M-HROD, SEM-II

UNIVERSITY OF DELHI

623-ORGANIZATION
DEVELOPMENT
MODULE-1

Faculty: Seep Sethi

M-HROD, SEM-II
UNIVERSITY OF DELHI

CHALLENGE FOR ORGANIZATIONS

Government

Customers

Stockholders
ORGANIZATION

Suppliers

Competition

Unions

M-HROD, SEM-II
UNIVERSITY OF DELHI

INTRODUCTION

Organization development is a systematic process for

applying behavioral science principles and practices in
organization to increase individual and organizational
effectiveness.

Organization development is about how people and

organizations functions and how to get them to function
better.

OD is based on knowledge from behavioral science

disciplines such as psychology, social psychology, sociology,
anthropology, systems theory, OB, OT and management.

M-HROD, SEM-II
UNIVERSITY OF DELHI

OD programs are long term planned, sustained efforts.

OD involves moving toward an adaptive organization and

achieving corporate excellence by integrating the desires of
individuals for growth and development with organizational
goals.

The two major goals of OD are:

To improve the functioning of individuals, teams and total
organization.
To teach organizations members how to continuously
improve their own functioning.

M-HROD, SEM-II
UNIVERSITY OF DELHI

WHAT IS OD???????????

According to Richard Beckard, 1969:

Organization development is an effort (1) planned, (2)
organization-wide and (3) managed from the top to, (4)
increase organization effectiveness and health through (5)
planned interventions in the organizations processes, using
behavioral science knowledge.

According to Bennis,
OD is a response to change, a complex educational strategy
intended to change the beliefs, attitudes, value and structure
of organizations so that they can better adapt to new
technologies, markets, and challenges and the dizzying rate of
change itself.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Organization development is a long-term effort, led and

supported by top management to improve an organizations
visioning, empowerment, learning and problem-solving
processes, through an ongoing, collaborative management of
organization culture- with special emphasis on the culture of
intact work teams and other team configurations- using the
consultant-facilitator role and the theory and technology of
applied behavioral science, including action research.

M-HROD, SEM-II
UNIVERSITY OF DELHI

CHARACTERISTICS OF OD
1.

Change.

2.

Collaborative Approach.

3.

Performance Oriented.

4.

Humanistic.

5.

Systems approach.

6.

Scientific method.

M-HROD, SEM-II
UNIVERSITY OF DELHI

WHY OD???????
Competitive Uncertainty
Regulations.
Prices.
Suppliers

New Competitors
Domestic.
Multinational.
The organization of
the 21st Century
Faster.
Quality Conscious
Customer oriented.
Smaller

Technology
New Products.
New Technologies

Changing Consumers
Lifestyles.
Trends

M-HROD, SEM-II
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WHO DOES OD?????

1.

OD specialists: are professionals that have specialized and

trained in organization development and related areas.
These specialists are often referred to as OD Practitioners.

OD practitioners are the people who use, advocate, and

assist others to implement OD.
2.

People in a managerial or leadership position who practice

and apply OD to their work

M-HROD, SEM-II
UNIVERSITY OF DELHI

Edgar Schein identified 3 models of consultation:

1.

Purchase of Expertise model.

2.

Doctor-Patient model.

3.

Process Consultation model.

M-HROD, SEM-II
UNIVERSITY OF DELHI

APPLICATION OF OD
Reduce absenteeism.
Improving decision making process of a unit/ team.
To increase productivity in a manufacturing plant.
Inter-departmental conflicts.
Managing structural change.
Handling motivational problems.
Attitude restructuring, etc.

M-HROD, SEM-II
UNIVERSITY OF DELHI

HOW?????- THE PROCESS

The various steps/ stages involved in OD are as follows:

1. Entering.
2. Contracting
3. Diagnosing.
4. Feedback.
4. Intervening.
5. Evaluation.

M-HROD, SEM-II
UNIVERSITY OF DELHI

ENTERING

Entering an organization involves gathering initial data to

understand the problems facing the organization or to
determine positive areas for inquiry.

An OD process generally starts when a member of an

organization or unit contacts an OD practitioner about
potential help in addressing organizational issue.

In order to help organization assess the issues, the OD

practitioner collect preliminary data about the organization,
also organization must gather information about the
practitioners competence and experience.

M-HROD, SEM-II
UNIVERSITY OF DELHI

The activities involved in entering OD relationship includes

the following:
Clarifying the organizational issue.
Determining the relevant client, and
Selecting the appropriate OD practitioner.

1. Clarifying Organizational Issue:

Presenting Problem : Specific or general.
Gaining clearer perspective on the organizational issue:
collecting preliminary data.
Examining company record and interview to gain
understanding of the organization, its context and the
nature of the presenting problem.
Time limits from few hours to 1/2 day.

M-HROD, SEM-II
UNIVERSITY OF DELHI

2. Determining the Relevant Client:

Identifying the organization members who can directly
impact the change issue.
Differ in complexity depending on the situation.
Client includes members from multiple units, different
hierarchical levels, and even members from outside.
3. Selecting an OD practitioner:
Relevant experience and expertise.
Managers should consider the following before selecting a
practitioner- ability to form interpersonal relationships,
degree of focus on the problem, consultant-client relationship,
etc.
OD consulting is as much a person specialization as it is task
specialization.
Apt match between the consultant skills and knowledge, and
clients/ organization requirement.`

M-HROD, SEM-II
UNIVERSITY OF DELHI

CONTRACTING

Contracting is a natural extension of the entering process and

clarifies how the OD process will proceed.

The contract spells out:

Future change activities,
The resources that will be committed to the process and
How OD practitioners and organization members will be
involved.

M-HROD, SEM-II
UNIVERSITY OF DELHI

The contracting step in OD addresses three key areas.

1. Setting Mutual expectations.
2. Allocation of time & resources, and
3. Setting the ground rules for working together.

1. Setting Mutual expectations:

Focuses on the expectation of Client & OD practitioner.
Client states the services and outcomes to be provided by
the OD practitioners and also organizations expectations
from the process and the consultant.
OD practitioner should also state his/her expectations like
opportunity to try new intervention, report the results to
other potential clients, compensation, recognition etc.

M-HROD, SEM-II
UNIVERSITY OF DELHI

2. Time & Resources:

Clear statement of essential requirements and desirable
requirements.
Being clear about the constraints on carrying out the
assignment will facilitate the contracting process and
improve the chances for success.
3. Ground rules:
Confidentiality issues: handling sensitive issues.
Involvement of OD practitioner in personal/ interpersonal
issues.
Termination of relationship.
Need for expert recommendation or assisting manager in
making decisions.

M-HROD, SEM-II
UNIVERSITY OF DELHI

DIAGNOSIS

Diagnosis focus on understanding organizational problems,

including their causes and consequences.

Diagnosis is the process of understanding how the organization

is currently functioning, and it provides the information
necessary to design change interventions.

It includes choosing an appropriate model for:

Understanding the organization,

Gathering information,

Analyzing information, and

Feedback information to managers and organization members

about the problems or opportunities that exists.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Diagnosis is a collaborative process between organization

members and the OD consultant to collect pertinent
information, analyze it, and draw conclusion for action
planning and interventions.

Diagnosis provides a systematic understanding of

organizations so that appropriate interventions may be
developed for solving problems and enhancing effectiveness.

Diagnosis is a collaborative, problem oriented, and

development oriented activity.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Diagnostic models for analyzing problems explore three

levels of activities.
1) Organization Level: Involves the total system, represents
the most complex level.
2) Group Level: Associates with department and group
effectiveness.
3) Individual Level: Involves the way jobs are designed and
performed.

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

FEEDBACK DIAGNOSTIC
INFORMATION
OD practitioners need to summarize the data in ways that
enable clients to understand the information and draw action
implications from it.
Data are provided to organization members in a meeting or
series of meetings.
Feedback meetings are a forum for discussing the data, draw
relevant conclusions, and devising preliminary action plans.
OD practitioners need to manage the feedback process so that
constructive discussion and problem solving occur.
Main objective is to ensure that organization members own
the data.

M-HROD, SEM-II
UNIVERSITY OF DELHI

DESIGNING INTERVENTION
Interventions refers to a sequence of activities, actions, and
events intended to help an organization improve its
performance and effectiveness.

Interventions purposely disrupt the status quo; they are

deliberate attempts to change an organization or subunit
towards a different and more effective state.
OD interventions vary from standardized programs to unique
programs tailored to specific organization or department.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Designing of interventions depends on organizations

readiness for change, its current change capability, its culture
and power distribution, and the change agents skills and
abilities.
Effective Intervention:

The extent to which it fits the needs of the organization.

The degree to which it is based on causal knowledge of
intended outcomes.
The extent to which it transfers change management
competence to organization members.

M-HROD, SEM-II
UNIVERSITY OF DELHI

OVERVIEW OF INTERVENTIONS
1) Human Process Interventions:
Process Consultation.
Third-party intervention.
Team Building.
Organization Confrontation meeting.
Inter-group relation.
Large-group interventions.

2) Techno structural Interventions:

Structural Design.
Downsizing.
Reengineering.

M-HROD, SEM-II
UNIVERSITY OF DELHI

3) Human Resource Management Interventions:

Goal Setting.
Performance Appraisal.
Reward systems.
Coaching and Mentoring.
Career Planning and development.
Management and leadership.
4) Strategic Interventions:
Integrated Strategic Change.
Organization design.
Culture change.
M&A.
Alliances & Networks.

M-HROD, SEM-II
UNIVERSITY OF DELHI

EVALUATION &
INSTITUTIONALIZATION
Final stage is evaluating the effects of the intervention and
managing the institutionalization of successful change
program so they persist.
Feedback to organization.
Reinforcing through feedback, rewards and training.
Evaluation is concerned with providing feedback to
practitioners, and organization members about the progress
and impact of intervention.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Evaluation may suggest the need for further diagnosis and

modification of the change program or it may show the
successful implementation of the intervention.
2 types of Evaluation:
Implementation feedback, and
Evaluation feedback.
Institutionalization involves making a particular change a
permanent part of organizations normal functioning.
Institutionalization ensures that the results of successful
change programs persist over time.

M-HROD, SEM-II
UNIVERSITY OF DELHI

EMERGENCE/ HISTORY OF OD

OD has evolved over past 50 years from its beginning as the

application of behavioral science knowledge and techniques
to solving organizational problems.

OD started in the late 1940s and evolved from the pioneering

work of applied social scientists like Kurt Lewin and by the
work of psychologists like Carl Rogers and Abraham Maslow.

The term OD was coined in 1957 and is attributed to Robert

Blake, Jane Mouton, Herbert Shepard and Richard Beckhard.

M-HROD, SEM-II

LABORATORY TRAINING STEM

SURVEY RESEARCH AND FEEDBACK STEM

ACTION RESEARCH STEM

SOCIOTECHNICAL & SOCIOCLINICAL STEM

SECOND GENERATION OD

CURRENT OD PRACTICE

UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

LABORATORY TRAINING STEM

This stem of OD pioneered LABORATORY TRAINING.

T-Group is a small, unstructured group in which participants

learn from their own interactions and evolving group
processes about such issues as interpersonal relations,
personal growth, leadership and group dynamics.

It began in 1946, when Kurt Lewin at Research Centre for

Group Dynamics at the Massachusetts Institute of Technology
(MIT) was asked by the Connecticut Interracial Commission
and the Committee on Community Interrelations of the
American Jewish Congress, for help in research on training
community leaders.

M-HROD, SEM-II
UNIVERSITY OF DELHI

A workshop was developed and the community leaders

were brought together.

Workshop consisted of Kurt Lewin, Kenneth Benne, Leland

Bradford, and Ronald Lippit.

At the end of each session the researchers discussed

privately the behaviors and group dynamics they had
observed.

Thus the first T-group was formed in which people reacted

to data about their own behavior.

M-HROD, SEM-II
UNIVERSITY OF DELHI

The researchers drew two conclusion about this first T- group

experiment.

Feedback about group interaction was a rich learning

experience.

The process of group building had potential for learning

that could be transferred to back home situations
This experience led to the National Training Laboratories ingroup Development, organized by Benne, Bradford and Lippit
during summer of 1947 at the Gould Academy in Bethel
Maine, where participants met with a trainer and an observer
in Basic Skill Training Groups.
In 1950s, three trends emerged:

Emergence of Regional Laboratories,

Expansion of summer program sessions to year-round

sessions, and

Expansion of T-group into business and industry, resulting

from the collaboration of NTL members with Industry.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Notable among these industry efforts were:

Application of Laboratory training method by Douglas

McGregor along with Richard Beckhard at General Mills in
1956, and
McGregor and John Paul Jones at Union Carbide in 1957.
Herbert Shepard and Robert blake in 1957 at Esso Standard
Oil (now ExxonMobil) to improve work team processes,
Bob Tannenbaum at TRW Space Systems.
Chris Argyris in 1957, conducted team building sessions
with IBM and Exxon.
Robert Blake and Jane Mouton: Managerial Grid.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Applications of T-group methods at these companies led

corporate personnel and industrial relations specialists to
expand their roles to offer internal consulting services to
managers.

Applying T-group techniques to organizations gradually

became known as team building.

Emergence of T-group led to the invention and widespread

use of FLIP-CHART paper as a convenient way to record,
retrieve, and display data in OD activities and in training
sessions by Ronald Lippit and Lee Bradford during 1946.

M-HROD, SEM-II
UNIVERSITY OF DELHI

The main goals of T-group experiences included:

Self-in sight,
Understanding conditions which hinders or facilitates
group functioning,
Understanding interpersonal operations in group, and
Developing the skills for diagnosing the individual, group
and organization behavior.

M-HROD, SEM-II
UNIVERSITY OF DELHI

SURVEY RESEARCH &

FEEDBACK STEM

Survey Research and Feedback, a specialized form of action research

constitutes the 2nd stem in the history of OD.

This stem revolves around the techniques and approach developed

at the Survey Research Center (SRC) of the University of Michigan.

Major Contributions: made by Rensis Likert, Floyd Mann.

The problem of how the company could best use the data from the
survey to bring improvement in management and performance led
to the development and use of the survey-feedback method.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Rensis Likert and Floyd Mann administered an organizationwide attitude survey at Detroit Edison Co. involving the
systematic feedback of data to participating departments.

They used Interlocking series of Conferences for feeding data

back to the top management group and then down to work
teams throughout the organization.

The feedback sessions were conducted in task group, with

supervisors and immediate subordinate discussing the data
together.

The result of the study supported the idea that an intensive,

group discussion procedure for utilizing the results of an
employee questionnaire survey can be an effective tool for
introducing positive change in a business organization.

M-HROD, SEM-II
UNIVERSITY OF DELHI

ACTION RESEARCH STEM

Action research constitutes the 3rd stem in the history of OD.

The action research contribution began in the 1940s with

studies by social scientists John Collier, Kurt Lewin, and
William Whyte.

They discovered that the research needed to be closely linked

to action if organization members were to use it to manage
change.

M-HROD, SEM-II
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A collaborative effort was initiated between organization

members and social scientists to:
Collect data about organizations functioning Analyze it for
causes of problem Devise and implement solutions

After implementation, further collect data to analyze the

results, and this ways cycle of data collection and action
continues.

The results of action research were twofold:

Members of organizations were able to use research on
themselves to guide action and change, and
Social scientists were able to study that change process to
derive new knowledge.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Among the pioneering action research studies were:

The work of Lewin and his students at the Harwood
Manufacturing Company.
The classic research by Lester Coch and John French on
overcoming resistance to change, which later led to the
development of participative management.
Whyte and Edith Hamiltons famous study of Chicagos
Tremont Hotel

A key component of action research studies is the systematic

collection of survey data and feeding it back to the client
organization.

The common pattern of data collection, data feedback, action

planning, implementation and follow up data collection exists
in both action research and survey feedback.

M-HROD, SEM-II
UNIVERSITY OF DELHI

SOCIOTECHNICAL &
SOCIOCLINICAL STEM

Its the fourth stem in the history of OD to help groups and

organization.

Parallel to the work of the RCGD, the SRC, and the NTL was
the work of the Tavistock Clinic in England.

Tavistocks socio technical approach grew out of Eric Trists

1947 visit to a British coal mine at Haighmoor, and his
insights of Lewins work on group dynamics, and Bions work
on Leaderless groups reseulted in new approach to solving
mine problems.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Trist was also influenced by the systems concepts of Von

Bertalanffy and Andras Angyal.

Trists experiments in work design and the use of semiautonomous work teams in coal mines were the forerunners
of other work redesign experiments in various industries in
India, Europe, Australia and U.S.

In these experiments, terms such as industrial democracy,

Open systems, sociotechnical systems , and Search
Conferences were used by Eric Trist, Fred Emergy and others.

M-HROD, SEM-II
UNIVERSITY OF DELHI

SECOND GENERATION OD

Second generation OD is giving considerable attention to

emerging concepts, interventions and areas of application.

It is focusing on:

Organizational Transformation:
Second order change is a multi-dimensional, multi-level,
qualitative, discontinuous, radical organizational change
involving a paradigmatic shift.
OT requires more demands on top leadership, more
visioning, more experimenting, more time, and
simultaneous management of many additional variables.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Interest in Learning Organization:

Peter Senge.
A Learning organization is the term given to a company
that facilitates the learning of its member & continuously
transforms itself.

Intensified interest in Teams:

Focus on intact work teams.
Self-managed, self-directed and cross functional teams.

Interest in TQM:
TQM is an integrative philosophy of management for
continuously improving the quality of products &
processes.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Interest in Visioning and Future Search.

Strong urge for Shared Vision.

Rediscovering Large meetings and getting the Whole

System in the room.
The Confrontation meeting: getting the total management
group of an organization together in a one-day session to
diagnose the state of the system and make improvement
plans.

Reengineering.
Business process reengineering.
Core process redesign.

M-HROD, SEM-II
UNIVERSITY OF DELHI

VALUES AND ASSUMPTIONS

A set of values, assumptions, and beliefs constitutes an integral

part of organization development, shaping its goals and
methods.

These values and assumptions were developed from research

and theory by behavioral scientists and from the experiences and
observations of practicing managers.

Validity of these values and assumptions are derived from many

sources including-Hawthrone studies, Human relations
movements, Laboratory training movement, research on
different leadership styles, increasing awareness of the
dysfunction of bureaucracies, etc.

M-HROD, SEM-II
UNIVERSITY OF DELHI

BELIEFS

Is a proposition about how the world works

that the individual accepts as true.
It is the cognitive fact for the person.

VALUES

ASSUMPTIONS

Values are also beliefs about what is desirable

and what is undesirable.
Assumptions are beliefs that are regarded as
so valuable, and obviously correct that they
are taken for granted and rarely examined or
questioned.
Unexamined beliefs accepted as truth.

M-HROD, SEM-II
UNIVERSITY OF DELHI

OD-VALUES
Proclaim the importance of the
individual, respect and dignity

HUMANISTIC

Assume everyone has intrinsic

worth, believe that people have
potential for growth & development.

People are basically good, that

progress is possible, and desirable
in human affairs, and

OPTIMISTIC

Rationality, reason and

goodwill are the tools for making
progress.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Asserts the sanctity of

individual.

DEMOCRATIC

Right of people to be free from

arbitrary misuse of power,
The importance of fair and
equitable treatment for all, and
The need for justice through the
rule of law and due process.

M-HROD, SEM-II
UNIVERSITY OF DELHI

EARLY STATEMENTS OF OD
VALUE & ASSUMPTIONS

Handouts.

M-HROD, SEM-II
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ASSUMPTIONS

Dealing with individuals :

Most individuals want to develop their potential and have
drives towards personal growth and development if
provided with supportive and challenging environment
Most people desire to make, and are capable of making, a
higher level of contribution to achieving organizational
goals than is normally permitted.

Implication for managers:

Ask, listen, support, challenge, encourage risk-taking,
permit failure, remove obstacles and barriers, give
autonomy and responsibility, set high standards, reward
success.

M-HROD, SEM-II
UNIVERSITY OF DELHI

ASSUMPTIONS

Dealing with groups

One of the most psychologically relevant reference group
for individuals is the work group, including peers and
boss.
Most people desire to be accepted, and interact with one or
more small reference groups.
Most people are capable of making greater contributions to
the groups effectiveness and development.
Formal leader cannot perform all the leadership and
maintenance functions required for optimizing group
effectiveness.
Attitudinal and motivational problems in organizations
require interactive and transactional solutions.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Implication for managers

Let teams flourish: satisfaction of social & emotional needs.
Leaders should invest in groups/teams;
Adopt a team leadership style rather than a one-on-one
style; actively engage group.
Members to help leader in decision-making and problemsolving, by training them up suitably;
Help group members to deal with both positive and
negative feelings;
Solve problems through mutual interactions.
Shifting of view point from seeing problems as within the
problem person than viewing problems and solutions as
transactional and embedded in system.

M-HROD, SEM-II
UNIVERSITY OF DELHI

ASSUMPTIONS

Designing and running an organization:

Traditional bureaucratic organization structures to give

way to newer organizational designs.

Win-lose organizational situations are dysfunctional, and
there is a need for a win-win attitude.
Needs and aspirations of human beings are the reason for
organized effort in society.
It is good to have developmental outlook and seek
opportunities for personal and professional growth of
people- Self-fulfilling prophecy
Putting people first can result in organizations that are
humane, developmental and empowering, as well as high
performing in terms of productivity, profitability and
quality of output.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Implication for managers:

An optimistic, developmental set of assumptions about
people is likely to reap rewards beneficial to both the
organization and its members.
People are an organizations most important resource; they
are the source of productivity and profits and should be
treated with care.
Creation of cooperative rather than competitive
organizational dynamics.

M-HROD, SEM-II
UNIVERSITY OF DELHI

FOUNDATIONS OF OD

The knowledge base of OD is extensively and is constantly

growing.

The most important underpinnings for the field constitutes of the

following concepts:
Models and theories of planned change.
System theory.
Participation and empowerment.
Teams and teamwork.
Parallel learning structures.
Normative- re-educative strategy of changing.
Applied behavioral science.
Action research.

M-HROD, SEM-II
UNIVERSITY OF DELHI

MODELS & THEORIES OF

PLANNED CHANGE

Kurt Lewins model of change:

Burke-Litwin model of Organizational change:

Resultant theory.
The three-stage model of the change process.

First-Order and Second-Order change.

Porras and Robertsons model of change:

Based on work settings.

M-HROD, SEM-II
UNIVERSITY OF DELHI

RESULTANT THEORY

Force field analysis.

The theory states that what is occurring at any point in time is
a resultant in a field of opposing forces.
The status quo is the result of forces pushing in opposite
directions.
Force field analysis help identify the major forces that make
up the field of forces and thereby enables managers to
develop action plans for moving the equilibrium point in one
direction or the other.
Status quo is considered to be an equilibrium state.
2 types of forces: Driving forces and restraining forces.

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UNIVERSITY OF DELHI

MODEL
Desired
state

Restraining
forces

Status quo
Driving
forces

Time

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THREE STAGE MODEL

Unfreezing

Movement

Refreezing

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STAGE 1: UNFREEZING: Creating motivation and readiness to

change through:
Disconfirmation or lack of confirmation.
Creation of guilt or anxiety.
Provision of psychological safety.

STAGE 2: MOVEMENT- Changing through Cognitive

Restructuring: motivation and readiness to change through:
Helping the client to see things, judge things, feel things, and
react to things differently based on a new point of view
obtained through:
Identifying with a new role model, mentor, etc.
Scanning the environment for new relevant information.

M-HROD, SEM-II
UNIVERSITY OF DELHI

STAGE 3: REFREEZING: Helping the client to integrate the new

point of view into:

The total personality and self concept.

Significant relationship.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Another modification of Lewins model was proposed by

Ronald Lippitt, Jeanne Watson, and Bruce Westley.

Expansion of three-stage model into a seven-stage model.

Two principles underlying the model are:

All information must be freely available and openly shared
between organization and change agent, and
That information is helpful only if it can be directly
translated into action.

M-HROD, SEM-II
UNIVERSITY OF DELHI

SCOUTING

(Change agent & organization jointly explore)

ENTRY
(Development of mutual contract & expectation)

DIAGNOSIS

(Identification of specific improvement goals)

PLANNING

(Action steps & possible resistance to change)

ACTION

(Implementation of action steps)

STABILIZATION & EVALUATION

TERMINATION

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BURKE-LITWIN MODEL OF
CHANGE

First Order Change

Occur when some features of the organization change but the
fundamental nature of the organization remains the same.

Transactional change- evolutionary, adaptive, incremental,

continuous.

Organization Climate: Peoples perceptions and attitudes

about the organization. Relatively easy to change as they are
build on employees reaction to current managerial and
organizational practices.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Second Order Change

Occurs when the nature of the organization is fundamentally and

substantially altered, resulting in transformation of organization.
Transformational change- revolutionary, radical, discontinuous.

Organization Culture: Deep-seated assumptions, values and

beliefs that are enduring, often unconscious and difficult to
change.

M-HROD, SEM-II
UNIVERSITY OF DELHI

The premise of the Burke-Litwin model is:

OD interventions directed towards structure, management
practices, and systems result in first-order change.
OD interventions directed towards mission and strategy,
leadership, and organization culture results in second
order change.

Transactional Vs. Transformational Leaders:

Former are the leaders who guide or motivate their
followers in the direction of established goals by clarifying
role and task requirements. Leads to normal performance.
Transformational leaders inspire followers to transcend
their own self-interest for the good of the organization and
who are capable of having profound and extraordinary
effect on their followers. Inspiration leads to new heights of
performance.

M-HROD, SEM-II
UNIVERSITY OF DELHI

TRANSACTIONAL FACTORS

M-HROD, SEM-II
UNIVERSITY OF DELHI

TRANSFORMATIONAL FACTOR

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

PORRAS & ROBERTSON MODEL OF

CHANGE

The basic premise is that OD interventions alter features of

the work setting causing changes in individuals behaviors,
which in turn lead to individual and organizational
improvements.
Organizational change occurs only when individuals change
their behavior, and these behavior changes occur when
elements of the work setting are modified by OD
interventions.
The work setting plays a central role in this model and
consists of four factors: organizing arrangements, social
factors, physical setting, and technology.

M-HROD, SEM-II
UNIVERSITY OF DELHI

ORGANIZATION WORK SETTING

FACTORS

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

ORGANIZATION CHANGE MODEL

The premise modeled here is that:

Work setting factors influence organizational members

cognitions (they learn what is expected, required,
rewarded), which influence on-the job behaviors, which
determine organizational performance and individual
development.

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

SYSTEMS THEORY

System theory views organization as open systems in active

exchange with their environment.

Kartz and Kahn were the first to apply open system theory to
organizations in 1966.

System theory helps understand the dynamics of

organizations and organizational change.

As defined by Hanna, A system is an arrangement of

interrelated parts.

M-HROD, SEM-II
UNIVERSITY OF DELHI

System is defined as an organized, unitary whole composed

of two or more interdependent parts, components, or
subsystems, and delineated by identifiable boundaries from
its environment suprasystem

System denotes interdependency, interconnectedness among

elements in a set that constitutes an identifiable whole or
gestalt.

In order to understand a system, one begins with identifying

the individual parts and then seeks to understand the nature
of their collective interaction.

M-HROD, SEM-II
UNIVERSITY OF DELHI

System approach recognizes and focuses on the effect of

managerial functions and the interrelationship between subelements of the organization.

Systems have following basic features:

A system is designed to accomplish an objective.
Elements of a system must have an established
arrangement.
Interrelationship must exists among individual elements of
a system.
The basic ingredients of a process are more vital than the
basic elements of a system.
An organizations overall objectives are more important
than the objectives of its elements.

M-HROD, SEM-II
UNIVERSITY OF DELHI

NATURE OF SYSTEMS

Systems operate through the input-throughput-output

mechanisms.
Inputs: Energy, information, money, people, raw material
etc.
Through put: Conversion or transformation processes.
Output: Final product/service.

Systems are delineated by a boundary, which are permeable,

i.e., they permit exchange of information, resources etc.
between system and environment.

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

Main features of an open system are:

Goal oriented.
Follows law of entropy.
Emphasis on feedback
Coded information.
Dynamic homeostasis/ equilibrium.
Existence of subsystems.
Differentiation.
Equifinality.

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI

PARTICIPATION & EMPOWERMENT

Participation enhances empowerment, and empowerment in

turn enhances performance and individual well-being.

OD interventions are deliberately designed to increase

involvement and participation by organization leaders and
members.

Basic premise is
To involve all those who are part of the problem or part of the
solution, and
Give decision making powers to those who are closest to the
problematic situation.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Practices to empowerment:

1. Challenge the process.

Opportunity Search
Risk & experimentation

4. Modeling the way.

Set example.
Plan small wins.

2. Shared Vision
Envision the future
Enlist others

5. Encourage the heart

Recognize individual
contributions.
Celebrate
accomplishments.

3. Enabling
Foster Collaboration
Strengthen others

M-HROD, SEM-II
UNIVERSITY OF DELHI

Empowerment: Concept of open-book management.

This approach encourages that- every employee of a company

to think like an owner of the business, and then start to act
like one.

Principle of open-book management are:

Understanding the companys financials.
Self motivated employees.
A direct stake in the business.

M-HROD, SEM-II
UNIVERSITY OF DELHI

TEAM AND TEAMWORK

Teams are central to the field to OD.

Field of OD believes that:

Work teams are the building block to organizations.
Teams must manage their culture, processes, systems, and
relationships, if they are to be effective.

Increased focus on using autonomous work group, crossfunctional teams, quality circles and team building activities.

M-HROD, SEM-II
UNIVERSITY OF DELHI

In OD, teams are considered to be important for the number

of reasons, which include:
Teams create synergy.
Teams responds quickly and flexibly to problems.
Teams find new ways to get the job done, and
Satisfy social needs in the work place.

A number of OD interventions are specifically designed to

improve team performance, like:
Team building (T-group), Process consultation, Quality
circles, RAT and RNT, responsibility charting, Grid OD etc.

M-HROD, SEM-II
UNIVERSITY OF DELHI

PARALLEL LEARNING STRUCTURE

Concept introduced by Dale and Zand in 1974.

Also referred to as COLLATERAL ORGANIZATION.

It is defined as a supplemental organization coexisting with

the usual, formal organization.

Purpose is to deal with ill-structured problems that formal

organization is unable to resolve.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Parallel learning structures are a mechanism to facilitate

innovation in a large bureaucratic organizations where the
focus of inertia, hierarchical communication patterns, and
standard ways of addressing problems inhibit learning,
innovations and change.

Parallel structures are a vehicle for learning how to change the

system, and then leading the change process.

Parallel structures help people break free of the normal

constraints imposed by the organization, engage in genuine
inquiry and experimentation, and initiate needed changes.

Example- Quality Circles, idea groups etc.

M-HROD, SEM-II
UNIVERSITY OF DELHI

NORMATIVE-REEDUCATIVE
STRATEGY TO CHANGE

OD involve change and it rests on three types of strategies for

change:
Empirical-rational strategy.
Normative-reeducative strategy.
Power Coercive strategy.

OD is based primarily on a normative-reeducative strategy

and secondarily on a rational-empirical strategy.

M-HROD, SEM-II
UNIVERSITY OF DELHI

APPLIED BEHAVIORAL SCIENCE

OD is the application of behavioral science knowledge,

practices, and skills on ongoing systems in collaboration with
system members.

Contributions from
Behavioral science theory.
Behavioral science research.
Practice theory.
Practice research.

*** NOTE: Refer book (French & Bell)

M-HROD, SEM-II
UNIVERSITY OF DELHI

ACTION RESEARCH

Action research model is a data-based, problem-solving

method that replicates the steps involved in the scientific
method of inquiry underlies most OD activities.

Action research is a method that combines learning and

doing.

Action research is a process- an ongoing series of events and

actions, process which is iterative and cyclical in nature.

It is a sequence of events and activities within each iteration;

and it is a cycle of iterations of these activities.

M-HROD, SEM-II
UNIVERSITY OF DELHI

Action research is a process of:

Systematic data collection about an ongoing system relative
to some objective, goal or need of that system,
Feedback of the data to the client system,
Action planning based on the data, and
Evaluating actions by collecting more data.

Key aspects of the research process are:

Diagnosis & data gathering.
Feedback and data discussion & work by the client group.
Action planning and action.
Evaluation (Data collection).

M-HROD, SEM-II
UNIVERSITY OF DELHI

M-HROD, SEM-II
UNIVERSITY OF DELHI