Lewins Planned Change Model Case Study Example | Topics and Well Written Essays - 1750 words

Lewins Planned Change Model - Case Study ExampleThe paper considers the problem identification from the different sides. From the perspective of the initial step, i.e. entranceway or problem identification, it has been viewed that the morale of the employees in Peppercorn Dining was lowering irrespective of the fact that the organization attempted to largely value the productivity of its staffs. In this regard, the organization was willing to make changes in order to create a better workplace for everyone. In relation to the second step of contracting, the assessment of employees thoughts, beliefs and attitudes were conducted. Moreover, the paygrade of the kitchen environment, in which the staffs of Peppercorn Dining prepared attractive stuff for the customers, was performed in the case. With regard to the third step of the Action Research Model, the i.e. diagnosis which concentrates on selective information gathering and preliminary diagnosis, different operational service areas an d administrative information have been gathered. Furthermore, in relation to preliminary diagnosis, the recruitment, as well as the perseverance of a professional management staff who can comply with any sort of challenges that might arise while performing operational functions, was in like manner follow in the case. With reference to the case of Peppercorn Dining, the OD consultant, i.e. Roger and the management of the restaurant, initiated a data collection do work which was focused on accumulating adequate information by means of personal interviews and continuous observations. The management also scrutinized the organizational goals, rules, regulations, and policies among others when obtaining data with the sole intention of identifying the need for change in particular managerial areas. It is in this context the techniques of informal interviews and continuous observations in the natural setting of the workplace provided with the vital scope for obtaining actual data to sup port the change program. It can also be observed as a time-efficient and cost-effective process. Apart from these advantages, the used techniques also imposed a few significant limitations. For instance, the use of unstructured interviews with informal interactions implied that the findings were much depended on the perceptions of the interviewers, which created discrepancies in data interpretation. Moreover, reassessment of the data gathered and information interpreted was not considered, which further limited the reliability of the process implemented. In this regard, the management and the OD consultant could have used structured survey process to obtain feedback from the participants, i.e. the employees along with the observation method. This would have reduced the form caused by the perceptions of the interviewers and the observers thereby assisting in the generation of highly reliable information. Furthermore, no specification was made by the management or Roger regarding th e sample size of the data collection process.