This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.

1. Planned Change
Chapter 2

2. Nature of Planned Change
• Change that happens to an
organization is planned by its
members
• OD is directed at bringing about
planned change to increase:
–Organization’s effectiveness
–Capability to change itself

3. Functions of Planned Change
• Solve organizational problems
• Learning from experiences
(benchmarking)
• Reframe shared perceptions
• Adapt to external environmental
changes
• Improve performance
• Influence future changes

4. Theories of planned change
• Planned change- the focus is “how to
implement change in organizations
• Theories of Changing
–Frameworks that describe the
activities that must be performed in
order to start and carry out
organizational change

5. Theories of Changing
• Lewins’ Change Model
• Action research Model
• Positive Model

6. Lewins’ Change Model
• 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

7. Cummings & Worley, 8e
(c)2005 Thomson/South-
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Lewin’s Change Model
Unfreezing
Movement
Refreezing

8. Lewin’s Change Model:
Unfreezing
• Creating a guiding coalition
• Developing a vision and strategy
• Communicating the change vision
• Scouting
• Entry
• diagnosis
Cummings & Worley, 8e
(c)2005 Thomson/South-
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9. Movement
• Empowering broad based
action
• Generating short term wins
• Planning
• actions
Cummings & Worley, 8e
(c)2005 Thomson/South-
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10. Refreezing
• Anchoring new approaches
in the culture
• Stabilization
• evaluation
Cummings & Worley, 8e
(c)2005 Thomson/South-
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11. Action Research Model
• Planned changed as a cyclical
process.
• Research will provide information
to guide subsequent actions

12. Action Research Model
• It is aimed at:
–Helping specific organizations
implement planned change
–Developing general knowledge that
can be applied to other settings.

13. Cummings & Worley, 8e
(c)2005 Thomson/South-
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Action Research Model
Feedback to Client
Data gathering after
action
Problem Identification
Joint action planning
Consultation with a
behavioral scientist
Data gathering &
preliminary diagnosis
Joint diagnosis
Action

14. The Positive Model
• Different from other models that are deficit
based
• Positive model focuses on what the
organization is doing right
• Positive organizational scholarship-
focuses on positive dynamics in
organizations that give rise to
extraordinary outcomes

15. The Positive Model
• AI- appreciative inquiry-
reformist and rebellious form of
social constructionism
• AI infuses a positive value
orientation into analyzing and
changing organizations

16. The Positive Model
• Encourages positive orientation
on how change is conceived and
managed
• Promoted broad member
involvement creating a shared
vision about the organizations’
positive potential

17. Cummings & Worley, 8e
(c)2005 Thomson/South-
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Initiate the Inquiry
Inquire into Best
Practices
Discover Themes
Envision a Preferred
Future
Design and Deliver Ways to
Create the Future
Positive Model