W1 - Chapter 2 The nature of planned change

Question 1

What is Lewin’s change model?

Answer 1

Lewin’s model sees behavior as a result of two forces: those maintaining the status quo and those pushing for change.
Change is more effective when reducing forces holding the status quo.
3 processes:
1. Unfreezing: reducing the forces
2. Moving: shifts the organization’s behavior
3. Refreezing: this step stabilizes the organization at a new state of equilibrum

Question 2

What is the action research model?

Answer 2

It’s based on a more problem-solving approach, where the goal is to find and address the organization’s issues by understanding what’s wrong and making changes:

1. Problem identification
2. Consultation with a behavioral expert
3. Data gathering and preliminary diagnosis
4. Feedback to a key client or group
5. Joint diagnosis of the problem
6. Joint action planning
7. Action
8. Data gathering after action

Question 3

The positive model

Answer 3

It uses a process called Appreciative Inquiry (AI), which looks at what the organization is already doing well

1. Initiate the Inquiry: Identify the area for change.
2. Inquiry into Best Practices: Explore what’s working well.
3. Discover the Themes: Find common patterns and values.
4. Envision a Preferred Future: Imagine a better future and challenge the status quo.
5. Design and Deliver Ways to Create the Future: Create and implement plans to achieve the envisioned future.

Question 4

General model of planned change

Answer 4

1. Entering and Contracting
   - Helps the organization decide if it wants to engage in change and commit resources
2. Diagnosing
   - The organization studies itself to understand what problems need solving
3. Planning and implementing change
   - Human process interventions: work on individual, groups, and the whole system
   - Structure and technology interventions: change how the organization is built and operates
   - Human resources interventions: focus on improving people’s performance and well-being
   - Strategic interventions: align the organization’s structure and processes with its business strategy
4. Evaluating and insitutionalizing change: assess the results of the change and ensure it lasts long-term

Question 5

Planned change activities can be guided by information about

Answer 5

• What can be changed in the organization (e.g., structure, processes, or behavior).
• What you hope to achieve by making those changes (e.g., better performance, more efficiency).
• How the changes will lead to those results (e.g., new strategies or better communication).
• What factors are needed for the change to succeed (e.g., support from leadership, proper resources).