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Organization Development and Change

Organization Development and Change. Chapter Two: The Nature of Planned Change. Thomas G. Cummings Christopher G. Worley. Learning Objectives for Chapter Two. To describe and compare three major perspectives on changing organizations.

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Organization Development and Change

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  1. Organization Development and Change Chapter Two: The Nature of Planned Change Thomas G. Cummings Christopher G. Worley

  2. 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, 8e (c)2005 Thomson/South-Western

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

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

  5. 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 (c)2005 Thomson/South-Western

  6. 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, 8e (c)2005 Thomson/South-Western

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

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

  9. 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, 8e (c)2005 Thomson/South-Western

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