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Lecture3 planned change


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Organizational D

Published in: Leadership & Management
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Lecture3 planned change

  1. 1. Planned Change Chapter 2
  2. 2. Nature of Planned Change • Change that happens to an organization is planned by its members • OD is directed at bringing about planned change to increase: –Organization’s effectiveness –Capability to change itself
  3. 3. Functions of Planned Change • Solve organizational problems • Learning from experiences (benchmarking) • Reframe shared perceptions • Adapt to external environmental changes • Improve performance • Influence future changes
  4. 4. Theories of planned change • Planned change- the focus is “how to implement change in organizations • Theories of Changing –Frameworks that describe the activities that must be performed in order to start and carry out organizational change
  5. 5. Theories of Changing • Lewins’ Change Model • Action research Model • Positive Model
  6. 6. Lewins’ Change Model • Kurt lewin provided the earliest model of change • Change as a modification of forces keeping the systems behavior stable. • Behaviors are results of 2 groups of forces: – Striving to maintain the status quo – Pushing for change
  7. 7. Cummings & Worley, 8e (c)2005 Thomson/South- 2-7 Lewin’s Change Model Unfreezing Movement Refreezing
  8. 8. Lewin’s Change Model: Unfreezing • Creating a guiding coalition • Developing a vision and strategy • Communicating the change vision • Scouting • Entry • diagnosis Cummings & Worley, 8e (c)2005 Thomson/South- 2-8
  9. 9. Movement • Empowering broad based action • Generating short term wins • Planning • actions Cummings & Worley, 8e (c)2005 Thomson/South- 2-9
  10. 10. Refreezing • Anchoring new approaches in the culture • Stabilization • evaluation Cummings & Worley, 8e (c)2005 Thomson/South- 2-10
  11. 11. Action Research Model • Planned changed as a cyclical process. • Research will provide information to guide subsequent actions
  12. 12. Action Research Model • It is aimed at: –Helping specific organizations implement planned change –Developing general knowledge that can be applied to other settings.
  13. 13. Cummings & Worley, 8e (c)2005 Thomson/South- 2-13 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
  14. 14. The Positive Model • Different from other models that are deficit based • Positive model focuses on what the organization is doing right • Positive organizational scholarship- focuses on positive dynamics in organizations that give rise to extraordinary outcomes
  15. 15. The Positive Model • AI- appreciative inquiry- reformist and rebellious form of social constructionism • AI infuses a positive value orientation into analyzing and changing organizations
  16. 16. The Positive Model • Encourages positive orientation on how change is conceived and managed • Promoted broad member involvement creating a shared vision about the organizations’ positive potential
  17. 17. Cummings & Worley, 8e (c)2005 Thomson/South- 2-17 Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Positive Model