Questions: Organizational Development

Question 1

Lewin's three-stage model of change (unfreeze-change-refreeze) suggests that the first step in any change initiative is to...

• A. Implement the new procedures and processes as quickly as possible
• B. Create dissatisfaction with the current state by surfacing problems and reducing resistance to change
• C. Stabilize the new state through reinforcement systems
• D. Conduct a strategic planning session to define the desired future state

Answer: (B)

Unfreezing involves creating the motivation to change by disrupting the current equilibrium. This means helping people recognize that the current state is problematic — surfacing disconfirming data, creating a sense of urgency, and reducing the forces that resist change (psychological safety, small wins, addressing fears). Without unfreezing, change efforts encounter resistance because people have no reason to abandon familiar patterns. The change itself comes in stage two; refreezing (stabilization) in stage three.

Question 2

OD is primarily a top-down process where executives design change initiatives and employees implement them.

• T. True
• F. False

Answer: False

A defining feature of OD is employee participation in the change process. The action research model involves collaboratively diagnosing problems, planning interventions, implementing changes, and evaluating results — with the people affected by the change involved at each stage. This participative emphasis distinguishes OD from top-down restructuring or reengineering approaches. The rationale is both ethical (people affected by decisions should have a voice) and practical (participation increases commitment to change and surfaces information that top-down approaches miss).

Question 3

What distinguishes the action research model from simply hiring consultants to fix organizational problems?

Model answer: Action research is a cyclical, collaborative process of diagnosis-intervention-evaluation that involves organizational members as active participants, not passive recipients. It treats the organization as a co-researcher rather than a client to be fixed. Data are collected jointly, interpreted collaboratively, and interventions are designed with input from those affected. The cycle repeats as evaluation feeds back into new diagnosis. This contrasts with expert consultation where an outsider diagnoses, prescribes, and departs.

The participative element is not just a philosophical preference but has practical consequences. Organizational members possess contextual knowledge that external consultants lack. Their involvement in diagnosis increases the accuracy of problem identification, and their involvement in design increases the feasibility and acceptance of solutions. The action research model also builds internal capacity for ongoing change rather than creating consultant dependency.