13. The nature of change is directly influenced by the nature of power and yields a different type of learning. Change can be thought of as the process of using power or as the outcome of that process. Similarly, learning can be thought of as the process or outcome of change in response to experience. Chin and Benne ¹ suggest three ways of instituting change:

i. through the empirical-rational approach in which the people to be changed are thought of as rational beings who will follow their own self-interests once this has been revealed to them. The rational approach attempts to appeal to this self-interest by defining, through empirical means, the most beneficial method to obtain these self-interests, (i.e. rewards). This approach combines reward power with expert power. Policy developed by this method focuses on the goals and on the rewards. The learning required involves an empirical investigation to obtain the facts, skills and resources necessary to the project.

ii. through the power-coercive approach which comes from applying pressure on those to be changed. This uses top-dog/under-dog strategies in which power can be applied in either direction (as in "up the organization" or "down with the masses"). This approach appeals to self-interest through fear of punishment. It combines legitimate/legal power with coercive power. Policy developed by this approach tends to focus on the political processes involved in developing and implementing policy. The learning required is management of processes, both political and social.

iii. through the normative-reductive approach which involves changing the norms, values, expectations, attitudes, habits, skills, relationships, stereotypes, etc. of the person to be changed. This approach appeals to the person's self-interests by supporting, accepting and acknowledging his/her current motivational system and by encouraging change through indirect methods such as modeling, suggestion, persuasion, and through more direct methods such as training and practicing. People change because they are led to believe it is good for them and because they like to be perceived as adaptable. This approach combines identity power with expert power. Policy developed by this approach focuses on the underlying value system which supports the policy decisions, on the collaborative process between the interested parties, and on problem-solving strategies.

CCLOW needs to develop abilities to operate by all three approaches and to find ways to combine all three into one process.

^1. R. Chin and K. D. Benne, "General strategies for effecting changes in human systems" in W. G. Bennis, K. D. Benne, and R. Chin (eds.) The planning of change (3rd edition). Toronto: Holt, Rinehart & Winston, 1976.