Abstract
his study explores the unexamined area at the jointure of organizational second-order change and second-order planned change. Any endeavor that focuses on the gray area between two previously underconceptualized, underdeveloped topics will be somewhat propositional and conceptual, and this study is admittedly so. The purpose is to study, examine, and suggest some conceptual frameworks for understanding this area, rather than to offer a prematurely sophisticated theory or empirical substantiation. Lundberg (1984) has noted that progress in second-order change is still constrained by a lack of adequate conceptual frameworks. Therefore, analytical reasoning should help to inform and guide practice and stimulate inquiry, thereby enhancing theory building. This study provides conceptual models for understanding the phenomenon and practice of second-order change.
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