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Organisational Development:

Revision Slides

Objective

Agenda

To review the models and


process of planned changed in
Organisational Development

1.
2.
3.
4.
5.
6.
7.
8.
9.

Definition of OD
OD as a Process
Models of Planned Change
History of OD
Resistance to Change and Field
Force Theory
Factors affecting OD
Model of a Planned Changes
The Process of OD
Summary & Conclusion

Definition of OD

Organization Development (OD) is a planned process of


change in an organizations culture through the utilization
of behavioral science technology, research, and theory.

It is an adaptive development , improvement and


reinforcement of such organizational features as,

strategies,
structures,
processes,
people and cultures

that lead to organizational effectiveness.

About Organization Development (OD)


Relatively new field of study 50s & 60s
OD is about how organizations and people function and
how to get them function better
Start Point when the leader identifies an undesirable
situation and seeks to change it.
Focus - Making organizations function better (total
system change).
Orientation - Action (achieving results through planned
activities).
No unifying theory just models of practice
OD is an organization improvement strategy

Characteristics of OD
1. OD focuses on culture and processes.
2. OD encourages collaboration between leaders and members in managing
culture and processes.
3. OD focuses on task accomplishment
4. Participation and involvement in problem solving
5. Total system change

History of OD
Four major stems of OD

(1) T-group
(2) Survey Feedback Technology
(3) Action research
(4) Sociotechnical & Socioclinical approaches

(1) T-Group (Laboratory Training) participants learn from their


own actions and the groups evolving dynamics
(2) Developing reliable questionnaires, collecting data from
personnel, analyzing it for trends, and feeding the results back to
everyone for action planning
(3) Diagnosing, taking action, re-diagnosing and taking new
action
(4) Integrate social requirements of employees with technical
requirements needed to do work in provided environment.

Timeline of Key OD Thinkers


SECOND WAVE

FIRST WAVE
(Pioneers)

Eric Trist

Kurt Lewin

David
Cooperrider

Open
Space

Rensis
Likert

Harrison
Owen

Appreciative
Inquiry

SocioTechnical
Systems

Laboratory
Training

2000 - Current

1980 -1999

1960 - 1979

1940 - 1959

Edgar
Schein
Marvin Weisbord

Wilfred Bion

The
Tavistock
Method

Survey
Feedback

Group
Process
Consultation

Future
Search
Winner 2011: Outstanding
Global work Award (OD
Network)

Revolutionary Values & Beliefs of OD


Organic systems (mutual confidence & trust) rather than mechanical
systems (authority-obedience)
. Warren Bennis
Basic units of change are groups, not individuals

. Richard Beckhard

Away from resisting and fearing individual differences towards accepting


and utilizing them
. Robert Tannenbaum

Trust and respect for individual


Open communication
Radical departure from
accepted values and
beliefs of 1960s

Decentralized decision making


Collaboration and cooperation
Appropriate use of powers
Authentic interpersonal relationships

Second-Generation OD
Organization Transformation
Organizational Culture
Learning Organization
Total Quality Management
Visioning and Future Search
Business Process Reengineering
Quality of Work Life

OD is a planned change process to improve


the effectiveness of organisation
Old State

Change
Process

OD as a process
Top management supported initiative
Long term effort to improve
organisational problems
Done thru effective & collaborative
diagnosis and management of
organisational culture
Emphasis on formal work teams and
inter-group culture
Assistance from consultant
Uses applied behavioral science &
action research

New Required
State

According to the org.


strategy
Planned long term
Managed from Top and
sustained
Increase organisational
effectiveness and
health
Use OD interventions
Use of behaviour
science principles

Models of Planned Change


Planned organization change requires a systematic process of
movement from one condition to another
3-Stage Model

Unfreeze
(Awarene
ss/
Diagnosis)

zi
n

Action
Resear
ch

Tran
sit

Joint
diagnosis

Refreeze
(Reinforcem
ent)

zin
ree

Joint action
planning &
Implementat
ion

f
Un
g

Change
(Transition
/
interventi
on)

Initiate
Inquiry

Problem
Identificat
ion

Evaluation
& follow-up

R
g e fr
ee

ion

Inquire to
best
practices

Discover
Themes

Problem
Identification

Joint
diagnosis

Consultation with a
Behavioral
scientist
Consultati
on with
behaviour
al
Data gathering &
scientist
preliminary
diagnosis

Data
gathering
,
diagnosis
&
feedback

Appreciative
Inquiry

Action Research

Feedback to
Client

Envision a
Preferred
Future

Joint action
planning

Action
Implementation

Data
gathering
after action

Design and Deliver


Ways to Create the
Future

Resistance to Changes and Field Force Theory

Desired
State

Current
State

For change to happen the status quo, or


equilibrium must be upset either by
adding conditions favourable to the
change or by reducing resisting forces.
What Kurt Lewin proposes is that
whenever driving forces are stronger
than restraining forces, the status quo
or equilibrium will change.

Before
Change

Change
Takes
Place

After
Change
Time

12

Business and Human Factors Affecting


Organisational Changes
Business
Factors
1 Globalisation

Focus of
Organisational
Changes
1

Attraction of
2
future

4 Gov. Policies

Structure

3 Technology
4

Systems

Value &
culture

5 Leadership
6
6

Public
Demand

Dissatisfactio
n with Status 1
quo

Strategy

2 Competitors

3 Technology

Human
Factors

Perceptions,
3
values

Self Interest 4

Org.
Learning

Motivated

Staffs

13

Burke - Litwin Organizational Model

General Model of Planned Change


1. Diagnosing
Entering
and
Contractin
g

Clarify the org issue


Determine the relevant client
Select appropriate OD
practitioner
--------------------------------------------Practitioner Skills
- Intrapersonal
- Interpersonal
- Consultation
- OD theory

Organisations,
Groups and Jobs
2. Collecting and
analysing
diagnostic info &
data

Collaborative process bet. Org &


consultant
Understand the org functions
Provide necessary info for design
change
Understand org. issues
How to develop action steps
Draw conclusion for action
planning & intervention
-----------------Org Design
Team / group functions
Task structure
Group composition & norms
Team effectiveness
performance, QWL
----------------------------------Personal characteristic
Skill variety
Task identity / significance
Individual effectiveness
satisfaction, performance,
personal development
-----------------------Planning to collect data
Questionnaires, interviews,
observations
Analyses data, FFA
Feeding back diagnostic info

1. Plan, Design
&,
Implement
2. Managing
Intervention
Change

Plan for effective intervention


- readiness for change
- Capability to change
- Capabilities of change agent
- Strategic issues
- Technology & structure
- HR
-------------------------------------Design Intervention
- Human process
- Techno-structural
- HR management
- strategic intervention
-------------------------------------Managing
- motivating change
- resistance to change
- activities for effective
change
- developing political support
-Identify and rally
stakeholders
- transition
Sustain momentum
Staying on the course
- individual & group
enhancement
- teambuilding
- inter-group activities

Evaluating
and
Institutionalizing
Change

Implement & evaluate feedback


Measure the output
---------------------------------Institutionalize the change
- congruence
- stability in environment &
technology
- Unionisation
Socialisation
Commitment
Rewards
Sensing & calibration
Indicators
- Knowledge
- Performance
- Preferences
- Value consensus

16

Managing the OD Process


Three basic components of OD programs:
Diagnosis

Continuous collection of data


about total system, its
subunits, its processes, and
its culture
Action
All activities and interventions
designed to improve the
organizations functioning
Program
All activities designed to
management ensure success of the
program

Diagnosis The Six-Box Model

Purposes

Relationships

Structure
Leadership

Helpful
Mechanisms

vi
En

Marvin
Weisbord
Weisbord identifies
six
critical
areas
where things must
go
right
if
organisation is to be
successful.
According to him,
the consultant must
attend
to
both
formal and informal
aspects of each box.
This model is still widely
used by OD practitioners

Rewards

nm
ro
t
en

Actions
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organization has a problem
(corrective action to fix it)
2. Organization sees an unrealized opportunity
(enabling action to seize the opportunity)
3. Features of organization are out of alignment
(alignment action to get things back in sync)
4. Yesterdays vision is no longer good enough
(action for new vision actions to build necessary
structures, processes and culture to make new vision a
reality)

Program Management
Cummings and Worley identified 5 sets of activities required
for effective change management:

Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition
Sustaining Momentum

Effective Change
Management

Program Management Contd..


Kotters 8-stage process for managing organizational change:
1
Establishing
2
Creating

a sense of urgency

a guiding coalition

3
Developing

a vision and strategy

4
Communicating
5
Empowering
6
Generating

John P. Kotter

a broad base of people to take action

short term wins

7
Consolidating
8
Anchoring

the change vision

gains and producing even more change

(institutionalizing) the new approaches into the culture

Summary & Conclusion

Organisation need to change to remain effective


Need to adopt change models that is suitable for the process and to
seek assistance from competence OD practitioner
Need to analyse the organisational issues and plan for the changes
Implement the changes, manage the transformation and address
resistances
Institutionalise the changes and evaluate the effectiveness &
congruence
Organisation need to change adapt to uncertain technological,
economic, political and cultural changes to remain effective and
in existence. Initiative for changes comes from the top
management and must be managed accordingly to ensure the
transition process to complete as planned and the strategic
objective of the changes are achieved.

Thank
Q&A
you
22

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