Communication Planning

• Planned change: a purposeful and intentional effort to bring about modifications, improvements, or transformations within an organization/community. it involves a systematic and structured approach to address specific issues or achieve particular objectives. This type of change is typically initiated with a clear understanding of the need for change and a well-thought-out strategy for implementing it.
• Lewin’s Model of Planned Change in Organization Development: the basis for comprehending organizational change. increasing the factors that trigger a change in the organization/community while reducing the forces that preserve the existing status of the organization/community. This reduces the resistance to change.
• Unfreeze: (Prepare for the desired change). Companies work to loosen current norms and procedures to prepare for change. Change leaders should find ways to improve the company’s preparedness for change. Involves reducing the factors which maintain the existing organizational behavior at the current level
• Change: (Implement the desired change). Companies introduce a new strategy and implement it. Management support and communication are critical to keep employees motivated and focused. In this step, there is a displacement of existing organizational community, culture, innovation strategy, and individual or department to a different level. It also involves interfering in the present system to relevant organizational develop change.
• Freeze: (Solidify the desired change). The third step solidifies the “new normal” and encourages reflection on how to sustain the change. Stabilization of the organizational equilibrium occurs. Supporting mechanisms and procedures are used to achieve refreezing, which forces the new organizational state. These are the forces that gradually become regular, and the cycle continues.
• Action Research Organization development and change model

  Planned change in organizational development is a cycle, and the action research model focuses on the planned change as a cycle; is problem centered, client focused, and action oriented
• Action Research Organization development and change model

  1. Involves the client system and an OD change agent

  2. Conducting a diagnostic, active-learning, problem-finding, and problem-solving process

  3. Collaborating to identify and prioritize specific problems

  4. Analyzing data to find the root causes

  5. Developing action plans for coping with problems realistically and practically
• Change agentin Action Research


  • Usually an outside person, who is involved in the total change process, from diagnosis to evaluation
  • Contracts with the sponsoring organization to engage in organizational research
  • Differs from a typical change agent who is called in to make a specific change
• The action research model provides a scientific methodology for managing planned change
• ADKAR model of change: practical answer to effective change management for individuals and organizations. The model is developed from a study of 900 organizations across 59 countries over a 14-year period, carried out by the US research organization (Prosci). The model is simple to learn, makes sense, and focuses on the actions and outcomes required for change. While many change management projects focus on the steps necessary for organizational change, it emphasizes that successful organizational change occurs only when each person is able to transition successfully.
• ADKAR Model: This model, developed by Jeff Hiatt, and first published in 2003, focuses on 5 actions and outcomes necessary for successful individual change, and Hiatt refers to each of these five actions as building blocks for successful individual change, therefore organizational change.
• (A) Awareness of the need for change.
• (D) Desire to support the participate in the change.
• (K) Knowledge of how to change.
• (A) Ability to implement the change.
• (R) Reinforcement to sustain the change
• The Planning Process: Step 1. Assess and analyze the situation: What is the current program/project situation? Step 2. Define the communication situation: What are the communication-related gaps or problems? Step 3. Analyze the program/project participants: Who are the intended program/project participants? Step 4. Identify existing and potential channels of communication: How do families and communities communicate with each other and with others outside of their community?