Characterized by forces operating to maintain stability or equilibrium and by forces pushing for change
Intervention
The program or initiative suggested or implemented by the change agent
Evolutionary change
Continual process of upgrading or improving processes
Revolutionary change
Drastic changes
Change agent
Initiates the change, usually external to the organization, people who enjoy change and often make changes just for the sake of it
Client
Recipient of the change effort
Change resistant
Individuals who prefer to keep things the way they are
Change analysts
Not afraid to change or make changes but want to make changes only if the changes will improve the organization
Receptive changers
People who probably will not instigate change but are willing to change
Reluctant changers
Not instigate or welcome change, but they will change if necessary
Change process
1. Unfreezing
2. Moving
3. Refreezing
Unfreezing
Forces that maintain the status quo are broken down, and the system is opened up for change
Moving
Real organization change begins to happen
Refreezing
Changes become stabilized, and the organization reaches a new level of equilibrium
Action research model
Addresses social problems from both methodological and social perspective
Involves cynical nature, initial research about the organization, and results from the research could be the guide for further activities
Involves sensemaking: what employees do to gain a better understanding of their workplace
Perrow's model
Examines information technology, which refers to all aspects of jobs
The structure of the organization adjusts to the technology
Examines the relationship between various units of the organization
Kotter's change model
Proposed an eight-stage model that essentially broke down Lewin's 3 steps into subcomponents based on common mistakes he saw organizations make when trying to change
Adam Smith's invisible hand theory
Individuals are driven by self-interest and rationality will make decisions that lead to positive benefits for the whole economy
Rational choice theory
Individuals use rational calculations to make rational choices and achieve outcomes that are aligned with their own personal objectives
Peter and Waterman's well-managed model
Aims at formulating a descriptive model of choice which focuses on the expressive character of decision making in the organization
Based on empirical perception of how successful organizations are being run
Vroom-Yetton model
Provides a flowchart that can tell a leader process to go through when deciding