Topic 2

The Nature of Planned Change

2-1

Organizational development is directed to

bring about planned change to increase an
organizations effectiveness and capability
to change itself.
It is generally initiated and implemented by
managers, often with the help of OD
practitioners.

2-2

Levins Change Model

Action Research Model
The Positive Model
General Model

2-3

Unfreezing
Movement
Refreezing
2-4

Problem Identification

Joint diagnosis

Consultation with a
behavioral scientist

Joint action planning

Data gathering &

preliminary diagnosis

Action

Feedback to Client

Data gathering after

action

2-5

Positive Model
Initiate the Inquiry
Inquire into Best Practices

Discover Themes
Envision a Preferred Future
Design and Deliver Ways to
Create the Future
2-6

Appreciative inquiry is a model for seeing,

thinking, and acting for a purposeful, powerful
organizational change.
Traditional methods of change tend to focus on
what is wrong with an organization.
The primary assumption of Appreciative
Inquiry, however, is that what you want
more of, already exists in your organization.

2-7

2-8

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

2-9

General Model of Planned Change

Entering
and
Contracting

Diagnosing

Planning
and
Implementing
Change

Evaluating
and
Institutionalizing
Change

210

Magnitude of Change
Incremental
Quantum

Degree of Organization
Overorganized
Underorganized

Domestic vs. International Settings

211