The Process of Organisation Development: A Reformulated Model of the Change Process, Part I

Abstract

The main objective of this article is to present an empirically based reformulation of our models of the organisational change process. In Part 2 this reformulation will be developed and illustrated with reference to an extended case study. In this first part of the article I will attempt to demonstrate that this reformulation is necessary because current empirical data on the practice of OD is not consistent with the conceptual models of the organisational change process presented in the literature. The evidence suggests that models are used regularly in the practice of Organisational Development and are important to consultants and clients alike, because they enable a complex and uncertain process to be better understood, It is therefore vital that such models are accurate representations of reality.

Citation

Lovelady, L. (1984), "The Process of Organisation Development: A Reformulated Model of the Change Process, Part I", Personnel Review, Vol. 13 No. 2, pp. 2-11. https://doi.org/10.1108/eb055494