Planned Change

Nature of Planned Change

• Change that happens to an
organization is planned by its
members
• OD is directed at bringing about
planned change to increase:
–Organization’s effectiveness

–Capability to change itself

 Functions of Planned Change

• Solve organizational problems

• Learning from experiences
• Reframe shared perceptions
• Adapt to external environmental changes
• Improve performance
• Influence future changes
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implement Institutionalizin
Contractin ing g Change
g Change
 General Model of Planned change

To understand the practice of OD, some of the key terms,

embedded in Beckhard's formulation, include:
Planned - carefully thought through; based on data;
documented
Effectiveness - as measured by actual organizational
performance versus desired organizational performance
Health - as measured by the organization's ability to
respond, grow and adapt in its environmental context
Intervention - the specific action(s) selected for
implementation that are intended to bring about the
change
Processes - how work gets done in an organization; e.g.
delivery of service, billing, repair, etc.
 Steps in Planned Change

Once managers and an organization commit to

planned change, they need to create a logical step‐
by step approach in order to accomplish the
objectives. Planned change requires managers to
follow an eight‐step process for successful
implementations, which is illustrated in Figure 1.
Steps in Planned Change
 Steps in Planned Change

 Recognize the need for change

 Develop the goals of the change
 Select a change agent
 Diagnose the current climate
 Select an implementation method
 Develop a plan
 Implement the plan
 Follow the plan and evaluate it
 CHANGE AGENT

A change agent is a person from inside or

outside the organization who helps an
organization to transform itself by focusing
on such matters such as organizational
effectiveness, improvement, and
development.
Theories of Planned Change

Theories of planned change

Kurt Lewin Model

Action Research Model

Positive Model
Bruke-Litwin Model
 Theories of planned
change
• Planned change- the focus is “how to
implement change in organizations
• Theories of Changing
–Frameworks that describe the
activities that must be performed in
order to start and carry out
organizational change
 Theories of Changing
• Lewins’ Change Model
• Action research Model
• Positive Model
 Lewins’ Change Model
• Kurt lewin provided the earliest model of
change
• Change as a modification of forces
keeping the systems behavior stable.
• Behaviors are results of 2 groups of
forces:
– Striving to maintain the status
– Pushing for change
 Lewin’s Change Model

Unfreezing

Movement

Refreezing
2-7
 Lewin’s Change Model:
Unfreezing
• Creating a guidelines
• Developing a vision and strategy
• Communicating the change vision
• Entry
• diagnosis

2-8
 Movement

• Empowering broad
based action
• Generating short term
wins
• Planning
• actions 2-9
 Refreezing

• Anchoring new approaches

in the culture
• Stabilization
• evaluation

2-10
 Action Research Model
• Planned changed as a
cyclical process.
• Research will provide
information to guide
subsequent actions
 Action Research Model
• It is aimed at:

–Helping specific organizations

implement planned change
–Developing general knowledge that
can be applied to other settings.
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral Joint action planning
scientist

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action

Cummings & Worley, 8e 2-13

(c)2005 Thomson/South-
The Positive Model
 The Positive Model
• Positive model focuses on what the
organization is doing right
• Positive organizational scholarship-
focuses on positive dynamics in
organizations that give rise to
extraordinary outcomes
 The Positive Model
• AI- appreciative inquiry-
reformist and rebellious form
of social constructionism
• AI infuses a positive value
orientation into analyzing
and changing
organizations
 The Positive Model
• Encourages positive
orientation on how change is
conceived and
managed
• Promoted broad member
involvement creating a
shared vision about the
organizations’ positive
 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, 8e 2-17
(c)2005 Thomson/South-
Bruke - Letwin Organisational Model
 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, 7e (c) 2001 South-Western

College Publishing
 Who is the OD Practitioner?

 They may be internal or external consultants who

offer professional services to organizations, including
their top managers, functional department heads,
and staff groups.
 They may be those specializing in fields related to
OD, such as reward systems, organization design,
total quality, information technology, and business
strategy.
Who is the OD Practitioner?

The increasing number of managers and

administrators who have gained
competence in OD and who apply it to
their own work areas.
 Role of OD Practitioners

OD practitioners My need play variety of

roles which change according to what
needed. Various roles are as fallowes
1. As a teacher

2. As Change agent

3. As Helper and Catalysts

4. As third party agent

 Professional Ethics for OD Practitioners

Professional Ethics:
Ethicalissues in
OD are concerned with how practitioners perform
their helping relationship with
organization members.
Inherent in any helping
relationship is
the potential for misconduct
and client abuse.
 Professional Ethics for OD Practitioners

1. Responsible to Self
2. Responsible for professional Development and
competence
3. Responsible to Client and Significant others
4. Responsible to the Profession
5. Social Responsibility
 Competencies of an OD
Practitioner
3-67

 Intrapersonal skills
 Self-awareness

 Interpersonal skills
 Ability to work with others and groups

 General consultation skills

 Ability to manage consulting process

 Organization development theory

 Knowledge of change processes