Organization Development and Change Chapter Two The Nature

Organization Development and Change Chapter Two: The Nature of Planned Change Thomas G. Cummings Christopher G. Worley Cummings & Worley, 8 e (c)2005 Thomson/South-Western

Learning Objectives for Chapter Two • To describe and compare three major perspectives on changing organizations. • To introduce a General Model of Planned Change that will be used to organize the material presented in the book. • To describe how planned change can be adopted to fit different kinds of conditions. Cummings & Worley, 8 e (c)2005 Thomson/South-Western 2

Lewin’s Change Model Unfreezing Movement Refreezing Cummings & Worley, 8 e (c)2005 Thomson/South-Western 3

Action Research Model Problem Identification Consultation with a behavioral scientist Joint diagnosis Joint action planning Data gathering & preliminary diagnosis Feedback to Client Action Data gathering after action Cummings & Worley, 8 e (c)2005 Thomson/South-Western 4

Positive Model Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Cummings & Worley, 8 e (c)2005 Thomson/South-Western 5

Comparison of Planned Change Models • Similarities – Change preceded by diagnosis or preparation – Apply behavioral science knowledge – Stress involvement of organization members – Recognize the role of a consultant • Differences – General vs. specific activities – Centrality of consultant role – Problem-solving vs. social constructionism Cummings & Worley, 8 e (c)2005 Thomson/South-Western 6

General Model of Planned Change Entering and Contracting Diagnosing Planning and Implementing Change Cummings & Worley, 8 e (c)2005 Thomson/South-Western Evaluating and Institutionalizing Change 7

Different Types of Planned Change • Magnitude of Change – Incremental – Quantum • Degree of Organization – Overorganized – Underorganized • Domestic vs. International Settings Cummings & Worley, 8 e (c)2005 Thomson/South-Western 8

Critique of Planned Change • Conceptualization of Planned Change – Change in not linear – Change is not rational – The relationship between change and performance is unclear • Practice of Planned Change – Limited consulting skills and focus – Quick fixes vs. development approaches Cummings & Worley, 8 e (c)2005 Thomson/South-Western 9