An OD model provides a framework for approaching the challenge of managed organization change.

Our model is derived from the work of Burke and Litwin (1989), and is influenced by work stress research, (e.g., Boni, Michela, Schechter 1995 APA/NIOSH)

The model focuses on three constructs important to effective organization change:

	An open systems view, i.e., it is grounded in the marketplace
	Transformational, Transactional and Employee drivers of organization performance
	Alignment or "fit"

 

Effective change requires alignment of:

	The organization with the marketplace drivers for change
	Transactional and Transformational organizational elements
	The organization environment with employees possessing the necessary knowledge, skills, interests and abilities

 

Successful change management is:

	Supported by an "external" change agent, working collaboratively with members of the organization
	Planned and executed over time by the organization
	Grounded in an action research approach, i.e., data and the analysis and interpretation of data