(Planned change is deliberate, rather than being a sudden adaptation to new circumstances.

Planned
change is calculated and is not threatening as in this the future state is being chosen consciously).
Planned change is also regarded as the developmental change which is implemented with the objective
of improving the present ways of operation and to achieve the pre-defined goals.
(Example) The introduction of employee welfare measures, changes in the incentive system, introduction
of new products and technologies, organizational restructuring, team building, enhancing employee
communication as well as technical expertise fall under the category of Planned Change.

Steps in Planned Change in Organizational Development

Once business leaders commit to planned change in organizational development, they need to create a
logical step-by-step approach to accomplish the objectives. Planned change requires managers to follow
an eight-step process for successful implementation, which is discussed below:

Identify the need for change

Identifying or recognizing the need for change happens at the top management level or in peripheral parts
of the organization. The change may be necessitated due to internal or external forces, and the senior
management team determines it.

Develop goals of the change

it is important to note that you need to determine why the change is necessary before any action is taken.
The goals that change need to be defined before starting the planned change in organizational
development. Both business opportunities and problems must be evaluated. Then it is important to define
the needed changes in terms of culture, structure, technology, products, and services.

Appoint a change agent

As the name implies, the change agent is the person who takes leadership responsibility to oversee and
implement the planned change in organizational development. He may be selected from the management
team or externally. The change agent must realize the need for organizational development & change, be
it a product, service culture, or other areas. He should be open to new ideas, Creativity & Innovation, and
supportive of implementing those ideas into actual practice.

Analysis of the organization’s current state

in this step, the change agent gathers data to analyze the organization’s current state. This data gathering
has only one sole intention: to prepare existing employees for organization change and development.
Preparing employees for this planned change requires direct and forceful feedback about the negatives of
the organization’s current state compared to the desired future state. It also involves sensitizing
employees and stakeholders about the need for the planned change. This will motivate them to overlook
the organization’s current deploring state and adopt the new planned change.

Select the implementation method

This step requires deciding on the best way to bring about organization development and change
cummings. Different possible methods of implementation will be presented. Once all the queries are
solved, the chosen plan is selected for implementation. Managers and business leaders must ensure that
they are open and self-motivated towards change. They understudy organizations that have implemented
new ideas, talk to people with different views and ideas, and use external performance standards such as
competitors’ progress.

Developing a plan
As the name implies, thorough planning takes place in this step. This phase also determines the when,
where, and how of the plan, otherwise known as the specifics of the plan. The plan acts like a road map
or GPS map, providing direction for the organization. It considers specific events and activities that must
be integrated to produce the planned change. It also delegates responsibility for each of the goals and
objectives.

Implementation of the selected plan

There could be multiple plays and innovation strategies in the entire process, some of which may be
rejected or selected. After much deliberation and the right questions answered, the selected plan is
implemented. Day-to-day problems faced by employees during the implementation of change can dilute
the excitement of the change. It is the responsibility of business leaders and managers to maintain the
excitement for the change by providing the required resources for the employees. They can also
encourage the employees to develop new skills and reiterate the change by having a strong support
system for those employees who drive the change in their teams.

Follow-up and evaluation

During this step, managers and business leaders must compare the results to the established goals in
step 4. Therefore, it is important to sincerely determine whether the goals were met. If necessary, a
complete follow-up should be done to determine the completion since a positive result is expected by
implementing a planned change in organizational development.

Benefits of Organization Development and Change

Increasing productivity and efficiency comes with many benefits. One of the best ways to encourage
positive results in these metrics is using a well-thought-out organizational development structure.
Organization development and change are used to equip an organization with the right tools to adapt and
respond positively to changes in the market.

The benefits of organization development and change cummings include the following:

Continuous development
Entities that participate in organizational change & development continually develop their digital business
models. Organizational development creates a constant pattern of improvement in which strategies are
developed, evaluated, implemented, and assessed for results and quality.

Increased vertical and horizontal communication

One considerable merit of organizational development is effective communication, interaction, and
feedback in an organization. An effective communication system aligns employees with the company’s
core values, objectives, and goals. An open communication system enables employees to understand the
importance of change in an organization. Active organizational development increases communication in
an organization, with feedback shared continuously to encourage improvement.

Employee growth
Organization development and change emphasize effective communication, which is used to encourage
employees to effect necessary changes. Many industry changes require employee development
programs. As a result, many organizations are working toward improving the skills of their employees to
equip them with more market-relevant skills.

Increased profit margins

Organization development and change influence the bottom line in many ways. As a result of increased
productivity and innovation, profits and efficiency increase. There is a reduction in overall cost because
the organization can better manage employee turnover. Finally, after the alignment of an entity’s
objectives, it can focus entirely on development and product service quality, leading to improvement in
customer satisfaction.

Lewin’s Organization development and change model

So, Lewin’s change model suggests increasing the factors that trigger a change in the organization while
reducing the forces that preserve the existing status of the organization. This reduces the resistance to
change.

The three steps involved in this model include:

​ Unfreezing: As the name suggests, this step involves reducing the factors which maintain the
existing organizational behavior at the current level. It is named unfreezing because the
existing state is unfrozen here. Unfreezing is sometimes accomplished by the causes of
psychological disconfirmation.
​ Moving: In this step, there is a displacement of existing organizational culture, innovation
strategy, individual or department to a different level. It also involves interfering in the present
system to develop new attitudes and relevant organizational change.
​ Refreezing: In this step, stabilization of the organizational equilibrium occurs. Supporting
mechanisms and procedures are used to achieve refreezing, which forces the new
organizational state.

Kurt Lewin's Organization Development and Change Model is a widely recognized framework for

understanding and managing organizational change. It consists of three main stages: Unfreeze, Change,

and Refreeze. Let's explore each stage with examples and situations:

​ Unfreeze:
● Explanation: In this stage, organizations need to create a sense of urgency and prepare
the ground for change. It involves breaking down the existing mindset and making people
aware of the need for change.
● Examples:
● Financial Crisis: When a company faces a financial crisis due to declining profits,
it can create a sense of urgency among employees and stakeholders to
reevaluate their processes and make necessary changes.
● Market Shift: In a rapidly changing market, an organization might need to
unfreeze by helping employees understand the need to adapt to new customer
preferences or technologies.
​ Change:
● Explanation: Once the organization is unfrozen, it's time to implement the desired
changes. This stage often involves adopting new processes, technologies, or behaviors.
● Examples:
● Technology Implementation: When a company decides to adopt a new software
system to streamline its operations, it involves training employees, modifying
workflows, and ensuring everyone can effectively use the new technology.
● Restructuring: During a merger or organizational restructuring, departments may
be reorganized, and roles may change. Employees must adapt to new reporting
structures and responsibilities.
​ Refreeze:
● Explanation: After the change is implemented, the organization must stabilize and
reinforce the new behaviors and practices. This stage ensures that the changes become
part of the organization's culture and are sustained over time.
● Examples:
 ● Performance Management: If an organization introduces a new performance
management system, the refreeze stage involves ongoing training, feedback,
and reinforcement of the new approach to ensure it becomes ingrained in the
organization's DNA.
● Culture Transformation: When a company seeks to change its culture, it involves
aligning policies, practices, and leadership behaviors with the desired cultural
values. The refreeze stage ensures that the new culture becomes the norm.

● Scenario 1 - Cultural Transformation:

● Unfreeze: Leadership recognizes the need to shift from a hierarchical to a more
collaborative culture, emphasizing transparency and employee empowerment.
● Change: New policies, communication channels, and leadership training are
implemented to support the desired culture.
● Refreeze: The organization recognizes and rewards behaviors aligned with the new
culture, and it becomes an integral part of the company's identity.

Lewin's model emphasizes the importance of managing change as a process that requires careful
planning, communication, and reinforcement to ensure lasting transformation within an organization. It's
adaptable to various situations and provides a structured approach to navigate change effectively.

The work of Kurt Lewin dominated the theory and practice of change management for over 40 years.
However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted
major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was
only suitable for small-scale change projects; ignored organizational power and politics; and was
top-down and management-driven. This article seeks to re-appraise Lewin's work and challenge the
validity of these views. It begins by describing Lewin's background and beliefs, especially his commitment
to resolving social conflict. The article then moves on to examine the main elements of his Planned
approach to change: Field Theory; Group Dynamics; Action Research; and the 3-Step model. This is
followed by a brief summary of the major developments in the field of organizational change since Lewin's
death which, in turn, leads to an examination of the main criticisms leveled at Lewin's work. The article
concludes by arguing that rather than being outdated or redundant, Lewin's approach is still relevant to
the modern world.

LEWIN’S WORK: CRITICISMS AND RESPONSES From the 1980s onwards, as newer perspectives on
organizational life and change have emerged, Lewin’s planned approach has faced increasing levels of
criticisms. This section summarizes the main criticisms and responds to them.
Criticism 1. Many have argued that Lewin’s planned approach is too simplistic and mechanistic
for a world where organizational change is a continuous and open-ended process.

Response: In summary, the main point is to defend Lewin's approach against criticism by highlighting
that he actually had a nuanced understanding of the complex and nonlinear nature of organizational
change, which aligns with some contemporary perspectives, and that his three-step model of change has
parallels in various disciplines.

Criticism 2. Lewin’s work is only relevant to incremental and isolated change projects and is not
able to incorporate radical, transformational change

Response: In summary, the passage argues that Lewin's planned approach to change is not limited to
incremental change but can be adapted to accommodate radical transformations, depending on the
context and the speed at which change is needed. Lewin's focus on behavioral change and his
recognition of the need for incremental adjustments align with the requirements of many change
situations, even those involving significant structural change.

Criticism 3. Lewin stands accused of ignoring the role of power and politics in organizations and
the conflictual nature of much of organizational life.

Response: In summary, the passage argues that the criticism of Lewin's neglect of power and politics in
organizations is unfounded because Lewin's approach inherently addressed these issues. It also
underscores the influential role of Lewin's work in shaping subsequent models and studies of power and
politics in organizations, as acknowledged by scholars in the field.

Criticism 4. Lewin is seen as advocating a top-down, management-driven approach to change and

ignoring situations requiring bottom-up change

Response: In summary, the passage refutes the criticism that Lewin's approach favors a top-down,
management-driven approach to change. Instead, it highlights Lewin's recognition of the importance of
diverse change initiators and the necessity of active and equal participation from all parties involved in the
change process, regardless of their position within the organization. Lewin's approach allowed for
flexibility in terms of who could initiate change.