Week 8 Final
DatDude
Chapter2Powerpoint.pptxOrganization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
2
The Nature of Planned Change
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Learning Objectives
Describe and compare three major theories of planned change.
Introduce a general model of planned change that will be used to organize the material presented in the book.
Explain how planned change can be adopted to fit different contexts.
Critique the practice of planned change.
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Three Step Change Model
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Action Research Model
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Positive Model
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Continuous Change Model
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The Continuous Change Model
Addresses dynamic change requirements
Coordinates and prioritizes multiple changes simultaneously
Customized and more fluid change initiatives
Builds complex and continuous change capabilities into the organization
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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
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General Model of Planned Change
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Four Major Types of Interventions
Human process interventions at the individual, group and total system levels
Interventions that modify an organization’s structure and work design
Human resources interventions that seek to improve performance and wellness
Strategic interventions which consider relationships between the external environment, internal structure and processes
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Different Types of Planned Change
Magnitude of Change
Incremental
Fundamental
Degree of Organization
Over-organized
Under-organized
Domestic vs. International Settings
Adapted to the cultural context
Requires awareness of cultural biases
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Characteristics of Fundamental Planned Change
Driven by greater competitiveness and uncertainty in today’s environment
Involves most features and levels of the organization- is complex and extensive
Typically driven from executive level where strategy and values are set
May or may not be “developmental”
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Planned Change and Degree of Organization
Planned Change in Over-organized organizations
Loosens constraints on rigid overly defined procedures and processes
Increases the flow of relevant information between employees and managers
Planned Change in Under-organized organizations
Clarifies leadership roles
Develops structured communication between managers and employees
Specifies job and departmental responsibilities
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Traditional Phases of Planned Change in Under-organized Organizations
Identification of relevant people and groups
Convention – Relevant people or departments get together to begin organizing work processes
Organization – Systems are created to structure interactions between people and departments
Evaluation – Outcomes are assessed and adjustments considered
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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
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