The document describes several models of organizational change: 1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes. 2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes. 3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles. 4. The Burke-Litwin

12. 3.

13. 5.

14. Stages of the change process
Stage 1. Unfreezing: Creating the motivation to change
• Disconfirmation
• Creation of survival anxiety or guilt
• Creation of psychological safety to overcome learning
anxiety
Stage 2. Changing: Learning new concepts, new meanings,
and new standards
• Imitation of and identification with role models
• Scanning for solutions and trial-and-error learning
Stage 3. Refreezing: Internalizing new concepts, meanings,
and standards
• Incorporating into self-concept and identity
• Incorporating into ongoing relationships and groups

15. Unfreezing - The most difficult and important stage
(1) the present state is somehow disconfirmed;
(2) some anxiety or guilt is aroused because some goals will not be met or standards or ideals will not be maintained;
(3) enough ‘‘psychological safety’’ is provided to make it unnecessary for the target individuals or groups to psychologically
defend themselves because the disconfirming information is too threatening or the anxiety or guilt is too high.
Cognitive Redefinition - By what means does a motivated learner learn something new when we are dealing with thought
processes, feelings, values, and attitudes?
It occurs by taking in new information that has one or more of the following impacts: 1) semantic redefintion--we learn
that words can mean something different from what we had assumed; 2) cognitive broadening--we learn that a given
concept can be much more broadly interpreted than what we had assumed 3) new standards of iudgment or
evaluation--we learn that the anchors we used for judgment and comparison are not absolute, and if we use a
different anchor our scale of judgment shifts.
Imitation and Positive or Defensive Identification with a Role Model
Cognitive re-definition occurs when the learner has become unfrozen,i.e. motivated to change, and has, therefore opened
him or herself up to new information.
The next question to address, then, is how the new information comes to the learner. The most basic mechanism of
acquiring new information that leads to cognitive restructuring is to discover in a conversational process that the
interpretation that someone else puts on a concept is different from one's own. If one is motivated to change, i.e. if
the factors described above have been operating, one may be able to "hear" or "see" something from a new
perspective. The best examples come from what has colloquially been labeled brainwashing.
Scanning: Insight or Trial and Error Learning
A learner or change target can be highly motivated to learn something,yet have no role models nor initial feeling for where
the answer or solution might lie. The learner then searches or scans by reading, traveling, talking to people, hiring
consultants, entering therapy, going back to school, etc. to expose him or herself to a variety of new information that
might reveal a solution to the problem.
Personal and Relational Refreezing
The main point about refreezing is that new behavior must be to some degree congruent with the rest of the behavior and
personality of the learner or it will simply set off new rounds of disconfirmation that often lead to unlearning the very
thing one has learned.

18. 7.

20. Bullock and Batten’s Integrative
Model for Planned Change
Analyzed over 30 models of change management and arrived at their
own 4-phase model
The model progresses as follows:
Exploration phase - The organization has to make decision on the
need for change:
· Explore and decide on the need for change
· Identify what changes are required
· Identify resources required

21. Planning phase - Understanding the problem:
• Diagnosis of the problem
• Clarify goals and objectives
• Identify specific activities required to undertake change
• Agree changes with stakeholders
• Identify supports required to enable change to occur
Action phase-Changes identified,agreed& implemented:
• Support for change is explicit
• Changes are monitored and evaluated
• Results are communicated and acted upon
• Adjustments and refinements are made where necessary

22. Integration phase - Stabilising and embedding change:
• Changes supported and reinforced
• Results and outcomes from change communicated
throughout the organization
• Continuous development of employees through training,
education
• Ongoing monitoring and evaluation

23. Action Research Model
Assuming that planned change is a cyclical process,this model
proposes that organizations,in order to change,need to undertake
research initially so as to have adequate information that may guide
their future action.The results of the action are then assessed to
provide information to guide further action and this cycle is repeated
as an ongoing process.The eight steps elaborated by Cummings and
Huse(1989) under this model are:
Problem Identification:
At this stage,a key executive senses the existence of problems that
can be alleviated with the help of an organization development(OD)
Practitioner.
Consultant with An Expert:
Once the problem(s) has been sensed,it is understood that there is a
solution to such problem(s),the help of an OD expert is sought.

24. Data Gathering and Preliminary Diagnosis:
Using various tools such as
interviews,questionnaires,organizational performance
analysis,data is gathered by the OD consultant.The consultant
works in collaboration with organizational members.
Feedback:
The gathered data is passed on to the key client /group to
determine the strengths and weaknesses of the area under
study,with the consultant providing the client all relevant and
useful data.
Joint Diagnosis of the problem:
After discussing the feedback,the group focuses on additional
relevant research that might be required.The results of this
additional research are then summarized and submitted to the
group again so that they are validated for further diagnoses and
identification of problem(s).

25. Joint Action Planning:
The consultant and the management team jointly agree on problem-
solving methods.Depending upon the cultural,technological and
work environment,specific courses of action are taken in order to
solve the problem(s).At this stage,the time and cost of the
intervention is also taken into consideration.
Action:
This is the stage at which the actual change from its present state to
its desired state takes place and may involve installation of new
methos and procedures,reorganizing structures and work designs,or
reinforcing new behavior.
Data Gathering After Action:
New data is gathered again so as to determine the amount of
change that has taken place vis-à-vis the effects of the action.This
affirms the cyclical nature of the process.Further feedback is sought
and based onthis;situations are re-diagnosed and new action taken.

26. The Burke-Litwin Model of Organizational Change
First order change (Transactional change)
Warner Burke
Change
Second order change (Transformational change)
OD interventions directed towards structure, management
practices, and systems (policies & procedures) result in first
order change.
OD interventions directed towards mission and strategy,
leadership, and organization culture result in second order
change.

27. Diagnosis – The Six-Box Model
Purposes
Marvin Weisbord
Weisbord identifies six Relationships Structure
critical areas where
things must go right if
Leadership
organisation is to be
successful. According
to him, the consultant
Helpful
must attend to both Rewards
Mechanisms
formal and informal
aspects of each box.
This model is still widely
used by OD practitioners

30. The Managing Change Model