In addition, it also recognises the complexity of organisational relationships, which planned change models do not.
Therefore, it can be seen that the planned change models have discrepancies even in the most important part of a change programme--data collection, diagnosis and feedback. It is thus not quite achievable in this rapidly-changing environment either.
CONCLUSION
Lewin's planned change models have been criticised for advocating a 'one best way' approach to change (Burnes, 2004). Although the thought is welcome, is has its shortcomings (Dunphy & Stace, 1993) of being inflexible, lacking in consideration for environmental changes and the case-to-case circumstance for every organisation. It has thus been rejected (Burnes, 1996) and substituted with the view that organisational structure depends on environment, technology and size (Burnes, 1989).
There is a reciprocal relationship between the environment and an organisation, which has implications for how change is conceptualised and managed (Burnes, 2004). Because "the organization is ... the creator of its environment and the environment is the creator of the organization" (Finstad, 1998, p.721), the uncertainty of the environment thus makes planned change inappropriate and unachievable in the current environment (Burnes, 2004).
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