3. Nature of Planned Change:
What we will look at
• The three major perspectives on changing
organizations.
• A General Model of Planned Change that
will be used to organize the material
presented in the book.
• How planned change can be adopted to
fit different kinds of conditions.
5. Action Research Model
Feedback to Client
Data gathering after
action
Problem Identification
Joint action planning
Consultation with a
behavioral scientist
Data gathering &
preliminary diagnosis
Joint diagnosis
Action
6. Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to
Create the Future
Positive Model
7. 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
8. General Model of Planned Change
Evaluating
and
Institutionalizing
Change
Planning
and
Implementing
Change
Diagnosing
Entering
and
Contracting
9. Entering and Contracting
• Entering Phase involves gathering information
from the organization to understand the
problems or to determine the positive areas for
inquiry.
• Contracting Phase spells out the changes that
will proceed for the future, the resources that
will be used and how everyone will be
involved.
11. Planning and Implementing
Change
• Human process interventions at the individual, group, and
total system levels;
• Interventions that modify an organization’s structure and
technology;
• Human resources interventions that seek to improve
member performance and wellness;
• Strategic interventions that involve managing the
organization's relationship to its external environment and
the internal structure and process necessary to support a
business strategy.
12. Evaluating and
Institutionalizing Change
• Evaluating Change requires feedback about
whether changes should be continued, modified,
or suspended.
• Institutionalizing Change requires reinforcement
through feedback, rewards and training.
13. Different Types of Planned
Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Over organized
– Under organized
• Domestic vs. International Settings
14. Planned Change
• What is planned change?
• Planned change can vary enormously
from one situation to another. Why?
• Can be contrasted across situations
along three dimensions.
15. Key Dimensions of Planned
Change
• Magnitude of Change
• The degree to which the client system is
organized
• The setting-domestic or international
16. Magnitude of Change
• Planned change efforts range from
incremental to fundamental.
• OCD practitioners are usually contacted
by managers for specific problems.
• Diagnostic and change activities are
limited to defined issues.
17. Incremental Changes
• Involves limited dimensions and levels of the
organization
• Occur within the context of the organization’s
existing business areas.
• Aimed at improving the status quo
18. Fundamental Change
• Directed at significantly altering how the
organization operates.
• Involve several organizational dimensions.
• Involve changing multiple levels of the
organization.
19. 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
21. Domestic vs. International
Domestic (NA & EU)
• Equality
• Involvement
• Short time horizons
International (APA)
• Hierarchical
• Status
• Avoid personal
• Save face
• Long time horizons
22. Domestic vs. International
(Continued)
Action Research Process (ARP) recommended
• Cyclical
• Joint activities between organization members
• Multiple steps that overlap
– Problem identification
– Consult with behavioral science/OCD expert
– Data gathering and diagnosis
– Feedback
23. Domestic vs. International
(Continued)
ARP adapted to fit cultural context
• Many organizational members
• Execs only
• Top-down
• Inside vs. outside consultants
• Face-to-face interviews
24. Domestic vs. International
(Continued)
OCD Practitioner must:
• Be aware of own cultural biases
• See issues from another perspective
• Fluent in values and assumptions of country
• Understand economic and political context
– Vacations
– Time zones
– Cultural Guide recommended
25. Domestic vs. International
(Continued)
Virtual Organizations – Time and Distance
• A business model that supports
–Online collaboration applications (audio and
video conferencing)
–Employees are able to use mobile technology
and home offices to overcome the barriers
that time difference presents.
26. Domestic vs. International
(Continued)
• Synergies of Domestic Companies with MNCs
• Advantages
– Scale
– Existing resources
• Disadvantages
– “Foreignness”
– China / Japan island dispute
– Culture
– Required (Joint Ventures)
27. Conceptualization of Planned
Change
Critique
• Must identify organizational features that can
be changed
• Intended outcomes from changes
• Mechanisms by which change is achieved
• Contingencies on which change depends
28. Conceptualization of Planned
Change Critique (cont).
Contingencies
–Stages differ across situations
–Magnitude
–Client system organization
–Domestic or international
–Intuitive?
29. Conceptualization of Planned
Change Critique (cont).
Not rational or orderly, but chaotic
–Shifting goals
–Discontinuous activities
–Surprising events
–Unexpected combinations
–Overzealous testimonials
–Change never ends
30. Practice of Planned Change
Critique
• Specialized OCD practitioners (TQM,
Appreciative Inquiry, Group)
– results in inappropriate method usage (diversity,
reengineering, self-managing teams)
• “Cart-before-the-horse”
– Self-diagnosis and action plans
• Quick-fix instead of required long-term plan
• Sub-optimization
31.
32. An OCD Process Model
Assess
Plan
Implement
Evaluate
A-P-I-E Model
35. The Entering Process
• Clarifying the Organizational Issue
– Presenting Problem
– Symptoms
• Determining the Relevant Client
– Working power and authority
– Multiple clients -- multiple contracts
• Selecting a Consultant
36. Elements of an Effective Contract
• Mutual expectations are clear
– Outcomes and deliverables
– Publishing cases and results
– Involvement of stakeholders
• Time and Resources
– Access to client, managers, members
– Access to information
• Ground Rules
– Confidentiality
37. Emotional Demands of Entry
• Client Issues
– Exposed and Vulnerable
– Inadequate
– Fear of losing control
• OCD Practitioner Issues
– Empathy
– Worthiness and Competency
– Dependency
– Over identification
38. CURRENT CONDITION
• Decreasing Revenue
• Structure : Divisional,
limited to expand
• Style : Conservative
• Culture : nice
• Staff never fired
INTENDED CONDITION
• Increasing Revenue
• Costumer focus
• Center Of Excellent
Entering Contracting
OCD process
39. Clarifying Issue
Organization
Determining
Relevant Client
Selection OD
Practitioners
Entering
Professor
Clarifying Issue
Organizes Contract
COO
Ground RulesTime &
Resources
Mutual
Expectation
COO + Senior VP
HRD + Dir of
Training & OCD
Proposal
Design Team
Selection
Owner + rep.
key area + key
Infl + Impl
Learning,
Visioning &
Diagnosing
$xx,xxx
Direct expenses
3-5 year
action plan
Action Plan
Initial
Implementation
Step
Monitoring, Correction
& Evaluation
• free access
• time flexibility
• Access
sensitive data
40. Elements of an Effective Proposal
Content Description
Goals of
Proposed Effort
Descriptive, clear, and concise goals to be
achieved
Recommended
Action Plan
Description of 1) diagnosis, 2) data analysis
process, 3) feedback process, and 4) action-
planning process
Specification of
Responsibilities
What will various leaders, including the OCD
practitioner, be held accountable for?
Strategy for
Achieving the
Desired State
Provide change strategies, including
education/training, political influence, structural
interventions, and confrontation of resistance.
Fees, terms, and
conditions
Outline fees and expenses associated with the
project
