Strategic Models of OC ( Theories of Planned Change )
There are a number of strategic models available to be used for the purpose of Organizational Change. Some of the models of organizational change are as follows:
1. Lewin’s Model:
➦ This model was developed by Kurt Lewin. It suggests that the need for change and the goals of such a change are recognized and accepted, the management must induce the change process in such a manner that such change is more or less permanent.
➦ To make the change more lasting Lewin proposed 3 phases of the change process viz., unfreezing, movement (changing), and refreezing.
➦ He suggested that managers who are trying to implement change must analyze the balance of driving and restraining forces and then strengthen the driving forces or weaken the restraining forces or use both of them.
2. Lippitt, Watson and Westley’s Model:
➦ According to this model there are three factors which should be taken into account while introducing change i.e. and values internal distribution of power; internal mobilization of energy, and internal communication.
➦ Regarding interaction between internal system and external environment, they suggested correspondence between external and internal reality and values for action and skills and strategy for action.
3. Daltons’ Model:
➦ Daltons’ Model of Organizational Change focuses four major phases and four specific sub-processes of learning. It highlights that the learning process for managers is highly complex.
➦ The process of learning incorporates establishment of new objectives, break of prior societies, an initial threat to self-esteem, increased self-confidence etc.
➦ To implement the change process properly there should be proper distribution of power among managers.
4. Black Mouton, Barnes and Grinder’s Model:
➦ According to this model, organizational change can be only materialized with the selection of proper off-the-job management training and development, team training, on-the-job training, close integration between the functional groups and establishing changes.
➦ It also identifies intermediate styles, such as team leadership and impoverished leadership.
➦ This model emphasizes the importance of balancing concern for both people and tasks in effective leadership, highlighting the need for leaders to adapt their style to different situations to achieve optimal results.
5. Argyris’ Model:
➦ This model focus diagnosis of needs, attitudes, and feelings of the staff. The methods used for purpose of measuring above variables are interviews, the design of survey and questionnaires.
➦ The data so collected are organized and discussed at a seminar. Then the training programs are organized for concerned staff after that revaluation of needs are done.
➦ Here, attempts are made to suggest some structured innovation which were implemented.
6. Welham’s Model:
➦ According to this model, there is an urgent need for understanding both of the context and process of change and their interaction, rather than the content alone.
➦ The elements of content include stakeholder perspectives, social relations between and others affected by a project, informal networks, and procedures. The process elements are power/politics perspective, and cultural perspective.
➦ An understanding of interactions between context and process is necessary because they together form different aspects of same reality.
➦ Several strategic models are available for implementing organizational change, each with its own approach. Lewin’s Model, proposed by Kurt Lewin, emphasizes the importance of recognizing the need for change and setting clear goals.
➦ It outlines a three-phase process: unfreezing, changing, and refreezing. Managers are advised to analyze driving and restraining forces and then strengthen driving forces, weaken restraining forces, or employ both strategies.
➦ Lippitt, Watson, and Westley’s Model focuses on three factors crucial for change: internal distribution of power, mobilization of energy, and communication. They stress the alignment between external and internal realities, emphasizing action based on values and skills.
➦ Daltons’ Model highlights four major phases and four specific sub-processes of organizational change, emphasizing the complexity of managerial learning.
➦ It emphasizes the importance of proper power distribution among managers and highlights learning processes such as setting new objectives and increasing self-confidence.
➦ Black, Mouton, Barnes, and Grinder’s Model emphasizes the role of training and development, team integration, and leadership styles in implementing organizational change.
➦ It underscores the need for leaders to balance concerns for both people and tasks, adapting their style to different situations for optimal results.
➦ Argyris’ Model focuses on diagnosing staff needs, attitudes, and feelings through methods like interviews and surveys, followed by structured training programs based on collected data.
➦ Welham’s Model stresses the understanding of both context and process of change, emphasizing the interaction between stakeholders, social relations, power dynamics, and cultural factors to navigate organizational transformation effectively.
References
- Gaiya, B. O. C. A. (n.d.). GRIN – Theories of Planned Organisational Change. https://www.grin.com/document/385527?lang=en#:~:text=This%20is%20followed%20by%20explanations,model%2C%20and%20the%20positive%20model.&text=Change%2C%20according%20to%20Skringer%20and,multiple%20ways%20of%20implementing%20change.
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