MODELS OF
AND APPROACHES TO ORGANIZATIONAL CHANGE
Now we have set the backdrop to organizational behaviour and
our assumptions about how things really work, let us now examine ways of looking
at organizational change as represented by the range of models and approaches
developed by the key authors in this field. Table 3.2 links Gareth Morgan’s organizational
metaphors with the models of and approaches to change discussed below.
Table 3.2: Models of change and their associated
metaphors
| |
Metaphor |
|
Model or approach |
Machine |
Political system |
Organism |
Flux and transformation
|
|
Lewin, three-step model |
|
|
|
|
|
Bullock and Batten, planned change |
|
|
|
|
|
Kotter, eight steps |
|
|
|
|
|
Beckhard and Harris, change formula |
|
|
|
|
|
Nadler and Tushman, congruence model |
|
|
|
|
|
William Bridges, managing the transition |
|
|
|
|
|
Carnall, change management model |
|
|
|
|
|
Senge, systemic model |
|
|
|
|
|
Stacey and Shaw, complex responsive processes |
|
|
|
|
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