ORGANIZATION DEVELOPMENT
MODELS, THEORIES AND FRAMEWORKS
5 STAGES MODEL OF ORGANIZATION DEVELOPMENT
- Stage 1: anticipate the need for change
- Stage 2: develop the practitioner-client relationship
- Stage 3: the diagnostic phase
- Stage 4: action plans, strategies and techniques
- Stage 5: self-renewal, monitor and stabilize
APPRECIATIVE INQUIRY (AI) MODEL: (APPROACH FOR RESEARCH PROJECT)
Uses a positive approach based on expectation research. Core idea is that we behave according to our
expectations → positive expectations can drive to desirable outcomes.
Follows a cyclical process:
- Discovery: appreciating what gives life to a system, understanding what is
going well
- Dream: imagining opportunities for improvement and future possibilities
- Design: innovating and shaping the ideal organization, dreams developed
into projects
- Destiny: delivering on commitments and creating sustainable change,
ongoing empowerment and learning.
FORMS OF ORGANIZATIONAL ADAPTATION
management model that categorizes different types of management styles
based on the environmental stability (hyperturbulent – stable) and adaptive
orientation (low – high)
- Reactive management: hyperturbulent, low
- Renewing transformational management: hyperturbulent, high
- Sluggish thermostat management: stable, low
- Satisficing management: stable, high
DIAGNOSTIC MODELS
ANALYTICAL MODEL (DIFFERENCE -INTEGRATION MODEL)
Relations among departments, the more departments an organization has, the more difficult it is to
integrate the job they have to do.
, SOCIOTECHNICAL SYSTEMS MODEL (ERIC TRIST TAVISTOCK INSTITUTE )
A social system consisting of the network of interpersonal relationships and a technological system
consisting of the task activities and tools used to accomplish the organization’s purpose. These two
systems are interrelated and interdependent. → The diagnosis determines how they interrelate, with
emphasis on the feedback or lack of feedback between the various subsystems.
FORCE-FIELD ANALYSIS MODEL (KURT LEWIN, TAVISTOCK)
Organizational behavior is a dynamic balance of forces working in opposite directions.
- Restraining forces: put pressure on the organization not to change
- Driving forces: put pressure on the organization to change
If forces for and against change are equal, the result is equilibrium and the
organization remains stable
LIFECYCLE OF RESISTANCE
- Phase 1: only a few people who see the need for change and take reform seriously.
- Phase 2: forces for and against the change become visible, change is discussed and more
thoroughly understood by more members.
- Phase 3: direct conflict and showdown between the forces for and against change.
- Phase 4: possibility that resisters will mobilize enough support.
- Phase 5: resisters to change are as few and as alienated as advocates were, actual conflict is more
subtle.
KÜBLER-ROSS CHANGE CURVE
Psychological model that describes the emotional stages people
go through when experiencing change.
- Phase 1: denial, resist or ignore the change
- Phase 2: frustration, recognition that things are different
- Phase 3: depression, low mood, lose motivation
- Phase 4: experiment, exploring new ways of working
- Phase 5: decision, learning to work with new situation
CHANGE MODEL
The larger the area, the greater the resistance to change
1. Minor change, minor impact on culture: Low resistance, high chance
of success
2. Minor change, major impact on culture: Some resistance, moderate
chance of success
3. Major change, minor impact on culture: Some resistance, moderate to
high chance of success
4. Major change, major impact on culture: High resistance, low chance
of success
MODELS, THEORIES AND FRAMEWORKS
5 STAGES MODEL OF ORGANIZATION DEVELOPMENT
- Stage 1: anticipate the need for change
- Stage 2: develop the practitioner-client relationship
- Stage 3: the diagnostic phase
- Stage 4: action plans, strategies and techniques
- Stage 5: self-renewal, monitor and stabilize
APPRECIATIVE INQUIRY (AI) MODEL: (APPROACH FOR RESEARCH PROJECT)
Uses a positive approach based on expectation research. Core idea is that we behave according to our
expectations → positive expectations can drive to desirable outcomes.
Follows a cyclical process:
- Discovery: appreciating what gives life to a system, understanding what is
going well
- Dream: imagining opportunities for improvement and future possibilities
- Design: innovating and shaping the ideal organization, dreams developed
into projects
- Destiny: delivering on commitments and creating sustainable change,
ongoing empowerment and learning.
FORMS OF ORGANIZATIONAL ADAPTATION
management model that categorizes different types of management styles
based on the environmental stability (hyperturbulent – stable) and adaptive
orientation (low – high)
- Reactive management: hyperturbulent, low
- Renewing transformational management: hyperturbulent, high
- Sluggish thermostat management: stable, low
- Satisficing management: stable, high
DIAGNOSTIC MODELS
ANALYTICAL MODEL (DIFFERENCE -INTEGRATION MODEL)
Relations among departments, the more departments an organization has, the more difficult it is to
integrate the job they have to do.
, SOCIOTECHNICAL SYSTEMS MODEL (ERIC TRIST TAVISTOCK INSTITUTE )
A social system consisting of the network of interpersonal relationships and a technological system
consisting of the task activities and tools used to accomplish the organization’s purpose. These two
systems are interrelated and interdependent. → The diagnosis determines how they interrelate, with
emphasis on the feedback or lack of feedback between the various subsystems.
FORCE-FIELD ANALYSIS MODEL (KURT LEWIN, TAVISTOCK)
Organizational behavior is a dynamic balance of forces working in opposite directions.
- Restraining forces: put pressure on the organization not to change
- Driving forces: put pressure on the organization to change
If forces for and against change are equal, the result is equilibrium and the
organization remains stable
LIFECYCLE OF RESISTANCE
- Phase 1: only a few people who see the need for change and take reform seriously.
- Phase 2: forces for and against the change become visible, change is discussed and more
thoroughly understood by more members.
- Phase 3: direct conflict and showdown between the forces for and against change.
- Phase 4: possibility that resisters will mobilize enough support.
- Phase 5: resisters to change are as few and as alienated as advocates were, actual conflict is more
subtle.
KÜBLER-ROSS CHANGE CURVE
Psychological model that describes the emotional stages people
go through when experiencing change.
- Phase 1: denial, resist or ignore the change
- Phase 2: frustration, recognition that things are different
- Phase 3: depression, low mood, lose motivation
- Phase 4: experiment, exploring new ways of working
- Phase 5: decision, learning to work with new situation
CHANGE MODEL
The larger the area, the greater the resistance to change
1. Minor change, minor impact on culture: Low resistance, high chance
of success
2. Minor change, major impact on culture: Some resistance, moderate
chance of success
3. Major change, minor impact on culture: Some resistance, moderate to
high chance of success
4. Major change, major impact on culture: High resistance, low chance
of success
