OD theory can be divided into two categories—change process theory and implementation theory. Change process theory seeks to explain the dynamics through which organizational improvement and change takes place. Kurt Lewin depicted the change process as occurring in three stages—unfreezing, moving, and refreezing. Lewin views change as deriving from two forces: those internally driven and those imposed or induced by the environment. For change to be environmentally imposed, driving forces must outnumber restraining forces.

Human process-based theories, place a heavy emphasis on the process of change and focus on changing behaviors by modifying individual attitudes, values, problem-solving approaches, and interpersonal styles. Techno-structural theory focuses on improving work content, work method, work flow, performance factors, and relationships among workers. One of the key concepts with this approach is job design. They believed that changing one or more of a job’s characteristics— a strategy called job enrichment—can induce positive psychological changes resulting in improved performance and satisfaction.

The theory of organization transformation (OT) change assumes that there are numerous challenges facing managers, including changes in mission, ways of doing business, ownership, and the impact of downsizing. To meet these challenges, organizational leaders must be able to develop a vision guided by beliefs and principles that can be translated into a mission and goals. The mission and goals should form the basis for managing an organization and distributing rewards.