PSY-8410 v1

Cummings, T. G., & Worley, C. G. (2025). Organization development and change. (12th ed.) Cengage.
Chapter 2: The Nature of Planned Change
The chapter introduces key theories of planned change, including the three-step model, action research, and appreciative inquiry, and presents an integrated model that guides various change efforts, explores different change types, and addresses critiques of the planned change approach.

Cho, H., & Ardichvili, A. (2024). Appreciative Inquiry: An integrative review of studies in three disciplines. Human Resource Development Review, 23(3), 376–401. https://doi.org/10.1177/15344843241256156
This article synthesizes existing research on appreciative inquiry (AI) in healthcare, higher education, and management, identifying key insights, similarities, and differences across these fields.

Leonard, H. S., Kilburg, R. R., & Freedman, A. M. (2023). Organizations as systems. In Essential strategies for organizational and systems change: An overview for consultants (pp. 17–41). American Psychological Association. https://doi.org/10.1037/0000328-002
This chapter discusses that before the introduction of general systems theory (GST), organizations were viewed as linear, hierarchical bureaucracies managed through interrelated functions. This chapter explores various systems models, such as GST, Kuhn's social systems logic, Senge's systems thinking, and family systems theories, which offer a holistic perspective on organizations and help managers and leaders understand how to operate effectively within complex systems.

Memon, F. A., Shah, S., & Khoso, I. U. (2021). Improving employee’s engagement in change: Reassessing Kurt Lewin’s model. City University Research Journal (CURJ), 11(1), 144–164.
This study explores the relationship between employee’s readiness to change, employee’s engagement, employees satisfaction, and the employees’ fear of change. Utilizing Kurt Lewin’s three step model, this study found that readiness for change (unfreezing) creates satisfaction with change (moving) which then fosters employee engagement (refreezing).

Sinha, V. A., & Pimprikar, A. J. (2024). Action research: Bridging the gap between theory and practice. AG Volumes, 69-79.
This review explores Action Research and real-world problem-solving, emphasizing its iterative, participatory nature aimed at resolving practical issues through collaboration and reflection. By prioritizing practical outcomes, reflexivity, and collaboration, Action Research bridges the gap between theory and practice in fields like organizational change, ensuring that solutions are both research-informed and directly beneficial to practice.

Seven Dimensions Films of Australia, production company., Bell, K. interviewee., & Ash, E. interviewer. (2019, January 1). Insights and strategies. Solve problems with appreciative inquiry. Seven Dimensions.
This video introduces Appreciative Inquiry, an alternate approach to the traditional negativity bias and digging deep into what went wrong. AI explores change through the 5D model: define (this is goal), discover (what is already being done well), dream (what are we ultimately aiming for?"), design (plan how the goal is achieved) and destiny (making the dream reality and powering up commitment).

This resource will help you record your podcast for Assignment 2: Describe and Compare the Three Main Theories of Planned Organizational Change.