Organizational change occurs when business strategies or major sections of an organization are altered.

It is defined as a
change that has significant effects on the way work is performed in an organization. Organizational change may be
apparent when there is a gap between how the work area is operating and how it should be operating to ensure successful
future growth. Organizational change may be a result of the work area identifying goals that they want to achieve. Change
management is a structured approach to shifting individuals, teams and organisations from a current state to a desired
future state. It is an organisational process aimed at helping employees to accept and embrace changes in their current
business environment. FORMS OF CHANGE Planned Unplanned. Radical Transformational RESISTANCE TO
CHANGE SELF INTEREST FEAR OF THE UNKNOWN FEAR OF LOSS FEAR OF FAILURE POOR COMMUNICATION
DISRUPTION OF INTERPERSONAL RELATIONSHIPS PERSONALITY CONFLICTS INTERNAL AND EXTERNAL POLITICS
CULTURAL ASSUMPTIONS AND VALUES LACK OF TRUST
STRATEGIES FOR MANAGING RESISTANCE TO CHANGE EFFECTIVE COMMUNICATION PARTICIPATION AND
INVOLVEMENT FACILITATION AND SUPPORT LEADERSHIP NEGOTIATION AND AGREEMENT MANIPULATION AND
CO-OPTATION COERCION EFFORTS AT THE GROUP LEVEL Unfreezing is the process which involves finding a
method of making it possible for people to let go of an old pattern that was counterproductive in some way. unfreezing is
necessary to overcome the strains of individual resistance and group conformity. Unfreezing can be achieved by the use of
these three methods. 1.Increase the driving forces that direct behavior away from the existing situation or status quo. 2.
Decrease the restraining forces that negatively affect the movement from the existing equilibrium. 3. Find a combination of
the two methods listed above. MOVEMENT This stage involves a process of change in thoughts, feeling, behavior, or all
three, that is in some way more liberating or more productive. Once team members have opened up their minds, change
can start. The change process can be dynamic and, if it is to be effective, it will probably take some time and involve a
transition period. In order to gain efficiency, people will have to take on new tasks and responsibilities, which entail a
learning curve that will at first slow the organization down. A change process has to be viewed as an investment, both in
terms of time and the allocation of resources: after the new organization and processes have been rolled out. REFREEZING
Change will only reach its full effect if its made permanent. Once the organizational changes have been made and the
structure has regained its effectiveness, efforts should be made to cement them and make sure the new organization
reaches the standard. Re-freezing gives people the opportunity to thrive in the new organization and take full advantage
of the change.
Action research a collaborative effort between the leaders and facilitators of any change and those who have to enact it.
Context bound (real life problems). It involves data gathering, continuous feedback of data to the client group, data
discussion, action planning, and action. Co-generation of knowledge. Therefore, action research is, as its name suggests, a
combination of research and action lead by an internal or external change agent/s.
The steps in Action Research : 1.Entry- finding needs 2.Start-up and contracting-identify critical success factors and
the real issues3.Assessment and diagnosis- collect data in order to find the opportunities and problems 4.Feedback- This two
-way process5. Action planning-consider alternative actions 6.Intervention. - actually carry out the change process. 7.
Evaluation- to verify this success, identify needs.8. Adoption- follow - up by implementing 9. Separation-consultation is
counterproductive.
Lippit, Watson and Westley Model 1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess
the resources and motivation of the change agent. This includes the change agents commitment to change, power, and
stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5.
The role of the change agents should be selected and clearly understood by all parties so that expectations are clear.
Examples of roles are: cheerleader, facilitator, and expert. 6.Maintain the change. Communication, feedback, and group
coordination are essential elements in this step of the change process.7.Gradually terminate from the helping relationship.
OD techniques or interventions for bringing about change:
SensitivityTraining:SurveyFeedback:ProcessConsultation:TeamBuilding:Intergroup Development:Appreciative Inquiry:
Criteria For An Effective OD Intervention .1. Obtaining valid and useful information of relevance to the organisation and
to the change initiative (data gathering and diagnosis)2. Provide the client organisation with alternatives for action: OD
interventions assume that no particular or specified action is automatic, pre-ordained or imposed.3. Build internal
commitment: This is a very important element in OD. The client organisation and its people need to own the choice of
change initiative, and feel responsible for implementing it. Planning the Intervention or Change: Determining the
clients readiness for change: Diagnose and understand the systems openness to and capability for learning. The
need to develop a capacity for appreciative enquiry and double loop learning on the part of organisational members is pivotal
Readiness and the energy to move toward change also stem from organisational members awareness of a difference, a
gap, between the current status of their organisation and what they would like it to be the idea of some improved state.
Linking the change process to the power points in the organisation If the client system is hierarchical in its
authority and decision-making structure, the change process should be managed by the top manager of the system, with full
involvement by his or her key subordinates. Regardless of structure, the intervention should be linked for implementation
to the individuals who are central to the main problems identified in the diagnostic phase Referring to Weisbords six-box
model, if the leadership box is loaded with problems, the intervention should be tied directly to the leadership of the

organisation. If the rewards box is loaded with problems, then the HR specialists should be directly linked with the
intervention3 Arrange for internal resources to help manage the change processIf the primary consultant is from
outside the organisation, an internal consultant should be assigned to the change effort as early as possible, preferably at the
very beginning. In the planning change phase of OD practice, the consultant normally tests the systems readiness for
change. Part of this process involves measuring broad attitudinal readiness for change across the organisation, but another
important part involves bringing on board a number of committed internal change champions. This ensures visible
ownership of the process of change, and helps to ensure that internal energy and expertise are behind the change.
The Change Agents RoleA change agent is an individual or group that undertakes the task of introducing and managing
a change in an organization. Change agents can be either internal or external, and both have advantages and disadvantages.
Internal change agents know the past history of the organization, its political system, and its culture, but may be too close to
be objective or may not have the trust of coworkers. External change agents may have a greater ability to be objective and
impartial, but possess limited information about the organization and may be view with suspicion. HR as Change Agent 1.
Provide impetus for conducting change at every organisational stratum 2. Provide structured framework for change 3. Align
top management with other employees 4. Develop requirements for appropriate organisational agility 5. Identify and
establish workable change management processes 6. Reinforce change management communication as a driver for
attainment of effective change 7. Act as overwhelming influence for successful change differentiating factors between
internal and external consultants External1.Credibility through brand status and previous experience2.Broad business
perspective bringing new ideas3.Limited organisation-specific knowledge, possibly at content level only Not made
here4.Perceived as objective5. Special 6.Low investment in final success 7.Meets clients agenda8.Needs time to understand
the people may misinterpret actions and interpersonal dynamics9. On the clock timed, expensive, rare and
rationedInternal Credibility through history of interactions within the business 2. Deep organisational perspective3.
Understands its culture, language and deeper symbolic actions 4. Perceived as an organisational agent 5. The same 6. High
investment in final success 7. Meets corporate agenda which may not be clients 8. Knows the people, but may have
preconceptions 9. Free, accessible, and available
characteristics of OD 1. Organisational Development is an educational strategy that attempts to bring about a planned
change. 2. Organisational Development relates to real organisational problems instead of hypothetical cases. 3.
Organisational Development uses sensitivity training methods and lay emphasis on the significance of experiment based
training.4. Its change agents are almost external consultants outside of the organisation.5. The external change agents and
internal organisation executives establish a collaborative relationship that involves mutual trust, influence and jointly
determined goals.6. The external change agents are humanists and seek to establish a social and altruistic philosophy within
an organisation.7. The goals that the change agent seeks to achieve through OD tend to reflect human approach and aims
for better conflict resolution, increased understanding and more considerable leadership.8. The required changes in the
organisation are usually the result of some immediate problems but it is a long term approach covering three to five years.9.
It is used to describe variety of change programmes and intends to change the organisational philosophies, attitudes and
skills of people.10. It is a dynamic process that involves considerable investment of money and time11. It is research based
activity and aims at conducting surveys, collection of data and evaluation of the situation12. It works on open and adaptive
system concepts and believes that organisational design and managerial performance are mutually interdependent.