ACTION RESEARCH MODEL

& KURT LEWIN CHANGE

MODEL

UNFREEZING

Creates the motivation to change

Encourages the replacement of old behaviors and attitudes with those

desired by management
Entails devising ways to reduce barriers to change
Introducing the information that shows discrepancies
in behaviors expected and exhibited
It is done through a process of psychological
disconfirmation

CHANGING/MOVING
Provides new information, new behavioral
models, or new ways of looking at things
Helps employees learn new concepts or points
of view
Role models, mentors, experts, benchmarking
results, and training are useful mechanisms to
facilitate change
Intervening in the system through changes in
organizational structures and processes.

REFREEZING
Helps employees integrate the changed behavior
or attitude into their normal way of doing things
Positive reinforcement is used to reinforce the
desired change
Coaching and modeling help reinforce the stability
of change
Having proper reward system can help and making
the culture more adaptive in nature

THE ACTION RESEARCH MODEL

THE BASIC INTERVENTION MODEL THAT RUNS THROUGH
OD IS THE ACTION RESEARCH MODEL.
IT IS CYCLICAL IN NATURE.
THIS MODEL CONSISTS OF 3 STEPS NAMELY:
# DIAGNOSIS
# ACTION
# PROCESS MAINTENANCE

PROBLEM
IDENTIFICATIO
N

CONSULTATIO
N WITH
BEHAVIORAL
SCIENCE
EXPERT

DATA
GATHERING &
PRIMARY
DIAGNOSIS

JOINT ACTION
PLANNING

JOINT
DIAGNOSIS

FEEDBACK TO
CLIENT
GROUP

ACTION

DATA
GATHERING
AFTER ACTION

1. DIAGNOSIS
IT IS BASED ON VALID INFORMATION ABOUT THE STATUS ,
CURRENT PROBLEMS, OPPORTUNITIES AND EFFECTS OF
ACTIONS AS THEY RELATE TO GOAL ACHIEVEMENT.
DIAGNOSIS EMPLOYS DATA COLLECTION AND DATA
ANALYSIS.
THE ACTIVITY OF DIAGNOSIS IS DESIGNED FOR TWO
PROPOSES:
KNOW THE STATE OF THINGS.
EFFECTIVENESS OF ACTIONS.

DIAGNOSIS
STATE OF THINGS INCLUDE:
VARIOUS SUBSYSTEMS IN THE FORM OF TEAMS OR
ORGANIZATIONAL STRUCTURE THAT MAKE UP THE
ORGANIZATION.
ORGANIZATIONAL PROCESS INCLUDES DECISION
MAKING, COMMUNICATION PATTERNS AND
INTERPERSONAL RELATIONSHIPS, MANAGEMENT OF
CONFLICT, SETTING OF GOALS AND PLANNING
METHODOLOGY.

2. ACTION
AFTER THE DATA COLLECTION AND DIAGNOSIS BY THE OD
PRACTITIONER , A FEEDBACK IS GIVEN TO THE CLIENT
GROUP WITH THE ACTION PLAN. THE PRACTITIONER
DISCUSSES THE FINDINGS , PLANNING COLLABORATIVE
ACTIONS AND IMPLEMENTING PROPOSED SOLUTIONS.
ACTION TAKES PLACE THROUGH INTERVENTIONS- SETS OF
STRUCTURED PATTERNS OF ACTIVITIES IN WHICH THE
TARGET UNIT OR GROUP ENGAGES INTO ACTIVITIES
RELATED TO ORGANIZATIONAL IMPROVEMENT.

ACTION
THE ACTION PLAN CAN BE IMPLEMENTED IN TWO
WAYS:
IT CAN START FROM ONE SUBSYSTEM AND THEN
SPREAD TO THE WHOLE ORGANIZATION.
IT CAN START FOR THE WHOLE ORGANIZATION
AND THEN CONCENTRATES TO INDIVIDUAL
SUBSYSTEMS.

TYPES OF INTERVENTIONS
Individual
Intervention

Team

Intergroup

Organization

Training

Team building

Third Party
Intervention

MBO

Coaching

Process
Consultation

Organization
Mirror

Survey
Feedback

Mentoring

Quality circles

Process
Consultation

Quality of Work
Life

Self study

Role negotiation

Goal Setting

Managerial grid

Role analysis

Changing
Organizational
Culture

3. PROCESS MAINTENANCE
EFFECTIVENESS OF THE ACTION PLAN AND PERIODICAL
RENEWAL OF THE PROCESS.
THIS PHASE CONSISTS OF ACTIVITIES TO MONITOR
EFFECTIVENESS OF THE INTERVENTIONS BY RECEIVING
FEEDBACK ABOUT THE CHANGES INTRODUCED, MAKING
MODIFICATIONS.
IT IS ALSO CONCERNED WITH ENSURING THAT THE CLIENT
SYSTEM IS ENABLED TO MAINTAIN THE CHANGED SYSTEM
WITHOUT THE SUPPORT OF THE CONSULTANT.

SUCCESSFUL CHANGE:

THANK YOU!!!!
QUESTIONS????