Organization Development and Change

Chapter Two:
The Nature of Planned Change

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Two
• To describe and compare three major
perspectives on changing organizations.
• To introduce a General Model of Planned
Change that will be used to organize the
material presented in the book.
• To describe how planned change can be
adopted to fit different kinds of conditions.
Cummings & Worley, 8e 2-2
(c)2005 Thomson/South-Western
 Lewin’s Change Model

Unfreezing

Movement

Refreezing

Cummings & Worley, 8e 2-3

(c)2005 Thomson/South-Western
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action

Cummings & Worley, 8e 2-4

(c)2005 Thomson/South-Western
 Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to

Create the Future
Cummings & Worley, 8e 2-5
(c)2005 Thomson/South-Western
Cummings & Worley, 8e 2-6
(c)2005 Thomson/South-Western
 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
Cummings & Worley, 8e 2-7
(c)2005 Thomson/South-Western
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

Cummings & Worley, 8e 2-8

(c)2005 Thomson/South-Western
 Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
Cummings & Worley, 8e 2-9
(c)2005 Thomson/South-Western
 Critique of Planned Change
• Conceptualization of Planned Change
– Change in not linear
– Change is not rational
– The relationship between change and
performance is unclear
• Practice of Planned Change
– Limited consulting skills and focus
– Quick fixes vs. development approaches
Cummings & Worley, 8e 2-10
(c)2005 Thomson/South-Western