Planned change characteristics and and its process

1. Planned
Change
Presented by-Deepika
Ph.D Research scholar
Department of Sociology
Chaudhary Charan Singh Haryana Agriculture University, Hisar

2. Planned change is deliberate design &
implementation of a structural
innovation, a new policy or goal, or a
change in operating philosophy,
climate or style.

3. Planned change – intended, purposeful
attempt or proactive plan by an individual
(change agent) or group to create something
new
Well thought out, deliberate, initiated and
coordinated, require well developed leadership.
Require visions and expert planning skills. Vision is
your future goal, the painting of what you want it to
be. An organization will never be better than the
vision that guides it, different than a mission.

4. Murphy
(1999)
suggests that
“change is
inevitable,
but growth is
optional.”

5. 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.

6. Characteristics of planned
change
A planned change is qualitative in
nature. A change in the frequency or in
the technique of change points out only
a quantitative change. Qualitative
change takes place only when the clients
developed the desire to change. Go
through personal interospection and
modify their behaviour in meaningful
ways.

7. Every planned change has direction. The
change has a basic purpose and rationale.
The means used for bringing about the
change influence the quality and direction
of change.
In any change process, the adoption rates
vary.

8. Good Reasons for Change
1. Change to solve
some problem.
2. Change to make
work more
procedures more
efficient.
3. Change to reduce
unnecessary
workload.

9. Six Elements in the Process
of Planned Change
Building a relationship
Diagnosing the problem
Acquiring relevant resources
Choosing the solution
Gaining acceptance
Stabilization and self-renewal
Data from Havelock (1973).

10. Lewin (1951) identified several rules that
should be followed in implementing Planned
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.

11. Three Phases of Planned
Change (Lewin, 1951)
1. Unfreezing
2. Movement
3. Refreezing

12. Lewin’s Model
• Unfreezing – Occurs when the change agent
convinces members of the group to change or
when guilt, anxiety, or concern can be elicited.
• Movement – the change agent identifies, plans,
and implements appropriate strategies, ensuring
that driving forces exceed restraining forces. Sets
goals, target dates to implement the change.
Whenever possible we are going to try to
implement change gradually!

13. Refreezing – the change agent assists in
stabilizing the system change so that is
becomes integrated into the status quo.
Change agent is out there being supportive,
helping people adapt, making sure you have
the tools you need to sustain the change,
making sure you have the reasons and that you
know why, making sure everything is stable.
Usually takes about 3 – 6 months. We should
never attempt a change unless that change
agent can stay there the entire time.

14. Change Agents
Persons skilled in
the theory and
implementation
of planned
change

15. Regardless of the
type of change, all
major change
brings feelings of
achievement, loss,
pride, and stress.

16. Change Agent Strategies
(Bennis et al, 1969)
Rational–empirical
Normative–reeducative
Power–coercive

17. Change Agent Strategies
• Rational–empirical
– Assumes that people are rational and receptive to
change when given adequate facts
• Normative–re-educative
– Change will only occur when attitudes and
relationships are altered
• Power–coercive
– Result of an individuals need to please a supervisor,
or fear of losing their job.

18. Actions to Avoid
• Simply announce a change without laying
the foundation
• Ignore or offend powerful people
• Violate the authority and communication
lines in an organization
• Rely only on formal authority
• Overestimate your formal authority

19. “The significant problems we
face cannot be solved at the
same level of thinking we were
at when we
created them.”
—Albert Einstein