Overcoming the oversimplification of duality

Reality is rarely as simple as a dichotomy suggests. Still, when considering reality through a dichotomous schema, the OD practitioner must recognize a complex collection of multiple competing dualities that create dynamically interrelated tensions. Considering the targets and motivation of change, Seo et al. (2004) identify tensions among the individual, group, and organizational level of an organization, the internal needs versus the external demands of the organization, the human systems, and the technical systems of the organization, and first-order versus second-order change. Considering the characteristics of change processes, Seo et al. identify tensions between negative and positive aspects of change, continuous versus episodic, proactive and reactive, and open versus closed.

In other words, change is not a matter of balancing between two dualities but also about recognizing multiple tensions that dynamically interact in and around the change target. Further complicating change processes, the tensions do not neatly fit on a spectrum between two opposing forces but are likely among multiple dimensions. For example, some OD literature recognizes the limitations of considering a change on a range between first-order and second-order change. First-order change represents planned change within the current framework; second-order change changes the framework.

However, these do not consider third-order change, the unplanned changes that naturally occur with or without planned change processes (Bartunek & Moch, 1987). Increasing awareness of schemata and encouraging client appreciation of other schemata can facilitate change. Third-order change trains members to be aware of their schemata and change their own schemata as necessary. Third-order change requires that the change agent fill a role as a teacher and trainer who helps organizational members determine when change is needed to implement it themselves. In this situation, the change agent has no established schemata; but is helping the client be aware of existing schemata, assess how the schemata influence actions and effectiveness, and develop new schemata.