APPROACHES TO PLANNED

CHANGE
BY: ERICA L. CERVANTES
 KURT LEWIN’S CLASSICAL MODEL

• THERE ARE BASICALLY THREE STEPS IN THIS PROCESS: UNFREEZING, MOVING AND REFREEZING.
UNFREEZING INVOLVES DETACHING BY COMMUNICATION EXISTING PROBLEMS. MOVING
REFERS TO THE RECOGNITION OF A NEED TO CHANGE, SPECIFICALLY, CULTURAL CHANGE AND
STRUCTURAL CHANGE TO ESTABLISH NEW VALUES AND PROCESSES. REFREEZING REFERS TO
THE REINFORCEMENT OF CHANGES IN ORDER TO ACHIEVE RENEWED EQUILIBRIUM
 SOCIO-TECHNICAL APPROACH

• IT WAS SUITED TO THE DEMANDS OF THE ORGANIZATION BUT IT

WAS LESS CONSIDERATE TO THE BASIC NEEDS OF EMPLOYEES.
 ORGANIZATIONAL DEVELOPMENT APPROACH

• ITS MAIN EMPHASIS IS ON TEAM BUILDING, PERSONAL

DEVELOPMENT AND PARTICIPATION.
 LEARNING ORGANIZATION APPROACH

• IT REFERS TO PARTICIPATIVE MANAGEMENT AND THE

INTERCONNECTEDNESS OF ORGANIZATIONS.
 LEAN PRODUCTION

• ZERO DEFECTS, ZERO INVENTORIES AND ZERO WASTE

THROUGH THE TOTAL INTEGRATION OF ALL SYSTEM
 TOTAL QUALITY MANAGEMENT

• LIKE LEAN PRODUCTION, TQM APPLIES TO THE WHOLE

OPERATIONAL SYSTEM THROUGH FULLY INTEGRATED WORK TEAMS
AND FOCUSES ON QUALITY AND CUSTOMER REQUIREMENTS
 ORGANIZATIONAL DEVELOPMENT APPROACH

• IMPROVING PERFORMANCE OF THE INDIVIDUAL, GROUP AND

ORGANIZATION
• ABILITY TO RESPOND EFFECTIVELY
• INCREASING INTERNAL CAPABILITIES
• SURVEY FEEDBACK - WHAT IS HAPPENING WITHIN THE ORGANIZATION?

• TEST-ACTION-RE-TEST APPROACH- MEASURE, DEVELOP AND IMPLEMENT AND

EVALUATE

• AWARENESS-ACCEPTANCE-ACTION APPROACH - ACTION, BASED ON

FEEDBACK, CANNOT BE EFFECTIVE UNLESS AWARENESS AND ACCEPTANCE ARE
FIRST ACHIEVED. ACCEPTANCE CANNOT OCCUR UNTIL AWARENESS IS
ACHIEVED, SO IT IS ESSENTIAL THAT THE FEEDBACK PROCESS FOLLOWS THESE
STEPS IN A FACILITATIVE, DISCIPLINED MANNER.