Models of Change

Recent Approaches to organizational

Development and change
Several models of organizational change has
been developed by researchers.
Two contrasting models of change are the
trickle down model vs. identity model.
Trickle down model of organizational change
occurs because top management takes
decision and adopts new ways (technology,
systems, structure etc) and others follows it.
(Top-down approach)
Identity search model relates to the urge to
develop ones own uniqueness and identity
will make the group or individual accept
change. (bottom-up approach).
The approaches to organizational change is
classified as
the Top Down Approach: the classical
paradigm An organization comprises of
functional areas viz., production, sale and
accounting. Management needs to push hard
to sustain change. They adopt the following
steps:-

1. Develop a vision
2. Communicating the vision
3. Top management determination
4. Planning and programming
5. Adopting the best practice

The Bottom up approach: the systems
paradigm:- This paradigm views organization as
system that get affected by environmental
changes. Also known as the living-system
approach, the organization here is considered to
be a learning organization, with multiple
feedback system.
Characteristics of the system
approaches
Organization need to be studied in relation to
the contextual environmental factors such as
size, technology and leadership patterns.
Organization are composed of several
interdependent subsystems, a change in
one/more parts affect the entire system.
Organization are purposeful and comprise
individuals, groups, teams, structures, systems
and policies
System approach should pursue both
on process and structural intervention
strategies
Process intervention strategies work on changing
peoples behavior, culture, attitudes,
interpersonal and inter-group interaction, as well
as organizational communication styles and flow
of information.
Structural intervention strategies target changing
the components of organizational system such as
the organization and job design, reward systems,
performance management systems and
accounting control systems.
Models have been categorized
depending upon their nature of change
Process- based models- here the focus is on
the actual steps- the how of organizational
change process. It deals with sequence of
steps involved in bringing about change.
Content based model- it deals on the
substance of changes in the organization
Integrated models it focus on the
organizational framework presented which
helps to integrate content and process.
Process based change model- Lewins
Model of change
This model is one of the early models of planned
change.
He states change underlies the modification of
those forces that keep a systems behavior stable.
There are two forces one aiming towards
maintaining the status quo, and the other striving
for change.
When these forces balance each other equally,
the current behavior is maintained, which is
called Quasi stationary equilibrium.
In this model organizational change affect
three levels-
Individual level- (change affecting individuals
attitude, beliefs, values, skill and behavior).
Structure and system level- change affecting
incentive system, information system.
Organizational climate- change affecting
leadership style, interpersonal relationships,
decision- making.
Current state
Restraining Forces
Driving forces
unfreeze
Change/move
Refreeze
Desired State
Process model of organizational
change
Unfreezing
It involves reducing forces that maintain the
organizations present behavior
The purpose of unfreezing is to heighten the
awareness of employees about discrepancies
currently prevailing in their behavior, the
system and organizational climate and attune
them to the needs for change.
Change/Move
This refers to the shift in behavior to a new
level resulting in the development of new
behaviors, values and attitudes in individuals
through changes in organizational structure
and processes.
Organizational change may include
restructuring, change of roles and change of
jobs.
Refreeze
This is the stage where the organization
stabilizes and achieves a new state of
equilibrium and a preferred behavior
It is often accomplished through the use of
various support mechanisms.
Planning Model
Exploring Entry Diagnosis
planning
Action
Stabilization
and
Evaluation
Termination
Model of Change management
Process
Galpin proposed the model of change
management process which provides guidance
for successful implementing change.
In his level a successful organization change effort
must target two levels- the strategic level and the
grassroots level.
Strategic change refers to the up-front initial
effort involving executives, senior managers, a
small cadre of employees and often consultants
who provides an outside view. This change is
broad and involves two primary goals- technical
or analytical.
Grass root change is the effort that drives
change deep into an organization by stressing
implementation at the local level.
The primary goal is to implement and sustain
desired change..
Difference between
Strategic change
Leadership- Top management
Infrastructure- a select few
Diagnostics- the entire
organization
Comparison points- external
benchmarking and best
practices to internal
Training- Assessment of needs,
some design and delivery
Grass root change
Leadership- local management
Infrastructure- management
employee and the masses
Diagnostics- specific sites
Comparison points-
implementation of the best
practices
Training - Assessment of
needs, and extensive design
and delivery.

1. Stages: Establishing the need for
change
This stage involves identify and articulating
the need to change so as to help people
understand why changes are required.
Gathering the supporting facts, advocating
and defining the need for change helps in
underlining the reasons for change.
2. Developing and disseminating a
vision of the change
This stage is imperative for establishing the
organizations picture as a consequence of a
successful change process. People at this stage
require a clear vision of where the
organization seeks to go, and hence the vision
needs to be expressed in a way that allows for
all organizational members.

2. Developing vision for
organizational change

Vision quality
improvement
(incremental
change)
Vision Business
Process Redesign
organization wide
step changes
Vision
Organizational
transformation
(organization wide
continuous change
4. Generating change process
recommendations
At this stage ideas are raised to improve,
eliminate, combine and develop new
processes. Employees should be involved to
add to the creativity through participation in
written survey, interviews or focus groups,
thereby reinforcing the process of grassroot
change.
3. diagnosing/analyzing the
current situation
The current processes of the organization are
analyzed and diagnosed and the observation
are compared with the desired change as per
vision. With the help of numerous techniques
and tools, this stage may be accomplished and
is characterized by broad applications of
various diagnostics ( cost benefit analysis,
cycle time)
5.Detailing recommendations
This stage includes consideration of details
such as cost, hardware and software
availability, and training needs. Here merits of
the idea are evaluated on the basis of their
cost effectiveness, implementation time and
technology availability.

6.Pilot testing
Grassroot changes become essential since
improvements are tried out within the
organization. Pilot testing might not
encompass the entire process but is often
useful in fine tuning improvements before
making organization- wide change
7.Measuring, reinforcing and
refining change
This stage involves consolidating the grassroot
changes through measurement,
reinforcement and refinement in order to
achieve the intended results. Refinements are
based on obtaining feedback and are essential
for enhancing the effectiveness of
implemented change and achieving the
desired results.

Integrative Model for Planned Change

Exploration
Phase
Planning
Phase
Action
Phase
Integration
Phase
Checking
preparedness
of the
organization
for change
Diagnosis of
the problem,
designing
action plan
Implementati
on of change
with focus on
transition
Consolidation
& integration
of initiative in
orgn.
Content based Model
It focus on the substance of changes in the
organization.
The Dissipative Equilibrium model of the
organization
This model was proposed by Hunt who viewed
organization as rational action system which is
characterized by system variables and
effectiveness variables. Each orgn system is
designed to achieve certain objectives, whose
attainment is measured in terms of
effectiveness on certain parameters.
Effectiveness
Variable
Technical
system
Informal
structure
Individual
variable
Formula
structure
System Variables
Environment
Pressure
Output
Input
Effectiveness Variables
Achievement
Cooperation
Destructive Conflict
Need Satisfaction
Need Dissatisfaction