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    Action Research Model & Kurt Lewin Change Model

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    Jyoti Dave
    The document describes Kurt Lewin's change model of unfreezing, changing/moving, and refreezing as well as the action research model for organizational development. The change model involves first unfreezing old behaviors and attitudes by reducing barriers and introducing discrepancies. This is followed by changing through providing new information and models to help employees learn and integrate new behaviors. Finally, refreezing reinforces the desired changes through positive reinforcement and coaching to help stabilize the changes. The action research model is cyclical and involves diagnosis of problems, action planning in consultation with experts, implementation of actions, and process maintenance to monitor effectiveness and ensure client sustainability without consultant support.

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    Action Research Model & Kurt Lewin Change Model

    Uploaded by

    Jyoti Dave
    872 views16 pages
    The document describes Kurt Lewin's change model of unfreezing, changing/moving, and refreezing as well as the action research model for organizational development. The change model involves first unfreezing old behaviors and attitudes by reducing barriers and introducing discrepancies. This is followed by changing through providing new information and models to help employees learn and integrate new behaviors. Finally, refreezing reinforces the desired changes through positive reinforcement and coaching to help stabilize the changes. The action research model is cyclical and involves diagnosis of problems, action planning in consultation with experts, implementation of actions, and process maintenance to monitor effectiveness and ensure client sustainability without consultant support.

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    The document describes Kurt Lewin's change model of unfreezing, changing/moving, and refreezing as well as the action research model for organizational development. The change model involves first unfreezing old behaviors and attitudes by reducing barriers and introducing discrepancies. This is followed by changing through providing new information and models to help employees learn and integrate new behaviors. Finally, refreezing reinforces the desired changes through positive reinforcement and coaching to help stabilize the changes. The action research model is cyclical and involves diagnosis of problems, action planning in consultation with experts, implementation of actions, and process maintenance to monitor effectiveness and ensure client sustainability without consultant support.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    872 views16 pages

    Action Research Model & Kurt Lewin Change Model

    Uploaded by

    Jyoti Dave
    The document describes Kurt Lewin's change model of unfreezing, changing/moving, and refreezing as well as the action research model for organizational development. The change model involves first unfreezing old behaviors and attitudes by reducing barriers and introducing discrepancies. This is followed by changing through providing new information and models to help employees learn and integrate new behaviors. Finally, refreezing reinforces the desired changes through positive reinforcement and coaching to help stabilize the changes. The action research model is cyclical and involves diagnosis of problems, action planning in consultation with experts, implementation of actions, and process maintenance to monitor effectiveness and ensure client sustainability without consultant support.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 16
    At a glance
    Powered by AI
    The key takeaways are about the action research model and Kurt Lewin change model for organizational development and change management.

    The three steps of the action research model are diagnosis, action, and process maintenance.

    Some examples of types of interventions mentioned are training, team building, MBO, coaching, process consultation, survey feedback, mentoring, quality circles, and changing organizational culture.

    ACTION RESEARCH MODEL

    & KURT LEWIN CHANGE


    MODEL

    UNFREEZING

    Creates the motivation to change

    Encourages the replacement of old behaviors and attitudes with those


    desired by management
    Entails devising ways to reduce barriers to change
    Introducing the information that shows discrepancies
    in behaviors expected and exhibited
    It is done through a process of psychological
    disconfirmation

    CHANGING/MOVING
    Provides new information, new behavioral
    models, or new ways of looking at things
    Helps employees learn new concepts or points
    of view
    Role models, mentors, experts, benchmarking
    results, and training are useful mechanisms to
    facilitate change
    Intervening in the system through changes in
    organizational structures and processes.

    REFREEZING
    Helps employees integrate the changed behavior
    or attitude into their normal way of doing things
    Positive reinforcement is used to reinforce the
    desired change
    Coaching and modeling help reinforce the stability
    of change
    Having proper reward system can help and making
    the culture more adaptive in nature

    THE ACTION RESEARCH MODEL


    THE BASIC INTERVENTION MODEL THAT RUNS THROUGH
    OD IS THE ACTION RESEARCH MODEL.
    IT IS CYCLICAL IN NATURE.
    THIS MODEL CONSISTS OF 3 STEPS NAMELY:
    # DIAGNOSIS
    # ACTION
    # PROCESS MAINTENANCE

    PROBLEM
    IDENTIFICATIO
    N

    CONSULTATIO
    N WITH
    BEHAVIORAL
    SCIENCE
    EXPERT

    DATA
    GATHERING &
    PRIMARY
    DIAGNOSIS

    JOINT ACTION
    PLANNING

    JOINT
    DIAGNOSIS

    FEEDBACK TO
    CLIENT
    GROUP

    ACTION

    DATA
    GATHERING
    AFTER ACTION

    1. DIAGNOSIS
    IT IS BASED ON VALID INFORMATION ABOUT THE STATUS ,
    CURRENT PROBLEMS, OPPORTUNITIES AND EFFECTS OF
    ACTIONS AS THEY RELATE TO GOAL ACHIEVEMENT.
    DIAGNOSIS EMPLOYS DATA COLLECTION AND DATA
    ANALYSIS.
    THE ACTIVITY OF DIAGNOSIS IS DESIGNED FOR TWO
    PROPOSES:
    KNOW THE STATE OF THINGS.
    EFFECTIVENESS OF ACTIONS.

    DIAGNOSIS
    STATE OF THINGS INCLUDE:
    VARIOUS SUBSYSTEMS IN THE FORM OF TEAMS OR
    ORGANIZATIONAL STRUCTURE THAT MAKE UP THE
    ORGANIZATION.
    ORGANIZATIONAL PROCESS INCLUDES DECISION
    MAKING, COMMUNICATION PATTERNS AND
    INTERPERSONAL RELATIONSHIPS, MANAGEMENT OF
    CONFLICT, SETTING OF GOALS AND PLANNING
    METHODOLOGY.

    2. ACTION
    AFTER THE DATA COLLECTION AND DIAGNOSIS BY THE OD
    PRACTITIONER , A FEEDBACK IS GIVEN TO THE CLIENT
    GROUP WITH THE ACTION PLAN. THE PRACTITIONER
    DISCUSSES THE FINDINGS , PLANNING COLLABORATIVE
    ACTIONS AND IMPLEMENTING PROPOSED SOLUTIONS.
    ACTION TAKES PLACE THROUGH INTERVENTIONS- SETS OF
    STRUCTURED PATTERNS OF ACTIVITIES IN WHICH THE
    TARGET UNIT OR GROUP ENGAGES INTO ACTIVITIES
    RELATED TO ORGANIZATIONAL IMPROVEMENT.

    ACTION
    THE ACTION PLAN CAN BE IMPLEMENTED IN TWO
    WAYS:
    IT CAN START FROM ONE SUBSYSTEM AND THEN
    SPREAD TO THE WHOLE ORGANIZATION.
    IT CAN START FOR THE WHOLE ORGANIZATION
    AND THEN CONCENTRATES TO INDIVIDUAL
    SUBSYSTEMS.

    TYPES OF INTERVENTIONS
    Individual
    Intervention

    Team

    Intergroup

    Organization

    Training

    Team building

    Third Party
    Intervention

    MBO

    Coaching

    Process
    Consultation

    Organization
    Mirror

    Survey
    Feedback

    Mentoring

    Quality circles

    Process
    Consultation

    Quality of Work
    Life

    Self study

    Role negotiation

    Goal Setting

    Managerial grid

    Role analysis

    Changing
    Organizational
    Culture

    3. PROCESS MAINTENANCE
    EFFECTIVENESS OF THE ACTION PLAN AND PERIODICAL
    RENEWAL OF THE PROCESS.
    THIS PHASE CONSISTS OF ACTIVITIES TO MONITOR
    EFFECTIVENESS OF THE INTERVENTIONS BY RECEIVING
    FEEDBACK ABOUT THE CHANGES INTRODUCED, MAKING
    MODIFICATIONS.
    IT IS ALSO CONCERNED WITH ENSURING THAT THE CLIENT
    SYSTEM IS ENABLED TO MAINTAIN THE CHANGED SYSTEM
    WITHOUT THE SUPPORT OF THE CONSULTANT.

    SUCCESSFUL CHANGE:

    THANK YOU!!!!
    QUESTIONS????

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