Practicing Organization Development, 5th Edition

CHAPTER THREEChange Process and Models

William J. Rothwell Jong Gyu Park and Wesley E. Donahue

Amodel for change represents the general steps in initiating and implementing a change process, grounded in solid research and theory. Managers and consultants, demonstrating OD practitioner competencies, should use a change model as a compass to guide the change effort. This chapter reviews 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 regarded as a philosophy, model, and process. Like any change model, action research simplifies the complex activities necessary for a participative, engaging, and empowering change effort. The model guides consultants in facilitating change, offering a process for consultant and client to inquire and decide on required change jointly. It helps consultants track progress and direction. Although depicted in various ways, action research models share common characteristics. Figure 3.1 illustrates a general model of action research.

Action research is also a process of continuing events and actions. French and Bell (1990) defined it as “The ...