The Nature of Planned Change

The Nature of Planned Change
Chapter Format
 Three models/theories of planned change

and Frame works
 Process of planned change and challenges
 Corporate application
Global , economic and technological
development and Planned change
 The pace of global, economic, and
technological development makes change an
inevitable feature of organizational life.
 Organizations can use planned change to
solve problems, to learn from experience,
to reframe shared perceptions, to adapt
to external environmental changes, to
improve performance, and to influence
future changes.
Planned change
 Conceptions of planned change have tended

to focus on how change can be implemented
in organizations. Called “theories of
changing,” these frameworks describe the
“activities” that must take place to initiate
and carry out successful organizational
change.
Kurt Lewin Model
 He conceived of “change as modification “of those forces

keeping a system’s behavior stable.
 Two group, one appreciate change another resist change
 A particular set of behaviors at any moment in time is the
result of two groups of forces:
“those striving to maintain the status quo and those
pushing for change –How to manage them.”
 The level of performance of a work group might be
“stable” because “group norms maintaining that level are
equivalent to the supervisor’s pressures for change to
higher levels. “
 WHAT TO DO? Corporate Application
Unfreezing.
 Unfreezing. This step usually involves reducing those
forces maintaining the organization’s behavior at its
present level.
 Unfreezing is sometimes accomplished

through a process of “psychological disconfirmation.”
By introducing information that shows “discrepancies
between behaviors” currently exhibited, members
can be motivated to engage in change activities to
reduce the gap in human behaviors as these are the
indicators of human performance
Moving
 Moving. This step shifts the behavior of the

organization, department, or individual
to a new level.
It involves “intervening in the system to
develop new behaviors, values, and attitudes
through changes in organizational structures
and processes.
Refreezing.
 Refreezing. Institutionalizing the change ,

make changes in every thing , prepare policy ,
re-write JDs .
 This step stabilizes the organization at a new
state of equilibrium.
 It is frequently accomplished through the use of
“supporting mechanisms that reinforce the new
organizational state, such as organizational
culture, rewards, and structures.
Adaptation in Lewin’s model
 The planning model developed by Lippitt, Watson, and
Westley arranges Lewin’s model into seven steps:
scouting, entry, diagnosis (unfreezing), planning,
action (moving), stabilization and evaluation, and
termination (refreezing).
 Similarly, Kotter’s eight stage process can be mapped
onto Lewin’s phases: establishing a sense of urgency,
creating the guiding coalition, developing a vision and
strategy, and communicating the change vision
(unfreezing); empowering broad-based action,
generating short-term wins (moving); and
consolidating gains and producing more change, and
anchoring new approaches in the culture (refreezing)
Positive Change Model
 The positive model focuses on what the
“organization is doing right”. It helps members
understand their organization when it is working
at its best and builds off those capabilities to
achieve even better results.
 This positive approach to change is consistent
with a growing movement in the social sciences
called “positive organizational scholarship,”
which focuses on positive dynamics in
organizations that give rise to extraordinary
outcomes.
Positive Change Model (2)
 Research on expectation effects supports this
model of planned ; the research shows that
people tend to act in ways that make their
expectations occur.
 Thus, positive expectations about the
organization can create an “anticipation ( How
they perceive change and what are their views to
resolve the issue) that energizes and directs
behavior toward making those beliefs happen.
(OD consultant and internal change team works
to start discussion with them)
Positive Change Model (3)
 The positive model has been applied to

planned change primarily through a process
called appreciative inquiry (AI).24 As a
“reformist and rebellious” form of social
constructionism, AI explicitly infuses a
positive value orientation into analyzing and
changing organizations.
Comparative analysis of change and
OD models
 All three approaches emphasize the application of
“behavioral science knowledge”, involve
organization members in the change process to
varying degrees, and recognize that any interaction
between a consultant and an organization
constitutes an intervention that may affect the
organization.
 However, Lewin’s change model differs from the

other two in that it focuses on the general process
of planned change, rather than on specific OD
activities.
Entering and collecting
 Entering an organization involves gathering

initial data to understand the problems facing
the organization or to determine the positive
areas for inquiry.
General model of planned Change(1)
 Diagnosis:
 In this stage of planned change, the client system is
carefully studied. Diagnosis can focus on
understanding organizational problems, including
their causes and consequences, or on collecting
stories about the organization’s positive attributes.
 It includes choosing an appropriate model for
understanding the organization and gathering,
analyzing, and feeding back information to
managers and organization members about the
problems or opportunities that exist.
 Planning and Implementing Change
 Organization members and practitioners jointly plan and
implement OD interventions. They design interventions to
achieve the organization’s vision or goals and make action
plans to implement them.
 There are several criteria for designing interventions,
including the organization’s readiness for change, its
current change capability, its culture and power
distributions, and the change agent’s skills and abilities
 In many cases, organizations do not get beyond this early
stage of planned change because one or more situations
arise: Disagreements about the need for change surface,
resource constraints are encountered, or other methods fo
change appear more feasible.
 Evaluating and Institutionalizing Change

 The final stage in planned change involves
evaluating the effects of the intervention and
managing the institutionalization of successful
change programs so they persist.
 Feedback to organization members about the
intervention’s results provides information about
whether the changes should be continued,
modified, or suspended. Institutionalizing
successful changes involves reinforcing them
through feedback, rewards, and training.

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The Nature of Planned Change

 Three models/theories of planned change

 Conceptions of planned change have tended

 He conceived of “change as modification “of those forces

 Unfreezing is sometimes accomplished

 Moving. This step shifts the behavior of the

 Refreezing. Institutionalizing the change ,

 The positive model has been applied to

 However, Lewin’s change model differs from the

 Entering an organization involves gathering

 Evaluating and Institutionalizing Change

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