Understanding this model and Its underlying concepts therefore helps us understand why the other change models are effective in overcoming resistance to change, and in creating an environment that is conducive to permanent change. The refreezing process happens once the desired state has been reached. When the desired state Is reached, the forces that are holding this new state In equilibrium are again identified, and now reinforced or “frozen” into place through a variety of actions. 2) Action Research Model The Action Research Model has two major phases.
A preliminary or preparatory phase, and then a cycle phase. * In the preliminary phase, the problem Is first Identified. It refers to the fact that something which needs to be changed, Is identified. * Consultation is then held with a behavioral science expert, for example an ODD consultant, an organizational psychologist, or someone similar who can shed light on typical causes and solutions for such a problem, based on certain existing models. This consultation leads to the planning of a method for diagnosis. Data is then gathered and analyzed, and a preliminary diagnosis is done.
Therefore it does not need a 1 OFF expectation that things could be better. * The first step is therefore simply initiating an enquiry. Often, this enquiry will not be very specific. It could be a team wanting to improve in some area, or it could be an organization identifying that it needs to improve something, e. G. Profitability or market share – but it might not be sure what to change. * The services of an expert, together with research of the organization and other organizations are utilized to identify the things that the organization has done really well, in the past.
It could be compared to a story telling process where organization members tell stories of the things they’d done really well. * These success stories are then analyzed to identify the organization’s major strengths. Themes of strengths are then discovered. * Based on these strengths, the organization designs for itself an ideal future. The organization then designs ways to achieve that future, and implements those plans 4) General Model of Planned Change a) Entering and Contracting: The first set of activities in planned change concerns entering and contracting.
Those events help managers decide whether they want to engage further in a planned change program and to commit resources to such a process. Entering an organization involves gathering initial data to understand the problems facing the organization or the positive opportunities for inquiry. Once this information is collected, the problems or opportunities are discussed with managers and other organization members to develop a contract or agreement to engage in planned change.
The contract spells out future change activities, the resources that will be committed to the process, and how ODD practitioners and organization members will be involved. B) Diagnosing: In this stage of planned change, the client system is carefully studied. Diagnoses can . Focus on understanding organizational problems, including their causes and consequences, or on identifying the organization’s positive attributes. The diagnostic process is one of the most important activities in ODD. C) Planning and Implementing Change: