ORGANIZATIONAL CHANGE & DEVELOPMENT

1. Evaluate the importance of sustaining momentum in change initiative. And how

can organizations avoid reverting to old behavior? (2pts)

I. Introduction

"Sustaining momentum" is the critical phase to prevent regression in change

management. This essay evaluates its importance in counteracting inertia and analyzes
structural mechanisms to avoid reverting to old behaviors.

II. Body Paragraphs

Body Paragraph 1: Evaluate the importance of sustaining momentum

Topic Sentence: Sustaining momentum is vital as it is the only force capable of

stabilizing change against organizational inertia. Arguments (Theoretical Basis):

●​ Firstly, referencing Kurt Lewin’s Change Model, change is incomplete until it

reaches "Refreezing." Without active reinforcement, the system remains in
"quasi-stationary equilibrium" and naturally reverts to the status quo when
pressure lifts.
●​ Secondly, Cummings and Worley argue that significant change requires
immense energy. If momentum dissipates before institutionalization, employees
interpret this as abandonment of the initiative. Examples (Practical Basis): The
text warns in "Staying the Course" that failure often occurs because managers
underestimate the time for skill acquisition. Premature withdrawal of support
signals that the change is temporary, causing rapid regression.

Body Paragraph 2: How can organizations avoid reverting to old behavior?

Topic Sentence: Preventing regression requires five key activities: providing resources,
building support systems, developing competencies, reinforcing behaviors, and staying
the course. Arguments (Theoretical Basis):

●​ Firstly, organizations must provide resources and develop competencies. Based

on Human Capital Theory, employees revert to old habits if they lack the skills
for new ones.
●​ Secondly, behaviors must be reinforced. Expectancy Theory suggests that
rewarded behaviors are repeated. If rewards still favor old norms, change fails.
●​ Finally, leaders must "stay the course" to overcome performance dips.
Examples (Practical Basis):
●​ McKesson (Chapter 8) prevented regression by training "black belts" in Six
Sigma, ensuring staff had the technical skills to sustain change.
 ●​ Integra Financial succeeded by aligning rewards with teamwork, effectively
extinguishing old individualistic behaviors.

III. Conclusion

Summary Findings: Sustaining momentum overcomes inertia (Point 1), and preventing
regression requires aligning skills and rewards (Point 2). Recommendations: Managers
should establish a separate "change budget" and steadfastly refuse exceptions to new
behaviors to ensure institutionalization.

2. Discuss the challenges organizations face in achieving transformational change.

Suggest strategy to overcome them.

I. Introduction

Transformational change involves a radical shift in an organization's strategy, structure,

and culture. This essay evaluates the unique challenges posed by this systemic disruption
and suggests leadership strategies to overcome them.

II. Body Paragraphs

Body Paragraph 1: Discuss the challenges organizations face in achieving

transformational change

Topic Sentence: The primary challenge in transformational change is overcoming

deep-seated inertia to achieve a fundamental "paradigm shift." Arguments (Theoretical
Basis):

●​ Firstly, unlike incremental change, Cummings and Worley characterize

transformational change as "Gamma Change." This involves a discontinuous
shift in mental models and frameworks, which is cognitively difficult for members
to accept.
●​ Secondly, the change is Systemic and Revolutionary. It disrupts all
organizational elements simultaneously (structure, culture, strategy). The text
notes that organizations typically require a severe threat to survival before
overcoming the vested power and expertise of the old system. Examples
(Practical Basis): A salient example is IBM (Application 18.4). Its historical
"Basic Beliefs" (like respect for the individual) had morphed into an entitlement
mentality. This cultural inertia was so strong that it blinded the company to market
shifts, requiring a near-death experience to trigger transformation.

Body Paragraph 2: Suggest strategy to overcome them

Topic Sentence: To navigate these challenges, organizations must rely on active
executive leadership and systemic alignment of design components. Arguments
(Theoretical Basis):

●​ Firstly, senior executives must adopt three key roles: Envisioning (articulating a
compelling future), Energizing (demonstrating personal excitement and modeling
behaviors), and Enabling (providing necessary resources).
●​ Secondly, organizations must utilize the Organization Design Model. This
framework dictates that Business Strategy, Structure, and Human Resource
practices must be changed together to ensure "configurational fit," preventing
mixed signals. Examples (Practical Basis):
●​ Deere & Company (Application 18.1) overcame inertia when CEO Robert Lane
energized the firm with a new "shareholder value-added" metric and enabled
change by aligning the decentralized structure with this new strategy.
●​ IBM under Lou Gerstner envisioned a new customer-centric strategy, modeling
the culture change by integrating the fragmented company.

III. Conclusion

Summary Findings: Transformational change is hindered by systemic inertia and the

difficulty of Gamma Change (Point 1), but can be achieved through specific leadership
roles and holistic organization design (Point 2). Recommendations: Executives must
move beyond simple management to active leadership, ensuring they personally model
the new values to energize the workforce.

3. How do confrontation meetings facilitate organizational changes? What are key

benefits and limitations?

CRITICAL THINKING ESSAY: THE ORGANIZATION CONFRONTATION

MEETING

I. Introduction

The "Organization Confrontation Meeting," developed by Beckhard, is an intervention

designed to mobilize an organization's total resources to identify and solve problems. It is
particularly useful when an organization is under stress or there is a gap between
management and employees. This essay evaluates how it facilitates change and analyzes
its key benefits and limitations.

II. Body Paragraphs

Body Paragraph 1: How do confrontation meetings facilitate organizational change?

Topic Sentence: This intervention facilitates change by structuring rapid problem
identification and immediate tactical planning across all organizational levels.
Arguments (Theoretical Basis):

●​ Firstly, Cummings and Worley outline a process where "all those involved"
gather to identify problems. Crucially, groups represent all departments, and
subordinates are separated from bosses to ensure open, honest communication
without fear of criticism.
●​ Secondly, the focus shifts quickly from diagnosis to action. After a master list of
problems is categorized, participants form new "problem-solving groups" to set
priorities and develop tactical action plans.
●​ Finally, change is sustained through "periodic follow-up meetings," ensuring
accountability and progress monitoring. Examples (Practical Basis): A key
example is General Electric’s “Work-Out”, which adapted this framework to
address productivity and employee involvement, demonstrating how the model
moves from identification to rapid decision-making.

Body Paragraph 2: What are the key benefits?

Topic Sentence: The primary benefit of confrontation meetings lies in their robustness
and ability to rapidly mobilize resources across diverse organizational settings.
Arguments (Theoretical Basis):

●​ Firstly, Cummings and Worley characterize it as a "classic and robust approach"

for mobilizing total resources, particularly effective during periods of low
performance.
●​ Secondly, the intervention has wide applicability. It successfully engages not only
managers but also technicians and assembly workers. Furthermore, it helps
organizations address concerns even in cultures characterized by "conflict
avoidance," making it versatile for domestic and international settings. Examples
(Practical Basis): Beckhard cites specific examples of dramatic results in various
industries, including a food products manufacturer and a military products
manufacturer. Additionally, positive results were documented in a confrontation
meeting with 40 professionals in a research and development firm.

Body Paragraph 3: What are the key limitations?

Topic Sentence: Despite its practical utility, the intervention is limited by significant
challenges in scientific measurement and evaluation. Arguments (Theoretical Basis):

●​ Firstly, there is a difficulty in determining specific results. The authors explain

that because confrontation meetings are often combined with other interventions
(like survey feedback), isolating the specific impact of this single intervention is
scientifically difficult.
 ●​ Secondly, there is a lack of systematic study. The text highlights a clear "need for
evaluative research" to validate anecdotal claims with empirical data. Examples
(Practical Basis): A notable example is the General Electric "Work-Out".
While widely cited as successful anecdotally, Cummings and Worley note that
there has been "no published large-sample evaluation" of this process,
underscoring the gap between perceived success and rigorous validation.

III. Conclusion

Summary Findings: Confrontation meetings effectively accelerate change through

structured mobilization (Point 1) and offer wide applicability (Point 2), though empirical
validation remains a significant challenge (Point 3). Recommendations: Organizations
should use this intervention for rapid turnaround during stress but must commit to
rigorous follow-up to ensure sustained impact.

4. What challenges do sustainable organizations face in achieving triple bottom line

objectives? How can they overcome them?

I. Introduction

Sustainable Management Organizations (SMOs) strive to achieve "sustainable

effectiveness" by balancing economic, social, and ecological objectives—often referred to
as the "triple bottom line." This essay evaluates the inherent challenges in maintaining
this delicate balance and suggests organizational design strategies to overcome them.

II. Body Paragraphs

Body Paragraph 1: Discuss the challenges sustainable organizations face in

achieving triple bottom line objectives

Topic Sentence: The primary challenge for SMOs is reconciling the inherent tension
between traditional profit maximization and the long-term requirements of social and
ecological sustainability. Arguments (Theoretical Basis):

●​ Firstly, Cummings and Worley argue that SMOs must reject the traditional goal
of "maximizing" shareholder returns in favor of "reasonable" profitability. This
shift creates a fundamental conflict with standard economic models that prioritize
short-term financial aggressive growth over finite natural resources, a dilemma
central to The Natural Step framework.
●​ Secondly, there is a cognitive and operational challenge in managing increased
complexity. Pursuing a "Triple Bottom Line" requires organizations to integrate
disparate goals that often lack common metrics, making decision-making
significantly more ambiguous than in traditional firms focused solely on financial
 ROI. Examples (Practical Basis): This challenge is exemplified by Interface
Flooring Systems, where the company faced the massive undertaking of
transforming a petroleum-intensive business model into a sustainable one. This
required not just a strategy change but a complete overhaul of their operational
identity to align with ecological principles, challenging the industry's standard of
mere compliance.

Body Paragraph 2: Suggest strategy to overcome them

Topic Sentence: To overcome these challenges, organizations must redefine their

strategic intent and implement an "Agile Organization Design" that fosters adaptability
and stakeholder integration. Arguments (Theoretical Basis):

●​ Firstly, organizations must clarify their Strategic Intent regarding breadth,

aggressiveness, and differentiation. Cummings and Worley advise that SMOs
should adopt a "less aggressive" approach to growth, ensuring it does not exceed
the market's capacity or the organization's resource sustainability.
●​ Secondly, they must build an Agile Organization Design. This involves creating
structures (such as networks or front-back designs) and management processes
(transparent information systems) that enable rapid resource reallocation.
Furthermore, developing a "Change Capability" through Large Group
Interventions (LGIs) helps align diverse stakeholders (investors, communities,
employees) around the shared vision. Examples (Practical Basis):
●​ Starbucks effectively managed the complexity of its broad operations by
implementing specific fair trade and water conservation policies that were
integrated into its supply chain, rather than treating them as peripheral charity.
●​ Loblaws, Canada’s largest grocer, overcame the trade-off between profit and
ecology by developing a "sustainable seafood policy" that integrated supply chain
relationships with NGO standards, thereby driving both environmental health and
financial performance.

III. Conclusion

Summary Findings: Achieving the triple bottom line is hindered by the tension between
profit maximization and sustainability (Point 1), but can be navigated through specific
choices in strategic intent and agile organization design (Point 2). Recommendations:
Leaders must move beyond "corporate social responsibility" as a PR tactic and embed
sustainability into the core "Strategic Identity" of the firm, using transparent information
systems to hold all three bottom lines accountable.

5. Analyze strategies for overcoming resistance to change. Which do you think is the
most effective and why?
I. Introduction

Resistance to change is a natural organizational phenomenon that acts as a protective

mechanism against the disruption of the status quo. To navigate the "Unfreezing" phase
successfully, change agents must employ specific interventions to mitigate this inertia.
This essay will firstly analyze the core strategies for overcoming resistance, and secondly,
evaluate why participation is the most effective approach.

II. Body Paragraphs

Body Paragraph 1: Analyze strategies for overcoming resistance to change

Topic Sentence: Cummings and Worley identify three primary strategies to convert
resistance into commitment: Empathy, Communication, and Participation. Arguments
(Theoretical Basis):

●​ Firstly, Empathy and Support are required to address the subjective loss
associated with change. Theoretically, identifying and listening to people's feelings
helps suspend judgment and allows leaders to address the psychological anxiety of
the transition.
●​ Secondly, Communication is essential to reduce uncertainty. The text argues that
providing relevant and timely information prevents the "rumor mill" from filling
the information vacuum with fear-inducing speculation.
●​ Finally, Participation and Involvement engage members directly in the planning
and implementation process, ensuring their specific interests are considered.
Examples (Practical Basis): The text highlights that effective change leaders,
such as those at General Electric, utilize these strategies not just to inform but to
actively engage the workforce, thereby reducing the "Technical Resistance"
associated with habit and sunk costs.

Body Paragraph 2: Which is the most effective and why?

Topic Sentence: Among these strategies, Participation and Involvement is objectively

the most effective because it generates "internal commitment" rather than mere
compliance. Arguments (Theoretical Basis):

●​ Firstly, participation allows organization members to provide a diversity of

information, which improves the quality of the innovation and creates a sense of
ownership. This directly counters the "Not Invented Here" syndrome.
●​ Secondly, unlike simple communication (which is one-way) or empathy (which is
reactive), participation is proactive. It satisfies the intrinsic human need for
autonomy, making the change a result of the members' own choices. Examples
(Practical Basis): The definitive evidence is demonstrated by the Minnesota
 Department of Health. Faced with the complex challenge of mobilizing a
state-wide prevention plan, the leadership did not impose a mandate. Instead, they
utilized a "large-group stakeholder retreat" to involve diverse groups in the design.
This participative approach neutralized political resistance by giving stakeholders
a voice, effectively turning potential adversaries into partners.

III. Conclusion

Summary Findings: While Empathy and Communication are necessary conditions

(Point 1), Participation is the sufficient condition for deep structural change (Point 2).
Recommendations: Leaders should move beyond "telling and selling" strategies. It is
recommended to design interventions that require active stakeholder involvement in the
diagnosis and planning stages to ensure sustainable adoption.

6. Explain the importance of aligning strategies and organization designs in the

context of transformational change. Give some examples.

I. Introduction

In the realm of transformational change, the alignment between an organization's strategy

and its design is not merely beneficial but critical for survival. Misalignment often leads
to implementation failure, as structures and processes fail to support new strategic
directions. This essay critically analyzes the importance of this alignment by evaluating
its impact on competitive advantage and examining its role in facilitating change
implementation and employee commitment.

II. Body Paragraphs

Body Paragraph 1: Importance for Performance and Competitive Advantage

Topic Sentence: The synchronization of strategy and organization design is the primary
driver of sustainable competitive advantage and operational performance. Arguments
(Theoretical Basis):

●​ Firstly, Cummings and Worley argue that when an organization's structure, work
processes, and human resource practices are configured to support strategic goals
("Design Fit"), operational friction is minimized. This coherence allows the
organization to execute its strategy efficiently.
●​ Secondly, alignment ensures that critical resources are concentrated on strategic
priorities. This focus strengthens the firm's "Strategic Orientation," enabling it to
respond rapidly to environmental shifts and technological changes. Examples
(Practical Basis):
 ●​ A pertinent example is 3M. To support its differentiation strategy based on
innovation, the organization's design explicitly allows engineers to spend 15% of
their time on new projects, directly linking structure to strategic intent.
●​ Similarly, Intel supports its strategy of technological leadership by allocating over
20% of revenue to R&D, ensuring that organizational resources strictly follow the
strategic objective.

Body Paragraph 2: Importance for Change Implementation and Employee

Commitment

Topic Sentence: Beyond operational performance, alignment is the critical success factor
for implementing transformational change and securing employee engagement.
Arguments (Theoretical Basis):

●​ Firstly, an integrated design process, such as Integrated Strategic Change, helps

employees cognitively understand the rationale behind the change. This
transparency converts potential resistance into "internal commitment" and
ownership, as members see how their roles contribute to the new vision.
●​ Secondly, coordinated structures facilitate faster adaptation. When the "hardware"
(structure) and "software" (culture) change simultaneously, leaders can maintain
momentum and address contingencies effectively without sending mixed signals to
the workforce. Examples (Practical Basis):
●​ Microsoft Canada utilized the ISC process to engage employees through focus
groups during its strategic transformation, which fostered deep ownership of the
new direction.
●​ HP, during its acquisition of Compaq, successfully aligned its business strategy
with a rapid organizational redesign, allowing for the swift implementation of new
operational models despite the complexity of the merger.

III. Conclusion

Summary Findings: In summary, aligning strategy with design is essential for

maximizing competitive advantage (Point 1) and ensuring the successful adoption of
transformational change (Point 2). Recommendations: Organizations must actively
integrate strategy with design rather than treating them as separate activities. It is
recommended to ensure broad employee participation in the planning phase to secure the
commitment necessary for sustainable success.

7. Discuss the role of vision in managing organizational change. Why is it critical

and what makes an effective vision?

I. Introduction
In the landscape of organizational development, "Creating a Vision" is a fundamental
leadership activity that dictates the direction of change. This essay will critically analyze
this concept by firstly discussing the functional role of vision, secondly evaluating its
criticality in motivating change, and finally, examining the structural components that
render a vision effective.

II. Body Paragraphs

Body Paragraph 1: Discuss the role of vision in managing organizational change

Topic Sentence: The primary role of vision is to provide the strategic "why" and "what"
of planned change, serving as the cognitive bridge between the present and the future.
Arguments (Theoretical Basis): Cummings and Worley define vision as a core
leadership responsibility that articulates a desired future state. Its function is twofold:
structurally, it sets the boundaries for strategic decision-making; and psychologically, it
orients organization members away from the status quo. By defining the "what," the
vision helps members distinguish between activities that contribute to the new direction
and those that preserve obsolete routines.

Body Paragraph 2: Why is it critical?

Topic Sentence: Vision is critical because it acts as the essential motivational mechanism
required to overcome the inherent uncertainty and anxiety of the transition period.
Arguments (Theoretical Basis): Theoretically, change creates a "neutral zone" where the
old rules no longer apply, but the new ones are not yet established. Without a compelling
vision, the psychological cost of leaving the known status quo outweighs the perceived
benefits of the future. The text argues that a vision is critical because it "energizes
commitment" by connecting the change to a deeper purpose, thereby reducing resistance
and preventing the organization from drifting aimlessly during the turbulence of
implementation.

Body Paragraph 3: What makes an effective vision?

Topic Sentence: An effective vision is scientifically constructed by balancing stability

with progress, specifically through the framework of "Core Ideology" and "Envisioned
Future." Arguments (Theoretical Basis): Drawing on Collins and Porras, an effective
vision must possess two distinct components. Firstly, Core Ideology (core values and
purpose) remains fixed to define the organization's enduring identity and provide stability.
Secondly, the Envisioned Future stimulates progress through "Bold, Hairy, Audacious
Goals" (BHAGs) and a vivid description of success. Analysis: The effectiveness lies in
the dynamic tension between preserving the core while stimulating progress. The Core
Ideology anchors the organization during chaos, while the Envisioned Future compels
members to break inertia and strive for a specific, achievable reality.
III. Conclusion

Summary Findings: Vision functions as the strategic compass (Point 1), is critical for
overcoming psychological inertia (Point 2), and derives its effectiveness from the
interplay of core values and bold goals (Point 3). Recommendations: Leaders should
avoid vague slogans. It is recommended to construct visions that explicitly link the
organization’s enduring history with a specific, audacious future to drive sustainable
change.

8. Evaluate how integrated strategic change can enhance an organization's

competitive advantage.

I. Introduction

Integrated Strategic Change (ISC) is a systemic intervention that merges strategy content
with the organization development process to create a sustainable competitive advantage.
This essay evaluates how ISC enhances competitiveness by unifying formulation and
implementation, and examines the procedural mechanism required for this alignment.

II. Body Paragraphs

Body Paragraph 1: Evaluate how integrated strategic change can enhance an

organization's competitive advantage

Topic Sentence: ISC enhances competitive advantage by transforming the ability to

execute change into a unique, inimitable asset, bridging the traditional gap between
strategy and execution. Arguments (Theoretical Basis):

●​ Firstly, Worley, Hitchin, and Ross argue that traditional management artificially
separates "strategy formulation" from "implementation." ISC integrates these
domains to ensure a cohesive "Strategic Orientation." This integration prevents the
common failure where brilliant strategies falter due to organizational
misalignment.
●​ Secondly, the authors posit that the capability to repeat strategic change quickly is
"valuable, rare, and difficult to imitate." Possessing this capability constitutes a
sustainable competitive advantage, allowing firms to adapt faster than competitors
struggling with the "implementation gap." Examples (Practical Basis): By
integrating diverse stakeholders into the analysis and planning phases—unlike
traditional top-down mandates—ISC builds necessary "ownership" and "internal
commitment," drastically reducing the time from decision to action.

Body Paragraph 2: How is the ISC process structured to ensure success?

Topic Sentence: To realize this advantage, organizations must navigate a disciplined
process that aligns the current state with the desired future state. Arguments (Theoretical
Basis):

●​ Firstly, the process begins with Strategic Analysis, assessing readiness and
diagnosing the current strategic orientation (S1/O1).
●​ Secondly, leadership engages in Strategic Choice to define the desired future
strategy and organization design (S2/O2).
●​ Finally, the organization executes the Strategic Change Plan, mapping transition
steps from S1/O1 to S2/O2. This phase relies on OD principles to ensure
"hardware" (structure) and "software" (culture) change simultaneously. Examples
(Practical Basis): The model's effectiveness lies in rejecting the linear "plan then
do" approach. Instead, ISC treats planning and implementation as iterative,
ensuring management processes are redesigned in real-time to support the new
strategic direction.

III. Conclusion

Summary Findings: ISC creates advantage by unifying strategy and execution (Point 1)
through a rigorous methodology connecting S1/O1 to S2/O2 (Point 2).
Recommendations: Executives should abandon separated silos for strategy and OD. It is
recommended to form cross-functional teams that address strategic content and
organizational processes simultaneously to ensure agility.

9. Explain how managing the transition phase helps organizations achieve successful
change.

I. Introduction

Managing the transition is the discipline of organizing the turbulent journey from the
organization's "current state" to its "desired future state." This essay will critically analyze
this phase by firstly evaluating why a distinct management approach is required during
the transition, and secondly, examining the specific planning and structural mechanisms
that ensure success.

II. Body Paragraphs

Body Paragraph 1: Explain how managing the transition phase helps organizations
achieve successful change
Topic Sentence: Managing the transition helps achieve success by recognizing that the
"transition state" is qualitatively different from the present or future, requiring unique
governance to prevent chaos. Arguments (Theoretical Basis):

●​ Firstly, Beckhard and Harris argue that the existing organizational structure is
designed to maintain operational stability, not to disrupt it. Therefore, relying on
the normal hierarchy to manage change often leads to failure because it lacks the
capacity to handle the additional workload and ambiguity.
●​ Secondly, the transition phase helps by establishing "Change-Management
Structures" (such as steering committees or project managers) that operate
parallel to the daily operations. This separation ensures that the business continues
to function while the change is being implemented, preventing the
"implementation dip" from becoming a crisis. Examples (Practical Basis): A
salient example is the HP-Compaq acquisition (Application 8.4). To manage the
massive integration of 145,000 workers, HP did not rely on existing managers to
"make it happen" in their spare time. Instead, they appointed a dedicated transition
team led by Webb McKinney and Jeff Clarke. This distinct structure allowed the
company to untangle overlapping product lines without paralyzing daily sales and
operations.

Body Paragraph 2: What specific strategies constitute effective transition

management?

Topic Sentence: To navigate this period successfully, change agents must employ a
comprehensive set of planning strategies involving activities, commitment, structures, and
learning. Arguments (Theoretical Basis):

●​ Firstly, organizations must engage in Activity Planning. This involves creating a

"road map" with specific "midpoint goals"—interim benchmarks that provide
direction and security to members during the ambiguous transition period.
●​ Secondly, Commitment Planning is essential to identify key stakeholders and
strategize how to gain their support (e.g., moving a stakeholder from "let it
happen" to "make it happen").
●​ Thirdly, Change-Management Structures must be established. The text argues
that because transitions are ambiguous, special structures (like a project manager
or steering committee) with the power to mobilize resources are required to guide
the process.
●​ Finally, Learning Processes must be designed. This involves creating a "systems
view" to help members understand their role, developing "shared meaning"
through common language to reduce anxiety, and using "after-action reviews" to
learn from initial attempts.

III. Conclusion
Summary Findings: Managing the transition ensures success by creating a separate
governance structure to handle disruption (Point 1) and utilizing rigorous planning
strategies—from activity maps to learning processes—to guide the journey (Point 2).
Recommendations: Leaders should not assume the transition will manage itself. It is
recommended to appoint a dedicated transition manager with the power to mobilize
resources independent of the formal hierarchy.

10. Compare 3 models

CRITICAL THINKING ESSAY: COMPARISON OF LEWIN'S CHANGE

MODEL, ACTION RESEARCH MODEL, AND POSITIVE MODEL

I. Introduction

In the field of Organization Development (OD), theories of changing serve as a guide for
implementing transformational initiatives. The three most fundamental models widely
used are Kurt Lewin’s Three-Step Change Model, the Action Research Model, and
the Positive Model. This essay will compare these three models, firstly by evaluating
their structural similarities, and secondly by analyzing their core differences regarding
focus, participant involvement, and philosophical basis.

II. Body Paragraphs

Body Paragraph 1: Similarities in Phase Structure

Topic Sentence: All three models share a common phase structure, emphasizing that
change is a sequential process rather than a single event. Arguments (Theoretical
Basis):

●​ Firstly, Cummings and Worley point out that all three models begin with a
preliminary stage to prepare for change. for Lewin, it is "Unfreezing"; for Action
Research, it is "Diagnosis"; and for the Positive Model, it is "Initiate the Inquiry."
Theoretically, this stage aims to disrupt the current equilibrium to create readiness
for the new.
●​ Secondly, they all feature a central action or intervention phase ("Moving" in
Lewin, "Action" in Action Research, "Design/Deliver" in the Positive Model) to
execute the transformation.
●​ Finally, they all conclude with a reinforcement stage ("Refreezing", "Evaluation",
or sustaining the future) to ensure the change becomes part of the organizational
culture. Examples (Practical Basis): For instance, in any model, the application
of behavioral science knowledge is mandatory. Whether through reducing
restraining forces (Lewin), collecting diagnostic data (Action Research), or
 seeking "best practices" (Positive Model), the common goal is transferring
knowledge for more effective organizational operation.

Body Paragraph 2: Differences in Focus of Change

Topic Sentence: The first difference lies in the approach to the issue: the first two models
focus on deficits, while the third focuses on potential. Arguments (Theoretical Basis):

●​ Firstly, Lewin and Action Research are classified as "deficit-based" models.

They operate on the assumption that the organization has problems needing
"fixing" (e.g., low productivity, high conflict). The process begins by seeking the
root cause of deviation from the norm.
●​ Secondly, conversely, the Positive Model is a "strength-based" model. Based on
Appreciative Inquiry (AI) theory, it refuses to focus on "fixing wrongs." Instead,
it focuses on discovering "what the organization is doing right" (best practices)
and using those successes as a foundation to build the future. Examples (Practical
Basis): If a company experiences declining sales, Action Research would ask
"Why are we failing?", while the Positive Model would ask "When were we at our
best in sales, and how can we replicate that?".

Body Paragraph 3: Differences in Involvement

Topic Sentence: The second difference relates to the roles of the OD consultant and
organization members in the change process. Arguments (Theoretical Basis):

●​ Firstly, in traditional Lewin and Action Research models, the OD consultant's role
is often expert-driven. The consultant is primarily responsible for collecting,
analyzing data, and providing diagnosis, while employees are often passive
subjects providing information.
●​ Secondly, the Positive Model and modern variations of Action Research (like
Participatory Action Research) view consultants and members as "co-learners."
Examples (Practical Basis): The clearest evidence is in the Positive Model
process, where organization members themselves (not consultants) conduct
interviews with colleagues to collect success stories. This creates a higher level of
internal commitment from the start compared to expert-led models.

Body Paragraph 4: Differences in Philosophical Basis

Topic Sentence: The final difference lies in the underlying philosophy regarding the
nature of organizational reality. Arguments (Theoretical Basis):

●​ Firstly, Lewin and Action Research often rely on rational and positivist views,
treating problems as objective entities to be solved with data and linear logic
(Unfreeze -> Move -> Refreeze).
 ●​ Secondly, the Positive Model is based on "Social Constructionism." This theory
posits that organizational reality is not a fixed truth but is created through
conversations and shared meaning among members. Therefore, change is not
fixing a broken machine, but changing how people talk and think about the
organization to construct a new future.

III. Conclusion

Summary Findings: In conclusion, while all three models provide a structured roadmap
for change, they represent different worldviews: Lewin and Action Research are tools for
"fixing" problems based on expertise, while the Positive Model is a tool for
"constructing" the future based on strengths and social participation.
Recommendations/Implications: OD practitioners need flexibility: use Action Research
when facing specific technical problems requiring accurate diagnosis, but switch to the
Positive Model when needing to ignite culture, belief, and innovation energy across the
system.