Organization Development and Change

Chapter Two:
The Nature of Planned Change

Thomas G. Cummings
Christopher G. Worley
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 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.
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 Lewin’s Change Model

Unfreezing

Movement

Refreezing

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 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action

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 Contemporary Approaches to
Planned Change
Choose Positive Develop a Vision with
Subjects Broad Participation

Collect Positive Develop Action

Stories with Broad Plans
Participation

Examine Data and

Develop Possibility
Propositions
Evaluate

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 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
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 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

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 Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
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 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
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