This article categorizes organization development approaches to change management into three strategies, explains their differences, and when each might be most appropriate. It focuses on the differences between two change strategies that utilize the same methods and are associated with a Dialogic OD mindset: high engagement and generative. Brief case examples follow descriptions of the high engagement and generative change strategies. The differences in roles and activities of leaders (sponsors), change agents, and those affected by the change are identified. Propositions about when each strategy is appropriate are offered. The generative change strategy is the newest and least discussed in the change literature, and we describe essential differences that make it the most rapid and transformational catalyst for change. However, generative approaches are of limited value when high levels of interdependence or significant capital outlays require central coordination of change. In such cases, one of the other strategies is a better choice.
How can we bring the benefits of Appreciative Inquiry to stuck change projects?
There are various signs that a change project has got stuck. One is that the senior managers are working all hours while everyone else is sort of waiting, not knowing what to do. Another is frustrated change agents pointing to the plans and diagrams all over their office walls while talking about their problems of ‘resistance to change’ and ‘lack of buy-in’. Yet another is a workforce that is demoralised, demotivated and rapidly losing hope of any improvement any time soon.
