Planned change and organizational development

Planned Change

Lewin's model of planned change begins with breaking the equilibrium state. This helps to overcome individual resistance and group conformity (Kritsonis, 2004). Following on this step, a new target objective for the organization should be identified -- a new equilibrium for the organization. Once the new equilibrium is achieved, the organization freezes its behaviors. This cycle is repeated as needed.

The action research model follows Lewin's model but adds elements of prediction to it. The changes needed in Lewin's model are reactionary. In action research, management is constantly analyzing the underlying causes of problems so that future problems can be anticipated. It is through this understanding that the change process can be driven. The result of action research is a more proactive approach to organizational change that addressing the underlying causes of problems rather than surface-level symptoms. Another difference is that action research views organizational change as cyclical in nature, whereas Lewin views it as sporadic.

The positive model focuses on change that is positive, rather than a response to a challenge. The long-term objective is borrowed from Lewin's work, but the proactive approach from action research is applied to making change to do things better, rather than simply in response to or anticipation of negative stimulus.

2. The Organizational Development Portal (2010) defines organizational development as "changing people and organizations for growth." OD is relevant in today's marketplace because the environment is subject to constant change. For organizations to not only succeed today but to continue to succeed in the future, they must constantly analyze the external environment with respect to how the expected changes in that environment will impact the firm. Management can then make the necessary adjustments to organizational culture, team dynamics and talent management to ensure future success.

The technological environment might be the most important environmental factor for organizational development going forwards. In particular, advances in communication have increased the pace at which business operates today. In addition, the increase in communication speed and intensity has resulted in the evolution of the knowledge economy. When a company's success depends almost wholly on its knowledge base, organizational development becomes critical to the company's success.

This is because organizational development places specific emphasis on the human resources and organizational culture functions. Talent must be attracted, retained and shepherded in order to achieve long-term success in an information economy. Companies that do not have plans in place to help them foster strong organizational development will struggle to meet the requirements of the information economy as they will lose key people, fail to attract talent, or will have cultures that are incongruent with the dynamism in today's economy.