1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Chapter Two:
The Nature of Planned Change

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

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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Lewin’s Change Model
Unfreezing
Movement
Refreezing

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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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

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to
Create the Future
Positive Model

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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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

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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General Model of Planned Change
Evaluating
and
Institutionalizing
Change
Planning
and
Implementing
Change
Diagnosing
Entering
and
Contracting

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
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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

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
2-9
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