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Practicing Organization Development: Leading Transformation and Change, 4th Edition by Roland L. Sullivan, Jacqueline M. Stavros, William J. Rothwell

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Chapter ThreeChange Process and Models

William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue

A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.

An Overview of Key Models for Organizational Change

The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model.

The Traditional Action Research Model

Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant ...

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