General Model of Planned Change

The world is constantly changing in various ways. Both technical and cultural changes are realistic and inevitable. Organizations are not affected by change. In fact, an organization must change the world and society in order to succeed. In order to win a competitive advantage and meet customer needs, the organization needs to continuously integrate changes. The organization learns and grows using change. However, the changes are not likely to occur overnight in the organization.

What is the general pattern of planned changes? There is a general model for plan change. The model was introduced by Cummings and Worley in 1993. This model consists of four main steps executed in the forward direction. These steps are the process of input and contact, diagnosis, planning and implementation, and evaluation and institutionalization. First of all, at the stage of enrollment and sign-up, let the planning manager of the organization decide whether a planned change plan is necessary. The administrator needs to define several resources for this change process. Management needs to identify consultants who will carry out the change process and present issues and symptoms with a clear statement of organizational problems. (Miriam · Y · Lacey)

Three theories of planned changes in the above organization - Lewin's transformation model, behavioral research model, and modern adaptation to behavioral research models - propose a general framework for program change. This framework explains the four basic activities that practitioners and organizations work together in the development of the organization. The arrows connecting the various activities in the model represent a typical series of events ranging from entry and reduction to diagnosis, planning and implementation change, evaluation and institutional change. The boundary of the relevant activities highlights that changes in the organization are not simple and linear processes, but rather involve considerable duplication and feedback between activities.

There are some differences between the three models. For example, Lewin's model is different from other models because it focuses on the general process of planning changes rather than organizational development activities. In addition, Lewin's model is consistent with the action research model, attendance level of participants, and high attention to change. They are also more interested in organizational mistakes than the company's main opportunities. (Harbor Stevenson)