Foundations of OD

Models and theories of planned change

Systems theory
Participation and empowerment
Teams and teamwork
Parallel learning structures
Normative-re educative strategy of
changing
Applied behavioral science
Action research

Models and Theories of Planned

Change

Lewins Change Model

Beyond Quick fix
Burke Litwin Model of organizational
change
Porras and Robertson Model of
organizational change

Lewins Change Model

3

Unfreezing
Movement
Refreezing

The three stage model of change

process elaborated
Stage 1. Unfreezing-Creating motivation
and readiness through change
a.
Disconfirmation or lack of confirmation
b.
Creation of guilt or anxiety
c.
Provision of psychological safety

contd
5

Stage 2. Moving and changing through

cognitive restructuring- Helping the client
to see, feel and react to things based on a
new point of view obtained through
a.
Identifying with a new role model or mentor
b.
Scanning the environment for new relevant
information
c.
Showing evidence that change is desirable
and possible

contd
6

Stage 3. Refreezing- Helping the client to

integrate the new point of view into
a.
Total personality and self concept
b.
Significant relationships

Seven stage model representing

the consulting process
Given by Lippit, Watson, and Westley
Phase1 Developing a need for change (unfreezing)
Phase2 Establishing a change relationship between
client system and a change agent from outside
Phase3 Clarifying or diagnosing the client systems
problems
Phase4 Examining alternative routes and goals;
establishing goals and intentions of action
Phase5 Transforming intentions into actual change
efforts (3,4,5 moving)
Phase6 Generalizing and stabilising change
(refreezing)
Phase7 Achieving a terminal relationship ie
terminating the client-consultant relationship

Beyond Quick fix (Ralph

Kilmann)
Known as the total system change model
This model has five sequential steps
1.
Initiating the program
2.
Diagnosing the problem
3.
Scheduling the tracks
Tracks are five leverage points, which, if
functioning properly, cause the
organization to be successful

Contd.
9

The five tracks are

Culture track- enhances trust, communication,

information sharing and willingness to change

Management skills track- new ways to deal with

complex problems

Team building track- organisation-wide

cooperation

Strategy-structure track- align divisions,

departments, work groups, jobs with revised
strategic plan

Reward system track- established performance

based rewards to sustain improvement
4.
Implementing the tracks
5.
Evaluating the results

10

Burke-Litwin Model of
organizational change

The model shows how to create first

order (transactional) and second order
change
In first order change some features of
the orgn change
In second order change, the nature of
the organization is fundamentally and
substantially altered
The model distinguishes between org.
climate and org. culture

contd
11

The premise of the model is the OD

interventions directed toward structure,
mgt, and systems result in 1st order
change, and interventions directed
towards mission and strategy, leadership
and org. culture result in 2nd order
change
The model brings a distinction between
transactional and transformational
leaders

12

Porras and Robertson Model of

Organizational Change

The basic premise is that OD

interventions alter features of the work
setting causing changes in individuals
behaviors, which in turn lead to
individual and organizational
improvements

13

Systems Theory

The nature of systems

14

It views organizations as open systems in

active exchange with environments
All open systems are input-throughputoutput mechanisms
Every system is delineated by a boundary
Open systems have purposes and goals
which are the reasons for their existence

contd
15

Information is important to systems in

several ways
Feedback is information from the
environment about systems performance
which can be negative and positive
Negative feedback is also known as
deviation-correcting feedback
Open systems are in a steady state or
dynamic homeostasis

contd
16

Systems tend to get more elaborated,

differentiated , specialized and complex over
time, which is called differentiation
With increased differentiation, increased
integration and coordination are necessary
Another characteristic is equifinality i.e. That
there are multiple ways to arrive at an
outcome
Subsystems exist within larger systems and
they can be arranged in a hierarchy

INPUT

Informal
Organization

Envt.

Resources Strategy

System

Formal
Orgn.

Work

History
People

17

OUTPUT

Unit

Individual

Congruence Model Showing Organizational System

18

The congruence models value

is as an analytical tool for:

Assessing the characteristics and

functioning of each of the elements
Evaluating how well all elements fit

19

Socio technical Systems

Theory

Developed by Eric Trist and Fred Emery

The thesis of STS is that all organizations are
comprised of two interdependent systems, a
social system and a technical system and the
changes in one system affect the other system
For higher productivity and employee
satisfaction, organizations optimize both
systems
Autonomous work groups are created
Training is provided to group members in
multiple skills, giving information and
feedback to people doing work

Open Systems Planning

20

It entails
1.
Scanning the environment to
determine the expectations of external
organizations and stake holders
2.
Developing scenarios of possible
futures, both realistic and ideal
3.
Developing action plans to ensure that
a desirable future occurs

21

Participation and
Empowerment

To empower is to give someone power by

giving the authority to make decisions, to
contribute their ideas, to exert influence, and
to be responsible
Increased participation and empowerment
have always been central goals and
fundamental values
It energizes greater performance, produces
better solutions to problems, greatly enhance
acceptance of decisions
It overcomes resistance to change, increases
commitment to the organization, reduces
stress level

Teams and Teamwork

22

Teams are building blocks of organizations

Teams must manage their culture, processes,
systems and relationships to be effective
Individual behavior is rooted in the socio
cultural norms and values
Many tasks are so complex that they can be
effectively performed only by teams
Teams create synergy
Teams satisfy peoples needs for social
interaction, status, recognition and respect

23

Potential of teams and team

work

Most OD interventions are designed to

improve team performance
Teams periodically hold team building
meetings for improved performance
High performing teams have 1)clear goals
2)result driven structure 3)competent team
members 4)unified commitment
5)collaborative envt. 6)standards of
excellence 7)external support and
recognition 8) principled leadership

Parallel learning structures

24

They are created organizational structures

for planning and guiding change programs
It is a supplemental organization , coexisting
with usual and formal organizations.
It deals with ill structured problems of formal
organizations
Parallel learning structures are a mechanism
to facilitate innovation in a large bureaucratic
organizations where the forces of inertia,
hierarchical communication patterns, and
standard ways of addressing problems inhibit
learning, innovation and change
They are vehicles for learning and then
leading the change processes

25

A normative-re educative
strategy of changing

OD involves change, and it rests on a

particular strategy for change that has
implications for practitioners and
organizational members alike
The normative re educative strategies are
based on the assumption that norms form the
basis of behavior, and change comes through
reeducation in which old norms are discarded
and supplanted by new ones
Patterns of action and practice are supported
by socio-cultural norms and by commitments
on the part of the individuals to these norms
Socio-cultural norms are supported by
attitude and value system of individuals

Applied Behavioral Science

26

OD is the application of behavioral

science knowledge, practices and skills
in ongoing systems in collaboration with
system members
OD emphasizes on applied behavioral
science and practice

Action Research
27

The action research model is a data based,

problem solving method that replicates the
steps involved in the scientific method of
inquiry
It involves the processes of data collection,
feedback of the data to the client system
members, and action planning based on data
It is especially well suited for planned change
It is method that combines learning and doing