide or
motivate their followers in the direction of
established goals by clarifying role and task
requirements.

9. Transactional leadership is sufficient for
causing first-order change.
Transformational leadership is required for
causing second-order change.