Organization and Change

Change Management: Theory versus Practice
I would like to make a comparison between theory and practice in change management. I am writing a paper in which I discuss the following sentence: "I smoke, I know it is bad for me, but I won't stop".
I would like to highlight the fact that theory is hard to put in practice, but I don't know how to.
I didn't find any website where I can find an answer.
Moreover, I need examples, one where a change theory has been successful in practice, and one were it was not succesfull.
I already have explained the way to change in a company, based on Lewin's process of change (unfreezing, change, refreezing), and Force Field Analysis.
Could someone help and reply a tip, idea or experience? Thanks in advance.

Organizational Development versus Organizational Transformation
I am preparing a short assignment on change management and should discuss change management models. While reading handbook of HRM practice by Armstrong, I ran into several change management models discussed under OD and under OT the models are referred to as "transition management". What is the difference between the changes ran under organizational development and those under organizational transformation and how should I differentiate the two i.e. should I include them all into change management models or only those discussed under OD?

Common Organizational Development Interventions
In Organizational Development certain specific planned interventions are used, seeking to achieve improved organizational effectiveness as well as employee well being. The 5 most used interventions by change agents are:
1. Sensitivity Training (also known as T-groups). This method refers to a method of changing behaviour through a series of unstructured group interactions. Members of the organization are bought together in an open environment. Participants loosely discuss the organizational processes and issues. The O.D. professional creates an atmosphere for participants to express their ideas and their attitudes.
2. Survey Feedback. This is the best tool for assessing attitudes and for identifying perceptions. Everyone is the organization can participate in the survey. A typical survey asks members a range of questions relating to decision-making practices, communication effectiveness, job satisfaction and co-ordination between units.
3. Process Consultation. A set of activities on the side of the O.D. consultant that helps the client to perceive, understand and improve the situation as it is defined by the client. Consultants help clients to diagnose and manage their own strengths and help them to solve their own problems. The consultant expertise lies in the diagnoses of the problems, not in finding the solutions for the client.
4. Team Building. Teams are needed in most cases to accomplish work tasks. Team building utilizes high interaction group activities to increase trust and openness among team members. It is key to analyze the way the teams work and finding ways to make the team more effective. A further method could be using the MBTI (Myers-Briggs Type Indicator) to better understand team roles.
5. Intergroup Development. A big part of O.D. interventions relate to dysfunctional conflict that exists between groups/functions within the same organization. Intergroup Development thus seeks to change the attitude and perceptions that groups have of each other. There are several approaches one can follow to improve intergroup relations.

Are we Managing Change or the Perceptions about Change?
Are we even managing change or are we managing employee feelings about the change?

Change is a Natural Process
If we think about change as a natural process in life...
This occurs from two related lines:
1. The theory of chaos and self organization on the one hand, and
2. Complexity theory on the other hand.
As Gareth Morgan said: 'Examine the flocking of birds; inspite of all the unpredicitability, coherent order always emerges out of the randomness and surface chaos'.

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