Action Research Model The first model that will be discussed is the action research model; this focuses on acknowledging specific problems within the organization or departments. Change occurs when management begins to question what needed procedures and affordable new practices will provide the firm smoother a operating system and maximize performance.  Most often corporations utilize this model when they want to develop a cost effective approach to improve their measures. Change is becoming prevalent in organizations in order for them to aggressively complete in their global arena (Cox, 2006). The action research model focuses on two key factors.  First the change the managers believe they need to make is planned step-by-step in advance. Secondly, contractors are hired to provide external insight as to what they perceive to be problems areas within the organization (Akdere& Altman, 2009).  Many times managers are too emotionally invested in the firm to accurately identify where and what needs to be altered for the corporation to attain their desired goals (Johnson, 2008). Implementing the action research model consists of the following eight steps: Step one:  Influential individuals in the organization acknowledge there are problems and gaps within their current management systems (Akdere & Altman, 2009).  Many times the organization will hire an eternal consultant or organizational developer to observe how the firm in communicating and functioning with one another. The purpose of the contractor is to assist managers in more efficiently identifying if there are gaps and if so where and what are they (Cummings & Worley, 2008). Step two: The consultant spends time observing the corporation, learning about the organizations current values and culture (Cummings & Worley, 2008). Step three: Data is collected; the organizational developer interviews, sends out private questionnaires and will track historical performance trends.  In this step the consultant must be careful not to be persuasive with viewpoints until the data is correctly analyzed and measured (Cummings & Worley, 2008). Step four: Once the data is accurately reviewed and the results are reliable the consultant explains the strengths and weaknesses found within specific areas of the firm (Akdere & Altman, 2009). One issue of importance is they must keep the subordinates responses confidential to avoid wrongful discrimination because of an employee’s honesty (Cummings & Worley, 2008). Step five: Possible acceptance by the manager that there are problems within departments and/or the organization. In stage five of the action research model the managers have the opportunity to accept the consultants’ findings and recommendations or refuse the results keeping the departments at current status (Akdere & Altman, 2009; Cummings & Worley, 2008). Step six: Joint action planning begins, if the managers and corporate leaders accept the organizational developers’ findings.  They will then make d.

1. Action Research Model
The first model that will be discussed is the action research
model; this focuses on acknowledging specific problems within
the organization or departments. Change occurs when
management begins to question what needed procedures and
affordable new practices will provide the firm smoother a
operating system and maximize performance. Most often
corporations utilize this model when they want to develop a cost
effective approach to improve their measures. Change is
becoming prevalent in organizations in order for them to
aggressively complete in their global arena (Cox, 2006).
The action research model focuses on two key factors. First the
change the managers believe they need to make is planned step-
by-step in advance. Secondly, contractors are hired to provide
external insight as to what they perceive to be problems areas
within the organization (Akdere& Altman, 2009). Many times
managers are too emotionally invested in the firm to accurately
identify where and what needs to be altered for the corporation
to attain their desired goals (Johnson, 2008).
Implementing the action research model consists of the
following eight steps:
Step one: Influential individuals in the organization
acknowledge there are problems and gaps within their current
management systems (Akdere & Altman, 2009). Many times the
organization will hire an eternal consultant or organizational
developer to observe how the firm in communicating and
functioning with one another. The purpose of the contractor is
to assist managers in more efficiently identifying if there are
gaps and if so where and what are they (Cummings & Worley,
2008).
Step two: The consultant spends time observing the corporation,
learning about the organizations current values and culture
(Cummings & Worley, 2008).
Step three: Data is collected; the organizational developer

2. interviews, sends out private questionnaires and will track
historical performance trends. In this step the consultant must
be careful not to be persuasive with viewpoints until the data is
correctly analyzed and measured (Cummings & Worley, 2008).
Step four: Once the data is accurately reviewed and the results
are reliable the consultant explains the strengths and
weaknesses found within specific areas of the firm (Akdere &
Altman, 2009). One issue of importance is they must keep the
subordinates responses confidential to avoid wrongful
discrimination because of an employee’s honesty (Cummings &
Worley, 2008).
Step five: Possible acceptance by the manager that there are
problems within departments and/or the organization. In stage
five of the action research model the managers have the
opportunity to accept the consultants’ findings and
recommendations or refuse the results keeping the departments
at current status (Akdere & Altman, 2009; Cummings & Worley,
2008).
Step six: Joint action planning begins, if the managers and
corporate leaders accept the organizational developers’
findings. They will then make decisions as to what strategies
are needed to for the changes to be smoothly accepted by
employees (Akdere & Altman, 2009). It is important in step six
that cultural variations amongst subordinates are respected and
acknowledged for the change to positively affect the
international and external aspects of the organization
(Cummings & Worley, 2008; Deresky, 2008).
Step seven: The decision to take action begins. The managers
have identified what strategy to introduce it to their
subordinates (Akdere & Altman, 2009). Many times the
changes that need to take place are realignment of management,
introduction to newer technology and/or trainings on how to
increase current job performance. Stage seven requires
managers to be patient with employees while they accept and
respond to the change. If managers present the changes they
want to occur within the company in a forceful or demanding

3. manner stress, chaos and delays in productivity may arise
(Cummings & Worley, 2008; Goby 2009).
Step eight: The last step in the action research model is for the
consultant to return to the company to review and measure the
results of the implemented change. The data the organizational
developer analyzed is re- calculated to evaluate if the changes
have positively or negatively influenced all stakeholders of the
organization (Akdere & Altman, 2009). If the current outcome
is not what the corporation desired they must search deeper into
their research and historical trends to create a beneficial
balance in the firm’s gaps (Cummings & Worley, 2008).
The Positive Model
The second change management model to be discussed is the
positive model, often times referred to as the “Positive
Organizational Scholarship Model.” The key factors in the
positive model are the firm takes time to review the areas of the
company in which they are excelling. This helps them to
determine what beneficial variables are assisting the employees
to achieve the desired results. The managers and corporate
leader then review the possibilities of increasing those same
variables into other departments in attempt to have all areas of
the corporation simultaneously produce high quality
performance, where employee’s talents are maximized in all
areas of the firm (Cummings & Worley, 2008).
The positive model consists of the following five stages:
The first stage in the positive model is managers and leaders
review areas of the firm, in which performance is not reaching
full potential, or areas where there could be a technology or
communication struggle. For example the managers could make
a comparison between productive and unproductive teams. What
factors are making one team result oriented and conflict free,
while the other team in the same company struggles? The
struggling team will have changes implemented for the overall
good of the corporation (Cummings & Worley, 2008).

4. The second stage is referred to as best practice, this is when the
managers interview their staff and has them complete a survey
(Cox, 2006). The feedback/ data provided to the managers
allow them to learn what past historical events or trends
motivated their employees to achieve desired
performance (Cummings & Worley, 2008;).
Stage three is when the managers unite to share and analyze the
data the subordinates provided. Openly discussing the
information the employees provided allows the team of
managers to identify common themes the majority of
subordinates prefer. A major focus of stage three is to have the
leadership team alter their personal viewpoint from “This is
what our organization is,” to “This is what our organization can
become (Cummings & Worley, 2008)!”
In stage four, management creates the future vision they agree
upon. As a team they analyze the gathered data to identify gaps
in the current practices and review how if modified balance and
quality performance can be accomplished in all
departments. The managers then share ideas and the future
corporate vision with staff. For the change to positively occur
it is important for all participating members to sincerely desire
and alter their behavior for the new vision to be embraced
throughout the organization (Cummings & Worley, 2008).
Stage five in the positive model consists of physically
implementing the agreed upon variables into the corporation,
making the vision into a reality. The positive model stresses
the importance of communication and tracking of performance
to measure if the alterations are achieving the desired
changes (Cummings & Worley, 2008).