Foundation Organizational Development and Change (ODC) Models

Riann Singh () and Shalini Ramdeo ()
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Riann Singh: The University of the West Indies
Shalini Ramdeo: The University of the West Indies

Chapter 4 in Leading Organizational Development and Change, 2020, pp 99-122 from Springer

Abstract: Abstract In this chapter, ODC models are explored in detail and their usefulness in the field and practice of organizational development (OD) is also evaluated. With the evolution of OD, the need for frameworks to guide the conceptualization, development, implementation, and evaluation of planned change becomes necessary and relevant. A number of OD models emerged over time based on process theory, implementation theory, and some combination of both process and implementation theories. This chapter delves into five popular ODC models, including Lewin’s change model, action research model, John Kotter’s eight-step model, positive model, the general model of planned change, and the socio-economic approach to management. The key tenets of each model are presented, and the usefulness of these models is also critically assessed with examples to illustrate the possible use of these models in the business practice of ODC. The similarities and differences between the models are presented to reinforce the analysis of each model.

Keywords: Change model; Lewin; Field theory; Action research; Appreciative inquiry; Kotter; Positive model; General model; Socio-economic approach to management (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-39123-2_4

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DOI: 10.1007/978-3-030-39123-2_4

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