chapter two: the nature of planned change · 2017-08-06 · cummings & worley, 8e (c)2005...
TRANSCRIPT
![Page 1: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/1.jpg)
Organization Development and Change
Thomas G. Cummings Christopher G. Worley
Chapter Two: The Nature of Planned Change
![Page 2: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/2.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-2
Learning Objectives for Chapter Two
• To compare the different Planned Change Models
• To introduce a General Model of Planned Change
• To discuss the different types of Planned Change
• To discuss several problems with Planned Change
![Page 3: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/3.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-3
Lewin’s Change Model
Unfreezing
Movement
Refreezing
![Page 4: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/4.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-4
Lewin’s Change Model
Unfreezing • This step involves reducing those forces maintaining the
organisation’s behaviour at its present level. Movement • This step shifts the behaviour of the organisation to a new
level. Refreezing • This step stabilizes the organisation at a new state of
equilibrium.
![Page 5: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/5.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-5
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
![Page 6: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/6.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-6
Action Research Model
1) Problem Identification: • Key executive senses that the organisation has one or more
problems
2) Consultation with a behavioural science expert: • The OD practitioner and client carefully assess each other
3) Data gathering and preliminary diagnosis: • Gather and analyse information to determine the underlying
problems. • Methods of gathering data include interviews, observations,
questionnaires and organisational performance data
![Page 7: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/7.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-7
Action Research Model
4) Feedback to a client or group: • The consultant provides the client with all relevant data. This
will help determine the strengths and weaknesses of the organisation.
5) Joint diagnosis of the problem: • Members discuss the feedback & explore whether they want
to work on identified problems.
6) Joint action planning: • Here the OD practitioner and client jointly agree on further
actions to be taken.
![Page 8: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/8.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-8
7) Action: • This stage involves the actual change from one organisational
state to another. • It may include installing new methods/procedures, re-
organising structures and work design and reinforcing new behaviours.
8) Data gathering after action: • Gather data after the action to measure and determine the
effects of the action • Feed results back to the organisation
Action Research Model
![Page 9: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/9.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-9
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create the Future
Positive Model
![Page 10: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/10.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-10
Positive Model 1) Initiate the Inquiry: • The first phase determines the subject of change • It emphasises member involvement to identify the
organisational issue they have the most energy to address
2) Inquire into Best Practices: • This phase involves gathering information about the “best of
what is” in the organisation. • Organisation members conduct interviews and tell stories
regarding a certain topic. • These stories are pulled together to create a pool of information
describing the organisation
![Page 11: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/11.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-11
Positive Model 3) Discover the Themes: • In this phase, members examine the stories to identify a set of
themes representing the common dimensions of people’s experiences
• The themes represent the basis for moving from “what is” to “what could be”
4) Envision a Preferred Future: • Here members examine the identified themes, challenge the
status quo and describe a compelling future. • Members collectively visualise the organisation’s future and
develop “possibility propositions”
![Page 12: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/12.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-12
Positive Model
5) Design and Deliver: • The final phase involves the design and delivery of ways to
create the future • It describes the activities and creates the plans necessary to
bring about the vision. • Members make changes, assess the results and make necessary
adjustments as they move the organisation toward the vision and sustain “what will be”
![Page 13: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/13.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-13
Comparison of Planned Change Models
• Similarities – Change preceded by diagnosis or preparation – Apply behavioral science knowledge – Stress involvement of organization members – Recognize the role of a consultant
• Differences – General vs. specific activities – Centrality of consultant role – Problem-solving vs. social constructionism
![Page 14: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/14.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-14
General Model of Planned Change
Evaluating and
Institutionalizing Change
Planning and
Implementing Change
Diagnosing Entering
and Contracting
![Page 15: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/15.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-15
1) Entering & Contracting: • These events help managers decide whether they want to
engage further in a planned change programme and commit resources to the process
• Entering involves gathering initial data to understand the problems facing the organisation
• Problems or opportunities are discussed to develop a contract to engage in planned change
• The contract spells out future change activities, the resources and how members will be involved
General Model of Planned Change
![Page 16: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/16.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-16
General Model of Planned Change
2) Diagnosing: • Here the client system is carefully studied • Diagnosis can focus on understanding organisational problems
or on stories about the organisations’ positive attributes • The process includes choosing an appropriate model for
gathering, analysing and feeding back information to managers about the problems/opportunities that exist
• Diagnostic models can be used to explore organisation issues; group-level issues and individual- level issues.
![Page 17: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/17.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-17
General Model of Planned Change
3) Planning & Implementing Change • Organisation members and practitioners jointly plan and
implement OD interventions.
There are 4 major types of OD Interventions: • Human process interventions at the individual, group and
organisational level • Techno-structural interventions that modify an organisation's
structure and technology • Human resource management interventions that seek to improve
member performance and wellness • Strategic change interventions that involve managing the
organisation’s relationship to its external environment
![Page 18: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/18.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-18
General Model of Planned Change
4) Evaluating and Institutionalizing Change • This stage involves evaluating the effects of the intervention and • Managing the institutionalization of successful change programs
so they persist • Feedback to members provides information about whether the
changes should be continued, modified or suspended. • Institutionalizing successful changes involves reinforcing them
through feedback, rewards and training.
![Page 19: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/19.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-19
Different Types of Planned Change
• Magnitude of Change – Incremental – Quantum
• Degree of Organization – Overorganized – Underorganized
• Domestic vs. International Settings
![Page 20: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/20.jpg)
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-20
Critique of Planned Change
Conceptualization of Planned Change • Information about the causal mechanisms that produce
individual change is lacking • Knowledge about how the stages of planned change differ
across situations is deficient • Planned change has a more chaotic quality, often involving
shifting goals, discontinuous activities, surprising events and unexpected combinations of changes
• The relationship between planned change and organisational performance and effectiveness is not well understood.
![Page 21: Chapter Two: The Nature of Planned Change · 2017-08-06 · Cummings & Worley, 8e (c)2005 Thomson/South -Western 2-7 Action Research Model 4) Feedback to a client or group: • The](https://reader031.vdocuments.us/reader031/viewer/2022020215/5b80946b7f8b9af0088db66f/html5/thumbnails/21.jpg)
Practice of Planned Change • There is great concern about the qualifications and activities of
OD practitioners • Planned change is a long-term process involving considerable
innovation and learning on-site • Quick fixes from experts have trouble gaining organisational
support and commitment and seldom produce positive results • Organisations have not recognised the systemic nature of change
Cummings & Worley, 8e (c)2005 Thomson/South-Western
2-21
Critique of Planned Change