OD and CH 2the Nature of Planned Change

1 Nature of Planned Change
CHAPTER TWO
planned change by Abdurezak M.(PhD.)

2 planned change by Abdurezak M.(PhD.)
Learning objectives
3
 Describe and compare three major theories of

planned change.
 Introduce a general model of planned change that
will be used to organize our discussion presented
in the course.
 Explain how planned change can be adopted to fit
different contexts.
 Critique the practice of planned change.

Introduction
4
 Change is inevitable in the life of an individual or organization. In today’s
business world, most of the organizations are facing a dynamic and changing
business environment.
 They should either change or die, there is no third alternative. Organizations that
learn and cope with change will thrive and flourish and others who fail to do so
will be wiped out.
 The major forces which make the changes not only desirable but inevitable are
technological, economic, political, social, legal, international and labor market
environments.
 Recent surveys of some major organizations around the world have shown that all
successful organizations are continuously interacting with the environment and
making changes in their structural design or philosophy or policies or strategies
as the need be.
 In a dynamic society surrounding today’s organizations, the question whether
change will occur is no longer relevant. Instead, the issue is how managers cope
with the inevitable barrage of changes that confront them daily in attempting to
keep their organizations viable and current. Otherwise the organizations will find it
difficult or impossible to survive.
5
Murphy
(1999)
suggests that
“change is
inevitable,
but growth is
optional.”
What is Change ?
 Unlike other concepts in organizational behavior, not many

definitions are available to define the term “change”. In very
simple words we can say that change means the alternation of
status quo or making things different.
“The term change refers to any alternation which occurs in
the overall work environment of an organization.”
 change is coping process of moving from unsatisfactory
present state to a desired state.
 Change is the law of nature. It is necessary way of most
organizations for their survival and growth.

Meaning of Change…
7
 To quote another definition “when an organizational system is disturbed by some
internal or external force, change occurs frequently. Change, as a process, is
simply modification of the structure or process of a system. It may be good or bad,
the concept is descriptive only.”
 From the above definitions we can conclude that change has the following
characteristics:
 Change results from the pressure of both internal and external forces in
the organization. It disturbs the existing equilibrium or status quo in the
organization.
 The change in any part of the organization affects the whole of the
organization.
 Change will affect the various parts of the organization in varying rates of
speed and degrees of significance. Changes may affect people, structure,
technology and other elements of the organization.
 Change may be reactive or proactive. When change is brought about due
to the pressure of external forces, it is called reactive change. Proactive
change is initiatedplanned
by thechange
management
by Abdurezakon its own to increase
M.(PhD.)
organizational effectiveness.
Meaning and Importance of change
8
 Any alteration or modification of status quo, which occurs in the overall work environment
of an organization, is change.
 Change is making things different. Organization change refers to alterations in structural
relationships and role of the people in it.
 Some views about change are:
 “Only certainty in the world is that there will be change.”
 “Change is the law of life.”
 “The old order changeth yielding place to new” and “Obsolete to modernity” .
 “The only thing constant and consistent is a change.”
 “Individuals and organisations have to adapt to environment and must
change.” –Darwin
 Change is not new. What new is the degree of change.
 Change is changing. Change is continuous process.
 Everywhere there are signs of change-too much change in some cases.
Information revolution has accelerated the pace of change

Reasons for change
9
 Change in organizations is a must whether brought

deliberately or unwillingly.
 There are a number of factors both internal and external
which affect organizational functioning. Any change in these
factors necessitates changes in an organization.
 The reasons for change includes: change in business
conditions, change in management/leadership
personnel, deficiency existing in organizational
patterns, technology and psychological reasons,
political/government policies and size of the
organization.
Gardner (1990) states:
10
The only way

to conserve an
organization is
to keep it
changing.

Organizational Changes
11
Planned Random or haphazard

change( Unplanned
Change – Change )–
change resulting  change that is imposed
from a deliberate on the organization
decision to alter and is often
the organization unforeseen
 Forced on
Deliberate
organization by
attempts to external environment.
modify  Not prepared for.
organization
OD: the planned change process
12
 It is a deliberate attempt to improve the

functioning of organization to bring improved
effectiveness.
 It focuses on:
1. Individual effectiveness.
2. Team effectiveness.
3. Organization effectiveness

1. Individual effectiveness
13
 An organization’s culture can be increased by creating

a culture that achieves organizational goals and
members needs.
 Empowering the individual employee by letting
workers make decisions can often improve quality ,
productivity and employee contribution.
 Change efforts that focus on individual effectiveness
range from empowerment training program to high
powered executive development program. This
include empowerment activities designed to improve
the skills ,abilities or motivational levels of
organization members.

2. Team effectiveness
14
 Change efforts may also focus on the fundamental unit of art

organization’s effectiveness.
 Team Process focuses on how the team works and the quality of
relationships between team members.
 Work Teams are the primary unit of the organization. More
effective teams may increase work motivation , increase
performance and decrease turnover and absenteeism.
 Two separate dimensions may be identified by analyzing work
group as system:
a. content- the task of group
b. Process-the way the group functions.
Group factors includes such factors as leadership, decision making ,
communication and conflict. By observing the behavior of group
members , one can determine how the group is functioning.

3. Organization effectiveness
15
 Another focus for OD planned change efforts is the

organization system.
 The planned change efforts aim at improving the
overall attainment of goal of the system , but for the
change program each has specific target.
 Organization development occurs when the change
effort is focused on the total system.
 OD may involve individual , group and intergroup
approaches , but it becomes OD only when the total
system is the target for change.

The Change Agent
16
 Individual or group that undertakes

the task of introducing and managing
a change in an organization.
 Persons skilled in the theory and
implementation of planned
change
 Change agents are employees or
managers or executives of a company
or outside management consultants.
 Internal or external
Internal Change Agents
17
Advantages Disadvantages
• know past history, • may be associated
political system, and with factions, accused
culture of favoritism
• must live with • may be too close to
results of change so the situation to be
will move carefully objective

External Change Agents
18
Advantages Disadvantages
• outsider’s objective • limited knowledge of
view organization’s history
• impartiality • may be viewed with
suspicion
To succeed, they must be perceived as trustworthy,

be experts with proven track records, be similar to
those they are working with
Theories of Planned Change
19
 Conceptions of planned change have tended to focus on how

change can be implemented in organizations. The
perspectives Called “theories of changing,” these frameworks
describe the activities that must take place to initiate and carry
out successful organizational change.
 In this chapter, we describe and compare three theories of
changing: Lewin’s change model/ the action research
model/ and the positive model.
 These frameworks have received widespread
attention in OD and serve as the primary basis for a general
model of planned change.

Reading assignment
20
 "Who Moved My Cheese? " is a story about change that takes place in a
Maze where four amusing characters look for "Cheese" -- cheese being a
metaphor for what we want to have in life, whether it is a job, a
relationship, money, a big house, freedom, health, recognition, spiritual
peace, or even an activity like jogging or golf. Each of us has our own
idea of what Cheese is, and we pursue it because we believe it makes us
happy. If we get it, we often become attached to it. And if we lose it, or it's
taken away, it can be traumatic.
 The "Maze" in the story represents where you spend time looking for
what you want. It can be the organization you work in, the community
you live in, or the relationships you have in your life.
 Cheese story that you are about to read made a difference around the
world. Believe it or not, this little story has been credited with saving
careers, marriages and lives!
Planned Change
21
 What is planned change? Is a deliberate result from a

deliberate attempt by managers/leaders to improve
organizations operation.
 Planned change can vary enormously from one

situation to another. Why?
 Can be contrasted across situations along three

dimensions.
Planned change,
in contrast to accidental
change or change by
drift, is change that
results from a well-
thought-out and
deliberate effort to
make something
happen.

Key Dimensions/types of Planned Change
23

Scope of Change
24
Incremental Change – change of a relatively small scope,

such as making small improvements
Strategic Change – change of a larger scale, such as

organizational restructuring
Transformational Change – change in which the

organization moves to a radically different, and
sometimes unknown, future state

Magnitude of Change
25
• Planned change efforts range from

incremental to fundamental.
• OD practitioners are usually contacted

by managers for specific problems.
• Diagnostic and change activities

are limited to defined issues.
Incremental Changes
26
• Involves limited dimensions and levels of the

organization
• Occur within the context of the organization’s

existing business areas.
• Aimed at improving the status quo

27
Fundamental Change
• Directed at significantly altering how the
organization operates.
• Involve several organizational dimensions.
• Involve changing multiple levels of the

organization.

Theories of planned change:
28
Lewins’ Change Model
Planned change- the focus is “how to implement change
in organizations
• Kurt lewin provided the earliest model of change

• Change as a modification of forces keeping the
systems behavior stable.
• Behaviors are results of 2 groups of
forces:
– Striving to maintain the status quo
– Pushing for change

Lewin (1951) identified several rules that should be
29 followed in implementing change:
1. Change should only be

implemented for good reason.
2. Change should always be
gradual.
3. All change should be planned,
and not sporadic or sudden.
4. All individuals who may be
affected by the change should
be involved in planning for
the change.

Force-Field Analysis
Supporting Forces Opposing Forces
Steps:
 Identify all relevant Senior Management Support
stakeholders Middle Management Resistance
 Identify forces for and User Support to „Clean Up“
against change Staff Resistence
 Prioritise the forces Some Enthusiastic Users
 Develop strategies to Staff Cynism About Hidden Agendas

strengthen supporting Other BU Already „Done It“
forces
Lack of Resources
 Develop strategies to
reduce, weaken or Kübler-Ross Users
isolate opposing forces.
Force-Field Analysis Steps
 Perform exhaustive
stakeholder analysis.
Take notes about the
interests of each
stakeholder.
 Prioritise the forces
 Develop strategies to strengthen or leverage
supporting forces
 Develop strategies to weaken or isolate opposing
forces.
Lewin (1947)…
32
 According to Lewin (1947), a successful change project involves three

stages.
 The first stage, termed unfreezing, involves reducing the forces maintaining
the present organizational behaviour or status quo; increasing the forces that
direct behaviour away from the present organizational state; or using a
combination of both methods.
 the second step involves moving the organization to a new level of
equilibrium/desired behaviour (implementing the desired change).
 In the third or refreezing step, the planned change is integrated into the
organizational values and traditions in order to stabilize the new quasi-
equilibrium state and prevent regression to the previous problem situation.

Lewin’s Planned Change
33

Action Research Model
36
 The concept of action research, like the three-step model, is

attributed to Kurt Lewin (1946) as an element of planned change.
 According to Lewin (1946), action research
is an approach to research which is based on a collaborative
problem-solving relationship
between the researcher and client, and which aims at both
solving a problem and generating
new knowledge.
 Action research is a spiral of steps, each of which is composed of
a circle of planning, action, and fact-finding about the result of
the action .

Action Research
37

Action Research
38
 Action research involves three processes: A change process based

on systematic collection of data, feedback of data to the client
group and their selection of a change action based on what the
analysed data indicate.
 The employees and groups that are involved become a source of
pressure to bring about the change. It is problem focused.
In action research, change agent is usually an outside person
who is involved in the total change process from diagnosis to
evaluation.
 The process of action research consists of five steps:
diagnosis, analysis, feedback, actions to correct the problem that
are identified and evaluation

Action research…
39

Action Research Model
41

Action research model…
42

Action research model…
43

The Appreciative Inquiry Model( the positive model)
45
 One of the first OD methods that operated outside

the Lewinian paradigm of planned change was
appreciative inquiry.
 Originally proposed by Cooperrider
and Srivastva (1987), this model adopts a positive
approach to change as an alternative to the
problem-centred approach of action research.

Positive Model
46
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create

the Future

Comparison of planned change models
47

General Model of Planned Change
49
 The three models of planned change suggest a general framework for

planned change (as shown in on next slide).
 The framework describes the four basic activities that practitioners and
organization members jointly carry out in organization development.
 The arrows connecting the different activities in the model show the
typical sequence of events, from entering and contracting, to diagnosing, to
planning and implementing change, to evaluating and institutionalizing
change.
 The lines connecting the activities emphasize that organizational change is
not a straightforward, linear process but involves considerable overlap and
feedback among the activities. Because the model serves to organize the
remaining parts of this course which also shows which specific the four
major change activities.

General Model of Planned Change
50

SIMILARITIES AND DIFFERENTIATING CHARACTERISTICS OF
ORGANISATION DEVELOPMENT MODELS
55
 All four models – the three-step model, action research model, appreciative
inquiry model and the general OD change model – describe the main
stages by which planned change unfolds in organizations.
 They all emphasize on action plans that are preceded by an initial
diagnosis or unfreezing stage and followed by an evaluative or closing
stage.
 The models also overlap in their involvement of organizational members to
varying degrees, as well as in their emphasis on the application of
behavioural science knowledge to the planned change process.
 However, whereas Lewin’s model focuses on the general process of
planned change, the other three describe the process as well as the
specific OD activities necessary to bring about change

THE DOMINO EFFECT
56
 THE DOMINO EFFECT…. CHANGE IN ITSELF

WILL LEAD TO CHANGE IS THE LOGIC
BEHIND DOMINO EFFECT. The DOMINO
EFFECT indicates that some changes, small in
itself, will cause a similar change nearby, which
then will cause another similar change, and so on
linear sequence

Critique of Planned Change
57
• Conceptualization of Planned
Change
– Change is 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
planned change by Abdurezak M.(PhD.) 58
“THE SIGNIFICANT PROBLEMS WE

FACE CANNOT BE SOLVED AT THE
SAME LEVEL OF THINKING WE
WERE
AT WHEN WE
CREATED THEM.”
—Albert Einstein
Kotter’s Eights Steps to Change
1. Create a sense of Urgency
2. Build a Guiding Coalition
3. Form a Strategic Vision
and Initiatives
4. Enlist a Volunteer Army
5. Enable Action by
Removing Barriers
6. Generate Short-Term
Wins
7. Sustain Acceleration
8. Institute Change
Kotter’s Eights Steps to Change
1. Create a sense of Urgency
Craft and use a significant opportunity as a means for exciting people to sign up to change their organization
2. Build a Guiding Coalition

Assemble a group with the power and energy to lead and support a collaborative change effort
3. Form a Strategic Vision and Initiatives

Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision
4. Enlist a Volunteer Army

Raise a large force of people who are ready, willing and urgent to drive change
5. Enable Action by Removing Barriers

Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision
6. Generate Short-Term Wins

Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results
7. Sustain Acceleration
Use increasing credibility to change systems, structures and policies that don’t align with the vision; hire, promote and develop employees
who can implement the vision; reinvigorate the process with new projects, themes and volunteers
8. Institute Change
Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development
and succession
SUMMARY
61
 Theories of planned change describe the activities necessary to modify strategies,
structures, and processes to increase an organization’s effectiveness. Lewin’s change
model, the action research model, and the positive model offer different views of the
phases through which planned change occurs in organizations.
 Lewin’s change model views planned change as a three-step process of unfreezing,
moving, and refreezing. It provides a general description of the process of planned
change.
 The action research model focuses on planned change as a cyclical process involving
joint activities between organization members and OD practitioners. It involves multiple
steps that overlap and interact in practice: problem identification, consultation with a
behavioral science expert, data gathering and preliminary diagnosis, feedback to a key
client or group, joint diagnosis of the problem, joint action planning, action, and data
gathering after action. The action research model places heavy emphasis on data
gathering and diagnosis prior to action planning and implementation, and on assessment
of results after action is taken. In addition, change strategies often are modified on the
basis of continued diagnosis, and termination of one OD program may lead to further
work in other areas of the firm.
SUMMARY…
62
 The positive model is oriented to what the organization is doing right. It seeks to build on
positive opportunities that can lead to extraordinary performance.
 Planned change theories can be integrated into a general model. Four sets of activities—
entering and contracting, diagnosing, planning and implementing, and evaluating and
institutionalizing—can be used to describe how change is accomplished in organizations.
 These four sets of activities also describe the general structure of the chapters in this course.
The general model has broad applicability to planned change. It identifies the steps an
organization typically moves through to implement change and specifies the OD activities
needed to effect change. Although the planned change models describe general stages of how
the OD process unfolds, there are different types of change depending on the situation.
 Planned change efforts can vary in terms of the magnitude of the change, the degree to which
the client system is organized, and whether the setting is domestic or international. When
situations differ on those dimensions, planned change can vary greatly. Critics of OD
have pointed out several problems with the way planned change has been conceptualized and
practiced, and specific areas where planned change can be improved.

SUMMARY
63
 Lewin’s three step model, the action research model,

appreciative inquiry model, and the general model of
planned change are implementation models that
guide the process by which planned change is
developed and implemented in organizations.
 Whereas all four models overlap in characteristics
such as involving participants in the change process,
important differences including the focus and stages
of change exists amongst them.

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1 Nature of Planned Change

planned change by Abdurezak M.(PhD.)

 Describe and compare three major theories of

planned change by Abdurezak M.(PhD.)

 Unlike other concepts in organizational behavior, not many

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

 Change in organizations is a must whether brought

The only way

planned change by Abdurezak M.(PhD.)

Planned Random or haphazard

 It is a deliberate attempt to improve the

planned change by Abdurezak M.(PhD.)

 An organization’s culture can be increased by creating

planned change by Abdurezak M.(PhD.)

 Change efforts may also focus on the fundamental unit of art

planned change by Abdurezak M.(PhD.)

 Another focus for OD planned change efforts is the

planned change by Abdurezak M.(PhD.)

 Individual or group that undertakes

planned change by Abdurezak M.(PhD.)

To succeed, they must be perceived as trustworthy,

 Conceptions of planned change have tended to focus on how

planned change by Abdurezak M.(PhD.)

 What is planned change? Is a deliberate result from a

 Planned change can vary enormously from one

 Can be contrasted across situations along three

22 planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

Incremental Change – change of a relatively small scope,

Strategic Change – change of a larger scale, such as

Transformational Change – change in which the

planned change by Abdurezak M.(PhD.)

• Planned change efforts range from

• OD practitioners are usually contacted

• Diagnostic and change activities

• Involves limited dimensions and levels of the

• Occur within the context of the organization’s

• Aimed at improving the status quo

• Involve several organizational dimensions.

• Involve changing multiple levels of the

planned change by Abdurezak M.(PhD.)

• Kurt lewin provided the earliest model of change

planned change by Abdurezak M.(PhD.)

1. Change should only be

planned change by Abdurezak M.(PhD.)

 Identify forces for and User Support to „Clean Up“

against change Staff Resistence

 Prioritise the forces Some Enthusiastic Users

 Develop strategies to Staff Cynism About Hidden Agendas

 According to Lewin (1947), a successful change project involves three

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

 The concept of action research, like the three-step model, is

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

 Action research involves three processes: A change process based

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)

planned change by Abdurezak M.(PhD.)