Lecture3 planned change

Lecture3 planned change

• 1.
  Planned Change Chapter 2
• 2.
  Nature of PlannedChange • 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
• 3.
  Functions of PlannedChange • Solve organizational problems • Learning from experiences (benchmarking) • Reframe shared perceptions • Adapt to external environmental changes • Improve performance • Influence future changes
• 4.
  Theories of plannedchange • 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
• 5.
  Theories of Changing •Lewins’ Change Model • Action research Model • Positive Model
• 6.
  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 quo – Pushing for change
• 7.
  Cummings & Worley,8e (c)2005 Thomson/South- 2-7 Lewin’s Change Model Unfreezing Movement Refreezing
• 8.
  Lewin’s Change Model: Unfreezing •Creating a guiding coalition • Developing a vision and strategy • Communicating the change vision • Scouting • Entry • diagnosis Cummings & Worley, 8e (c)2005 Thomson/South- 2-8
• 9.
  Movement • Empowering broadbased action • Generating short term wins • Planning • actions Cummings & Worley, 8e (c)2005 Thomson/South- 2-9
• 10.
  Refreezing • Anchoring newapproaches in the culture • Stabilization • evaluation Cummings & Worley, 8e (c)2005 Thomson/South- 2-10
• 11.
  Action Research Model •Planned changed as a cyclical process. • Research will provide information to guide subsequent actions
• 12.
  Action Research Model •It is aimed at: –Helping specific organizations implement planned change –Developing general knowledge that can be applied to other settings.
• 13.
  Cummings & Worley,8e (c)2005 Thomson/South- 2-13 Action Research Model Feedback to Client Data gathering after action Problem Identification Joint action planning Consultation with a behavioral scientist Data gathering & preliminary diagnosis Joint diagnosis Action
• 14.
  The Positive Model •Different from other models that are deficit based • 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
• 15.
  The Positive Model •AI- appreciative inquiry- reformist and rebellious form of social constructionism • AI infuses a positive value orientation into analyzing and changing organizations
• 16.
  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 potential
• 17.
  Cummings & Worley,8e (c)2005 Thomson/South- 2-17 Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Positive Model