This Chapter help to Creating prescriptive formulas for successful implementation on change in Organization

1. From Lewin to OD:
Planned Approach to Change
By Renni Rengganis

4. Kurt Lewin & Organizational Change
Kurt Zadek Lewin (September 9, 1890 - February 12, 1947) was a
German-American psychologist known as one of the modern
pioneers of social, organizational, and applied psychology
His best-known contribution in organizational Change was Action
Research, Field Theory, Group Dynamics, & Three step Change
Process
These contributions have had lasting impact and became evident, in
fact many modern theories are evolution of his original idea

5. Action Research
Research that was designed with action in mind
Cyclical of action research:
• Take First action step
• Identify a general or initial idea
• Evaluate
• Reconnaissance of fact-finding
• Amend Plan
• Planning
• Take second action step

6. Field Theory
Adopt a rather novel approach for understanding
human behavior,
Any new behavior is the result of some change in the field

7. Group Dynamics
Key important :
If one’s environment has the potential impact to
influence behavior then the group which one’s belong
do too, (caused group is part of environment)
Lewin focus his effort on the development of group
experiment, many in the notion of group change.

8. Lewin’s Three-step Model
Unfreezing Change Refreezing
•Group member must •Organization moves to
have felt need of change the desired state. (new • Changes are
policies, structure, values reinforced &
etc.
supported.
(made system to
support such as
compensation
system)

9. Making Sense od Lewin’s work
 First : Lewin was Challenger of the notion of mas as machine
 Second : Lewin introduced the notion of research as an impectus for changes
 Third : Lewin drew attention to the impact of environment on behavior
 Fourth : Lewin drew attention to the role of groups on individual and group
behavior
 Fifith : Lewin recognized that change could only success and sustain if the
paticipants felt a need for changes

10. Organizational Development ( OD )
Definition : concern foe vitalizing, energizing, activating and renewing of
organization through technical and human resources (Argyris ,1962)
Long-range effort to improve an organization’s problem solving and
renewal process. (more effective & collaborative management of
organizations culture) French&Bell , 1978
Underlying assumptions of OD ( French&Bell, 1978) :
1. Assumption about people as Individual
2. Assumption about people in groups and about leadership
3. Assumption about people in organizations
4. Assumption That related to values in the client Organization
5. Value and believes systems of behavioral scientist change agent

11. Kotter's eight step change model :
• Increase urgency - inspire people to move, make objectives real and relevant.
• Build the guiding team - get the right people in place with the right emotional commitment, and
the right mix of skills and levels.
• Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and
creative aspects necessary to drive service and efficiency.
• Communicate for buy-in - Involve as many people as possible, communicate the
essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make
technology work for you rather than against.
• Empower action - Remove obstacles, enable constructive feedback and lots of support from
leaders - reward and recognize progress and achievements.
• Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable
numbers of initiatives. Finish current stages before starting new ones.
• Don't let up - Foster and encourage determination and persistence - ongoing change - encourage
ongoing progress reporting - highlight achieved and future milestones.
• Make change stick - Reinforce the value of successful change via recruitment, promotion, new
change leaders. Weave change into culture.

12. Making Sense of OD :
Some criticism of OD :
• OD is extensive into what for multi-billion dollar industry
• OD has become overly prescriptive and that client focus has
been lost
• Planned Change is ineffective in today’s turbulent, global
environment.

13. Thank You
Renni Rengganis - 29011025
Magister of science in Management