A Meta-Model of Planned Change
So far this blog series has focused on the eight disciplines of planned change that are the vertical axis of the Meta-Model of Planned Change.
The Meta-Model of Planned Change is a generalized map of the skills and perspectives needed to manage change in human systems. Much of it is based on the classic perspective of organizational development as developed by the NTL Institute for Applied Behavioral Science. That perspective holds that the tasks of an organization—from planning to production—are accomplished with the highest level of productivity through processes that are highlighted by a high quality of relationship among those responsible for those tasks. With that in mind, the Meta-Model of Planned Change is offered. It is a model that believes in the empower-ability of human systems and the people that live and work within them. Accordingly, the Meta-Model calls for collaborative strategies and tactics aimed at open communication, and consensual decision-making.
A model is a descriptive system of information, theories, inferences, and implications used to represent and support understanding of some phenomenon. Meta-, in the sense used here, is a context or framework. A meta-model could, then, be understood as a framework or context of a model—albeit, a model of a model. A meta-model of change management, then, is a framework from which any number of more specific models of how to manage change in human systems can be understood and developed.
Our model is a three dimensional matrix with the vertical axis describing eight disciplines which this blog series has already covered. When each discipline is consistently adhered to—as is the wont of “disciplines”—the success of any particular change management effort will be greatly enhanced. The horizontal axis describes the seven “critical interventions” of any change management project within which each of the disciplines must be applied. The third dimension offers six levels of human systems—personal, interpersonal, group, intergroup, organization and community—to which the first two dimensions can be applied.
Starting with our next blog will be an exploration of each of the seven critical inventions listed along the bottom of the cube above as “The Stages of Planned Change.” The reason for that inconsistency will be made manifest at the beginning of the series to come.
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The Meta-Model of Planned Change
We have defined organization development as “collaborating with organizational leaders and their groups to create systemic change and root-cause problem solving on behalf of improving productivity and employee satisfaction through strengthening the human processes through which they get their work done.” We have looked at what OD practitioners do, the results they are after, and how OD works, and we have looked at some of the ideal characteristics of a successful practitioner. Without a useful framework, however, even the most conscious and skills practitioner will have trouble achieving the triple impact that is ideal.
The Meta-Model of Planned Change
This Meta-Model of Planned Change offers a structure for understanding and practicing organization development. It is based upon the classic perspective of OD described above and as developed in the NTL Institute for Applied Behavioral Science. That perspective holds that the tasks of an organization—from planning to production to delivery—are accomplished with the highest level of productivity through processes that are highlighted by a high quality of relationship among those responsible for those tasks. It is a model that believes in the empowerability of human systems and the people that live and work within them. Accordingly, the Meta-Model calls for collaborative strategies and tactics aimed at open and thorough communication and consensual decision-making.
A model is a descriptive system of information, theories, inferences, and implications used to represent and support understanding of some phenomenon. Meta-, in the sense used here, is a context or framework. A meta-model could, then be understood as a framework or context of a model—albeit, a model of a model. A meta-model of planned change, then, is a framework from which any number of more specific models of how to manage change in human systems can be understood and developed. Organization development is dynamic field able to contain many models, strategies, and tactics malleable to the system and individuals—the leader, her groups, and the practitioner—involved.
Our model (click the picture to enlarge) is a three dimensional matrix. The horizontal and depth axes describe the traditional model of organization development including five iterative stages of the planned change process and the five levels of human systems. The iterative stages are contracting, data-gathering, intervention, evaluation, and disengagement. The five levels of human systems are personal, interpersonal, group, organization, and community—across which the stages must be carried out as necessary. The vertical axis describes our addition of eight disciplines of critical thinking which, when each is consistently adhered to, enable the stages across the levels to support the success of any particular change management effort.
We will explore the stages, levels and disciplines in our next series of posts. Stay tuned!