Organizational Change Chapter 7

Alderfers review of org. change research

concluded that the litereature was showing signs of more rigor and vigor. no particular framework

faucheux et. al reviews of org change research

concluded that friedlander and brown's model of human processes outcomes was unsubstanted

review of org change research

they used an open-system framework. they concluded that technostructural change research was more definitive than human processual research

beer and walton found problems w/ using the normal science approach:

it studied onlt isolated and episodic events, it involves the users in the study

svyantek and brown propose two nonlinear concepts to explain

phase space- depicting multiple behavoiral meausrements over time. attractors- 2 primary history and cultural

order of change first and second

1. planned- developmental unplanned-evolutionary 2. planned- transformational unplanned- revolutionary

porras model

elaborates on the input-transformation-output model

adequate theories include:

1. what (constucts) 2. how (linkages) 3. why (conceptual assumptions) 4. where/when (temporal and contextual factors)

cognition is necessary for envisioning the future, but

behavior is the focus of change

weick and quinn continous change model

freeze-rebalance-refreeze

freeze

means to find reinforce the daily patterns

rebalance

means to reduce barriers to daily patterns so continous change can flow more freely

unfreeze

means to innovate ways of ensuring continuous change