ACTION RESEARCH MODEL & KURT LEWIN CHANGE MODEL

Creates the motivation to change

UNFREEZING

Encourages the replacement of old behaviors and attitudes with those desired by management
Entails devising ways to reduce barriers to change Introducing the information that shows discrepancies in behaviors expected and exhibited It is done through a process of psychological disconfirmation

CHANGING/MOVING
Provides new information, new behavioral models, or new ways of looking at things Helps employees learn new concepts or points of view Role models, mentors, experts, benchmarking results, and training are useful mechanisms to facilitate change Intervening in the system through changes in organizational structures and processes.
4

REFREEZING
Helps employees integrate the changed behavior or attitude into their normal way of doing things Positive reinforcement is used to reinforce the desired change Coaching and modeling help reinforce the stability of change Having proper reward system can help and making the culture more adaptive in nature

THE ACTION RESEARCH MODEL

THE BASIC INTERVENTION MODEL THAT RUNS THROUGH OD IS THE ACTION RESEARCH MODEL. IT IS CYCLICAL IN NATURE. THIS MODEL CONSISTS OF 3 STEPS NAMELY: # DIAGNOSIS

# ACTION
# PROCESS MAINTENANCE

PROBLEM IDENTIFICATION

CONSULTATION WITH BEHAVIORAL SCIENCE EXPERT

DATA GATHERING & PRIMARY DIAGNOSIS

JOINT ACTION PLANNING

JOINT DIAGNOSIS

FEEDBACK TO CLIENT GROUP

ACTION

DATA GATHERING AFTER ACTION

1. DIAGNOSIS
IT IS BASED ON VALID INFORMATION ABOUT THE STATUS , CURRENT PROBLEMS, OPPORTUNITIES AND EFFECTS OF ACTIONS AS THEY RELATE TO GOAL ACHIEVEMENT. DIAGNOSIS EMPLOYS DATA COLLECTION AND DATA ANALYSIS.

THE ACTIVITY OF DIAGNOSIS IS DESIGNED FOR TWO PROPOSES:

KNOW THE STATE OF THINGS.

EFFECTIVENESS OF ACTIONS.

DIAGNOSIS
STATE OF THINGS INCLUDE: VARIOUS SUBSYSTEMS IN THE FORM OF TEAMS OR ORGANIZATIONAL STRUCTURE THAT MAKE UP THE ORGANIZATION. ORGANIZATIONAL PROCESS INCLUDES DECISION MAKING, COMMUNICATION PATTERNS AND INTERPERSONAL RELATIONSHIPS, MANAGEMENT OF CONFLICT, SETTING OF GOALS AND PLANNING METHODOLOGY.

2. ACTION
AFTER THE DATA COLLECTION AND DIAGNOSIS BY THE OD PRACTITIONER , A FEEDBACK IS GIVEN TO THE CLIENT GROUP WITH THE ACTION PLAN. THE PRACTITIONER DISCUSSES THE FINDINGS , PLANNING COLLABORATIVE ACTIONS AND IMPLEMENTING PROPOSED SOLUTIONS. ACTION TAKES PLACE THROUGH INTERVENTIONSSETS OF STRUCTURED PATTERNS OF ACTIVITIES IN WHICH THE TARGET UNIT OR GROUP ENGAGES INTO ACTIVITIES RELATED TO ORGANIZATIONAL IMPROVEMENT.

ACTION
THE ACTION PLAN CAN BE IMPLEMENTED IN TWO WAYS:

IT CAN START FROM ONE SUBSYSTEM AND THEN SPREAD TO THE WHOLE ORGANIZATION.
IT CAN START FOR THE WHOLE ORGANIZATION AND THEN CONCENTRATES TO INDIVIDUAL SUBSYSTEMS.

TYPES OF INTERVENTIONS
Individual Intervention Training Team Intergroup Organization Team building Third Party Intervention Organization Mirror Process Consultation MBO

Coaching

Process Consultation Quality circles

Survey Feedback

Mentoring

Quality of Work Life Goal Setting Changing Organizational Culture

Self study Managerial grid

Role negotiation Role analysis

3. PROCESS MAINTENANCE
EFFECTIVENESS OF THE ACTION PLAN AND PERIODICAL RENEWAL OF THE PROCESS. THIS PHASE CONSISTS OF ACTIVITIES TO MONITOR EFFECTIVENESS OF THE INTERVENTIONS BY RECEIVING FEEDBACK ABOUT THE CHANGES INTRODUCED, MAKING MODIFICATIONS. IT IS ALSO CONCERNED WITH ENSURING THAT THE CLIENT SYSTEM IS ENABLED TO MAINTAIN THE CHANGED SYSTEM WITHOUT THE SUPPORT OF THE CONSULTANT.

SUCCESSFUL CHANGE:

THANK YOU!!!!

QUESTIONS????