OCD Project Paper
Literature Review
- Suitable OCD model (Ahmed)
- General things (Ahmed) (explanations of the model)
The pace of global, economic, and technological development makes change an inevitable feature of organisational life. Organisations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes (T G Cummings and C G Worley, p23).
A number of theories or models are used to explain the approaches used in implementing planned change. According to T G Cummings and C G Worley, these various theories describe the different stages through which planned change may be effected in organisations and explain the temporal process of applying OD methods to help organisation members manage change. The paper therefore looks at some of the many models of change in the following paragraphs. On the outset, it must be stated hat there are many differences to each of these models. But there are also many similarities among the models. An organisation can choose any one of them or a hybrid of a number of them, depending on the organisation’s or OD practitioner’s judgement.
1) Lewin’s change model
Lewin's Change Management Model was created in the 1950s by a psychologist named Kurt Lewin. According to Lewin, there are three stages of change, namely: unfreezing, transition or moving, and refreezing. The majority of people tends to stay within certain safe zones and is hesitant of change (Syque, 2007). These people tend to become comfortable in this unchanging environment and become uncomfortable when any change occurs, even if it is a minor one (Syque, 2007). In order to overcome this frozen state, there is need to initiate an unfreezing period, which is done through motivation (Mind Tools, 2007). Unfreezing can also be done through a process called ‘psychological disconfirmation’ which involves... [continues]
Literature Review
- Suitable OCD model (Ahmed)
- General things (Ahmed) (explanations of the model)
The pace of global, economic, and technological development makes change an inevitable feature of organisational life. Organisations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes (T G Cummings and C G Worley, p23).
A number of theories or models are used to explain the approaches used in implementing planned change. According to T G Cummings and C G Worley, these various theories describe the different stages through which planned change may be effected in organisations and explain the temporal process of applying OD methods to help organisation members manage change. The paper therefore looks at some of the many models of change in the following paragraphs. On the outset, it must be stated hat there are many differences to each of these models. But there are also many similarities among the models. An organisation can choose any one of them or a hybrid of a number of them, depending on the organisation’s or OD practitioner’s judgement.
1) Lewin’s change model
Lewin's Change Management Model was created in the 1950s by a psychologist named Kurt Lewin. According to Lewin, there are three stages of change, namely: unfreezing, transition or moving, and refreezing. The majority of people tends to stay within certain safe zones and is hesitant of change (Syque, 2007). These people tend to become comfortable in this unchanging environment and become uncomfortable when any change occurs, even if it is a minor one (Syque, 2007). In order to overcome this frozen state, there is need to initiate an unfreezing period, which is done through motivation (Mind Tools, 2007). Unfreezing can also be done through a process called ‘psychological disconfirmation’ which involves... [continues]
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