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.