Organization Development and Change

Chapter Two:
The Nature of Planned Change

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Two
• To describe and compare three major
perspectives on changing organizations.
• To introduce a General Model of Planned
Change that will be used to organize the
material presented in the book.
• To describe how planned change can be
adopted to fit different kinds of conditions.
Cummings & Worley, 8e 2-2
(c)2005 Thomson/South-Western
 Lewin’s Change Model

Unfreezing ( releasing)

Movement

Refreezing (refuel)
Cummings & Worley, 8e 2-3
(c)2005 Thomson/South-Western
 Lewin’s Change Model
In the early 20th century, psychologist Kurt Lewin identified
three stages of change that are still the basis of many
approaches today
1.Unfreezing: A basic tendency of people is to seek a context
in which they have relative safety and feel a sense of control.
2.Movement: Using a push method like talk about the bright
future of the company to keep employees go forward in this
new journey.
3.Refreezing: At the other end of the journey, the final goal is
to 'refreeze', putting down roots again and establishing the
new place of stability.

Cummings & Worley, 8e 2-4

(c)2005 Thomson/South-Western
 Change Processes
• Schein (1987)
– Unfreezing
• Create motivation/readiness for change
– Demonstrate need for change
– Communicate desired future
– Engender commitment
– Change/Move
• Cognitive restructuring
– Identification with new vision of the organization
– Benchmark, invent, innovate
– Refreeze
• Link new behavior to self-concept, reward
• Create social acceptance of new behavior
Cummings & Worley, 8e 2-5
(c)2005 Thomson/South-Western
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action

Cummings & Worley, 8e 2-6

(c)2005 Thomson/South-Western
 Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to

Create the Future
Cummings & Worley, 8e 2-7
(c)2005 Thomson/South-Western
 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
Cummings & Worley, 8e 2-8
(c)2005 Thomson/South-Western
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

Cummings & Worley, 8e 2-9

(c)2005 Thomson/South-Western
 Different Types of
Planned Change
• Magnitude (Size) of Change
– Incremental (increasing by some degree)
– Quantum (amount)
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
Cummings & Worley, 8e 2-10
(c)2005 Thomson/South-Western
 Degrees of Change
• Evolutionary
– Incremental improvement
– Based on existing systems
– ‘fine-tuning’
– Examples: Process Improvement, TQM
• Revolutionary
– Breakthrough, radical innovation
– Can be result of Evolution or ‘punctured
equilibrium’ or natural selection
Cummings & Worley, 8e 2-11
(c)2005 Thomson/South-Western
 Degree of Organization
• Over-organized: traditional organizations that are
functional and vertically managed.
– Strong hierarchies
– Clearly defined roles
– Specialization
– Lack of communication across boundaries
• Under-organized
– Loose affiliation and structure
– Roles/responsibilities unclear, not defined
– Boundaries not clear

Cummings & Worley, 8e 2-12

(c)2005 Thomson/South-Western
 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
Cummings & Worley, 8e 2-13
(c)2005 Thomson/South-Western