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One of the foundational definitions in the field of organizational development (aka OD) is planned change: . According to Beckard defines that “Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
Figure 1: Systems Model of Action-Research Process. Lewin's description of the process of change involves three steps: [22] "Unfreezing": Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change. "Changing": The situation is diagnosed and new models of behavior are explored and tested.
This model of change, developed by Lewin, was a simplistic view of the process to change. This original model "developed in the 1920s and fully articulated in Lewin's (1936a) book Principles of Topological Psychology" [8] paved the way for other change models to be developed in the future.
Appreciative inquiry (AI) is a model that seeks to engage stakeholders in self-determined change.According to Gervase Bushe, professor of leadership and organization development at the Beedie School of Business and a researcher on the topic, "AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement ...
Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
In psychology, the I-change model [1] [2] or the integrated model, for explaining motivational and behavioral change, derives from the Attitude – Social Influence – Self-Efficacy Model, integrates ideas of Ajzen's Theory of Planned Behavior, [3] Bandura's Social Cognitive Theory, Prochaska's Transtheoretical Model, [4] the Health Belief Model, [5] and Goal setting [6] theories.
Visual representation of the model [1]. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.
The purpose of this step is to embed the changes and ensure sustainability, this is sometimes referred to as making the change 'stick'. Control is the final stage within the DMAIC improvement method. In this step, the following processes are undertaken: amend ways of working, quantify and sign-off benefits, track improvement, officially close ...