The document discusses several theories and approaches for organizational change management including Lewin's force field theory, Kotter's 8-step change model, action research, and organizational development. Lewin's model involves three steps: unfreezing, moving, and refreezing. Kotter's 8 steps build on Lewin's model and include establishing urgency, forming a coalition, creating a vision, communicating the vision, empowering employees, creating short-term wins, consolidating gains, and reinforcing changes. Action research is a data-driven change process involving diagnosis, analysis, feedback, action, and evaluation. Organizational development seeks to improve effectiveness and well-being through planned interventions based on humanistic values.

1. Presented by
MUHAMMAD SHAN

3.  Lewin’s Force Field Theory of Change
 Kotter’s Eight Step plan
 Action Research
Organizational Development

4.  Unfreezing
Change efforts to overcome the pressures of both
individual resistance and group conformity
 Moving
 Efforts to get employees involved in the change process
 Refreezing
Stabilizing a change intervention by balancing
driving and restraining forces
Unfreezing Moving Refreezing

5.  Driving Forces
 Forces that direct behavior away from the status
quo
 Restraining Forces
 Forces that hinder movement from the existing
equilibrium

6.  Builds from Lewin’s Model
 To implement change:
1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
8. Reinforce the changes
Unfreezing
Movement
Refreezing

7. A change process based on systematic collection of
data and then selection of a change action based
on what the analyzed data indicates
 Process steps:
Diagnosis
Analysis
Feedback
Action
Evaluation
 Action research benefits:
 Problem-focused rather than solution-centered
Heavy employee involvement reduces resistance to
change

8.  Organizational Development (OD)
 A collection of planned interventions, built on
humanistic-democratic values, that seeks to
improve organizational effectiveness and
employee well-being
 OD Values
 Respect for people
 Trust and support
 Power equalization
 Confrontation
 Participation

9. 1. Sensitivity Training
 Training groups (T-groups) that seek to change behavior
through unstructured group interaction
 Provides increased awareness of others and self
 Increases empathy with others, listening skills,
openness, and tolerance for others
2. Survey Feedback Approach
 The use of questionnaires to identify discrepancies
among member perceptions; discussion follows and
remedies are suggested
3. Process Consultation (PC)
 A consultant gives a client insights into what is going on
around the client, within the client, and between the
client and other people; identifies processes that need
improvement.

10. 4. Team Building
 High interaction among team members to increase
trust and openness
5. Intergroup Development
 OD efforts to change the attitudes, stereotypes,
and perceptions that groups have of each other
6. Appreciative Inquiry
 Seeks to identify the unique qualities and special
strengths of an organization, which can then be
built on to improve performance
 Discovery: Recalling the strengths of the organization
 Dreaming: Speculation on the future of the organization
 Design: Finding a common vision
 Destiny: Deciding how to fulfill the dream