MODELS

Introduction Our understanding of organization change

has evolved since the 1940’s when the initialmodel was developed. The models arepresented in chronological order.

Lewin [1951]

Basic Assumptions 1. Focused on individuals2. What is occurring at any stage is a result of

opposing forces. The status quo - what ishappening right now - is the result of forcespushing in opposite directions.

3. Change is a process which entails moving from one equilibrium point to another

Stage 1: Unfreezing

Unfreezing: Creating motivation and readiness to change through:

Stage 1: Unfreezing

*Disconfirmation (creates pain or discomfort)

*Creation of guilt or anxiety

*Provision of psychological safety

Stage 2: Moving

Changing through cognitive restructuring:

Helping the client to see things, judge things,feel things, and react to things, differentlybased on a new point of view obtainedthrough:Stage 2: Moving

*Identifying with a new role model, mentor,etc.

*Scanning the environment for new info.

Stage 3: Refreezing

Refreezing: Helping the client to integrate

the new point of view into:

Stage 3: Refreezing

*The total personality and self-concept

*Significant relationships

Lippitt, Watson, andWestly [1958]

Basic Assumptions

1. Focused on change process

2. Expanded Lewin’s 1951 model into seven stages

3. Road map for consulting relationship

Seven stages 1. Developing need for change [unfreezing]

2. Establishing a change relationship

3. Clarifying or diagnosing the clients system’s problems

4. Examining alternative routes and goals; establishing goals and intentions of actions.

5. Transforming intentions into actual change efforts.

[stages 3, 4, 5, correspond to Lewin’s moving phase]

6. Generalizing and stabilizing change.

[Corresponds to Lewin’s refreezing phase.]

7. Achieving a terminal relationship, that is,

ending the client-consultant relationship

Kilmann’s Beyond theQuick Fix [1989]

Basic Assumptions

1. Focused on change process and critical leverage points2. An attempt at total system change3.That change will take 1 to 5 years

The process has five sequential stages:1. Initiating the program2. Diagnosing the problems3. Scheduling the “tracks”4. Implementing the “tracks”5. Evaluating the results

Tracks are five critical leverage points, that,when functioning properly, cause anorganization to be successful. They include:

1. Culture 2. Management skills 3. Team-building 4. Strategy and structure 5. Rewards

Burke-Litwin Model ofOrganizational Change

[2002] Basic Assumptions

1. Demonstrates how to create first-order and

second order change.

2. Differentiates between organizational climate and organizational culture

Organizational climate is defined as people’s

perception and attitudes about the organization-- whether it is a good or bad place to work,friendly or unfriendly, hard working or easy-going and so forth. These perceptions are easyto change because they are reactions to thecurrent managerial and organizational practices.

Organizational culture is defined deep-seated

assumptions, values, and beliefs that areenduring, often unconscious, and difficult tochange. Changing culture is much more difficultthan changing climate.

First-order change goes by many differentlabels, including: transactional, evolutionary,adaptive, incremental, or continuous change. In first-order change some of the feature of the

organization change, but the fundamentalnature of the organization remains the same.

Second-order change is also known as,including: transformational, revolutionary,radical, incremental, or discontinuous change. In second-order change the nature of the

organization is fundamentally and substantiallyaltered--the organization is transformed.

Porras-RobertsonModel of Organizational

Change (1992)

M