Models of Organizational Change -Dr. V. THANIKACHALAM
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Organizational Change Individual Structure and Systems Organizational Climate
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Individual Change Attitudes Values Skills Behaviour
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Structure and System Change Work design Reporting relationships Information Systems Reward Systems
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Organizational Climate Change Leadership Style Interpersonal relations Decision making style
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Lewin’s Model Unfreezing Changing Refreezing
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Unfreezing Reducing forces maintaining the organization's behaviour at the present level. ď ľ Discrepancies between behaviour desired and the existing behaviour. ď ľ
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Changing Shift in behaviour of an organization to a new level resulting in the developing of new behaviours, values and attitudes in individuals through changes in organizational structure and process. ď ľ Changes initiated must be perceived as solutions to the problems identified during the unfreezing stage ď ľ
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Refreezing Organization stabilizes and achieve a new state of equilibrium and a preferred behaviour. ď ľ Accomplished through the use of support systems. ď ľ
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Support Mechanisms Organizational Culture Norms Policies Structures Reward Systems Reinforcing the new organizational state
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Planning Model Assessing Entry Diagnosis Planning Implementation – Institutionalization Termination
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Assessing ď ľ
Change agent and the organization jointly explore the need for and areas requiring change
Entry ď ľ
Development of mutual contract and mutual expectations. 12
Diagnosis ď ľ
Identification of specific improvement goals
Planning ď ľ
Planning for specific improvement goals 13
Implementation ď ľ
Implementation of steps identified in the planning stage.
Institutionalization ď ľ
Change is incorporated in day to day activities. 14
Evaluation
Determination of the extent of success of the planned change.
Termination Decision to leave the system End Explore another activity
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Action Research Model Cyclical process of planned change Initial research Obtaining requisite information Further action based on the information Results of the action are assessed. Further action Cycle is repeated as an ongoing process.
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Problem identification by Key Person Consultation with Behavioural Science Experts Data Gathering and Preliminary Diagnosis Feedback to Key Client or Group 17
Joint Diagnosis of the Problem Joint Action Planning Action Data Gathering After Action Feedback to Client Group by Consultant 18
Re-diagnosis and action planning by client and consultant New action Fresh data gathering as a result of action Re-diagnosis 19
Integrative Model of Planned Change 20
Exploration Phase Change Process Need Awareness Searches
contracting
Organization decides whether to plan for a specific change and commit resources for it. Leads to a search for OD resources…
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Planning Phase Change Process Diagnosis Design
Decision
Planning commences once the problems facing the organization are understood. Resources for OD are committed. Change process is undertaken following diagnosis. Diagnosis is jointly undertaken by organizational members and OD practitioners. Goals are set for the change 22
Action Phase Change Process Implementation Evaluation
Change activities are monitored and evaluated. Changes are implemented. Transitioning the organization. 23
Integration Phase Change Process Stablization Diffusion
ď ľ
Renewal
New behaviour is reinforced through regular feedback, incentives and rewards. 24
Contract ď ľ
Contract with the OD professional is gradually terminated.
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Any change is stable for a limited time.
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