The wide and easy access to stores of information, both external and internal has made it easier to organize tasks and to define roles. (Lippit. R 1958)
However, the fast-paced on going change means that organization now have the added task of planning and tackling issues that will be affected by the change in future. Some of the issues can be related to the personnel of an organization or with the administration itself. Organizations now need to have a proactive and practical attitude and prepare for future change.
If the organization does not prepare itself for the times to come and does not adapt its working to the changing environment in advance, it will run the risk of facing closure and losing its customers and profits. By envisaging the impact of the changes on the organization in the times to come and responding to it appropriately, the organization minimizes its chances of facing serious problems.
Moreover, an organization through some change of leadership, customers, and environment feels the need of bringing appropriate change into the organization. An organization through a series of steps can find out the nature of the required change, gauge how it is likely to affect the organization and adjust its functions and work systematically. Firstly, to initiate a planned change process, the organization has to concern itself with entering and contracting. This step enables the managers to envision the further steps in the planned change process and it assists them in deciding whether planned change is what they actually need for the organization and how to allocate resources to facilitate the change. This step involves the gathering of ideas and suggestions and to formulate a plan of putting them into use. Opportunities and threats facing the organization are analyzed and discussion is held between the various members of the organization. Then, the organization moves towards contracting, or drawing up a formal agreement for the planned change process.
The second stage, diagnosing, revolves around the identifying of problems and their causes and after effects to get a better understanding of the organization's standing and its components. It is considered to be one of the most important activities in the planned change process as it deals with understanding the organization, analyzing what it needs and informing the managers and other members of the organization about its problems and positive attributes. This step is made complex by the analysis of three kinds of problems to the organization. The first type of problem is the collective problems faced by the organization, the other concerns group level problems and the last is concerned with problems affecting individuals in the organization. The analysis can be done by organizational meetings, charts, market research or through interviews.
The planning and implementing of change comes next, where the members of the organization collectively plan and try to execute organizational development interventions. The interventions are design to assist in the improvement of the organization. These interventions depend upon an organization's willingness to change and its current capacity to welcome change, its culture and power distributions and the agent's skills. The interventio