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"Planned change," the kind most frequently discussed by Organization Development (OD) specialists, is commonly portrayed as occurring in three stages: Unfreezing; Intervening; Refreezing. This view of the change process has organizations moving from a period of stability through one of instability to another of stability. A lot has been written about unfreezing and intervening but precious little has been written about refreezing, that is, about restoring stability. It almost seems as if the writers have given a great deal of thought to the problem of upsetting the organizational apple cart but very little to setting it right side up again.
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