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1 The chapter lists a number of models for organization and approaches to organizational change. Which model or approach appeals to you most? For example, are you drawn to a systems theory or social construction approach? Why?

2 Considering these models, and your own knowledge of organizations, develop your own model that could inform an OD practitioner leading an organizational change. What does your model include or leave out, and how does it differ from those in this chapter?

3 Search the Internet for the websites of organization development and other management consultants. Try to find an explicit or implicit model of organization or organizational change that they recommend. How do these relate to the approaches presented in this chapter?

For Further Reading

Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, CA: Sage.

Ford, J. D. (1999). Organizational change as shifting conversations. Journal of Organizational Change Management, 12, 480–500.

Ford, J. D., & Ford, L. W. (1995). The role of conversations in producing intentional change in organizations. Academy of Management Review, 20, 541–570.

Holbeche, L. (2006). Understanding change: Theory, implementation and success. Amsterdam, Netherlands: Elsevier.

Hosking, D. M., & McNamee, S. (Eds.). (2006). The social construction of organization. Herndon, VA: Copenhagen Business School Press.

Exercise: Using Organizational Change Models

Read the three descriptions below of organizational change projects. Use any of the models of or approaches to organizational change described in this chapter to analyze the situations.