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MG 312 Zoom Tutorial 2

The document discusses theories of planned organizational change including Lewin's change model, the action research model, and the positive model. It also examines the general model of planned change and different types of planned change approaches.

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16 views19 pages

MG 312 Zoom Tutorial 2

The document discusses theories of planned organizational change including Lewin's change model, the action research model, and the positive model. It also examines the general model of planned change and different types of planned change approaches.

Uploaded by

s11187304
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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CHAPTER 2

Understanding change
LEARNING OUTCOMES
• After studying this chapter, you should be able to:
– Understand and evaluate the theories of planned
change.
– Apply the general model of planned change to current
situations.
– Summarise and assess the relevance of the different
types of planned change.
– Critically analyse planned change and construct a
contemporary definition of planned change.
THEORIES OF PLANNED CHANGE
 Lewin’s Change Model
 Action Research Model
– The action research cycle
– Contemporary adaptations to action research
 The Positive Model.
LEWIN’S CHANGE MODEL
• Change, for Lewin, is the result of forces that strive
to maintain the status quo and forces that push for
change
• An early model of change developed by Lewin
described change as a three-stage process:
– The first stage he called ‘unfreezing’. It involved
overcoming inertia and dismantling the existing ‘mind set’.
– In the second stage the change occurs. This is typically a
period of confusion and transition.
– The third and final stage he called ‘freezing’. This is often
now called ‘refreezing’ (see p. 36 text)
LEWIN’S CHANGE
MODEL Refreezing

(CONT.)

Movement

Unfreezing
Critical Questions: What is ‘wrong’ with this diagram?
Can you ‘improve’ it?
ACTION RESEARCH MODEL
• This model is very popular in OD as a way of
planning and implementing a change
• In this model, the planned change is seen as a
cyclical process where action is guided by
preliminary research about the development
needs of the organisation
• Feedback loops allow it to be an iterative process
between gathering information, making changes
and then gathering more information
ACTION RESEARCH CYCLE
CONTEMPORARY ADAPTATIONS TO
ACTION RESEARCH
• Moving from smaller subunits to total systems and
communities: more complex and multiple
stakeholders
• Being applied internationally: needing to find its
‘cultural ‘fit’
• Being applied to achieve positive social change:
community development and global social change
movements
THE POSITIVE MODEL
• Fundamentally different to Lewin’s theory of change
and the action research model
• Rather than focus on what is NOT working, it
focuses on what IS working
• Uses an approach known as Appreciative Inquiry
(AI)
• Everyone is involved in creating the ‘positive vision’
and so is more motivated to be committed to
making the change happen
COMPARISONS OF CHANGE
MODELS
• Similarities
– Change is preceded by diagnosis or preparation
– All involve organisation members in the change process
– All have an evaluation at the end of each process
• Differences
– The role of the OD specialist
– Fixing problems versus building on strengths
approaches
GENERAL MODEL OF PLANNED
CHANGE
GENERAL MODEL OF PLANNED
CHANGE (CONT.)
• Entering and contracting
• Diagnosing
• Planning and implementing
• Evaluating and institutionalising
TYPICAL SEQUENCE OF PLANNED
CHANGE
• Entering, contracting and diagnosing:
– The problem, issue or strength is identified
– Organisation makes commitment of time and resources
– Role of OD practitioner is clarified
– Data is gathered
• Planning and implementing:
– Agreeing on an approach to the agreed change
– Planning the process
– Motivating and sustaining the process to achieve the change
• Evaluating and institutionalising:
– Determining success and limitations of the change
– Embedding change through feedback, training, and rewards
DIFFERENT TYPES OF PLANNED
CHANGE
• Magnitude of change
– Incremental
– Quantum
• Degree of organisation
– Overorganised
– Underorganised
• Domestic versus international settings
CRITIQUE OF PLANNED CHANGE
• In conceptualisation
– Limits to our knowledge about how to change behaviour
– Context is an important variable and current models are
limited in adapting to context
– Change is not linear or rational – emergent conditions
make planned change chaotic
– Evaluation methods are imprecise
• In practice
– Limitations in OD practitioner skill
– Failure in diagnosis
– Unrealistic expectations within the organisation
THE CONTINGENCY APPROACH TO
CHANGE MANAGEMENT
• Dunphy and Stace criticise planned change models
that try to determine the outcome through a fixed
process
• The theory is situational because the changes are
contingent on how ‘. . . to achieve optimum fit with the
changing environment’ (Dunphy & Stace, 1990, p. 54)
• They identify two aspects of change that will assist in
deciding what type of change needs to be made:
scale of change; and management style needed to
achieve a change
TWO ASPECTS: SCALE OF CHANGE
AND STYLE OF MANAGEMENT
THE PROCESS STRATEGY MODEL
OF CHANGE
FOUR TYPES OF PROCESS CHANGE
STRATEGY
• Depending on the mix of the scale of change and
the style of management needed, Dunphy and
Stace identify the following:
– Participative evolution
– Charismatic transformation
– Forced evolution
– Dictatorial transformation

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