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First-Order, Second-Order, and Third-Order Change and Organization Development Interventions: A Cognitive Approach
Jean M. Bartunek
Boston College, Chestnut Hill, Massachusetts 02167.
Michael K. Moch
Graduate School of Business Administration, Michigan State University, East Lansing, Michigan 48824.
This article discusses how recent developments in the cognitive sciences, especialy the concept of schemata (organizing frameworks for understanding events), can illumine the practice of organization development. On the basis of a cognitive perspective, the authors discuss the relationship between organizational change and schemata, describing the following orders of change that might result from OD: first-order change, or incremental changes occurring within particular schemata already shared by members of a client system, second-order change, or modifications in the shared schemata themselves; and third-order change, or the development of the capacity of the client system to change the schemata as events require. To show how understanding the differences among orders of change can help clarify problems and solutions from an intervention, the authors discuss how a paternalism schema affected a particular quality of working life intervention. They conclude by suggesting implications of the cognitive perspective for OD practice and research
The Journal of Applied Behavioral Science, Vol. 23, No. 4,
483-500 (1987)
DOI: 10.1177/002188638702300404
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