cliff oswick may 2014 odn european annual conference re-conceptualizing od: imagining the past and...
TRANSCRIPT
Cliff OswickMay 2014
ODN European Annual Conference
Re-conceptualizing OD: Imagining the Past and Remembering the Future
Old (Diagnostic) OD Approaches
ChangeSource
Mechanical Sciences(1900s to Present)
Biological Sciences(1960s to Present)
Interpretive Sciences(1980s to Present)
Complexity Sciences(1990s to Present)
Perspective of Organizations
Determinate, closed systems
Contingent, open systems
Generative, meaning making systems
Complex adaptive systems
InterventionFocus
Efficiency, plans, structure, IT, productivity
Alignment, congruence, strategic plans
Discourse, meaning making, culture, norms
Chaos, self-organization, emergent design
Change Emphasis
Fix & Re-engineer
Adapt & Re-position
Reframe & Rename
Flux & Emergent Facilitation
New (Dialogic) OD Approaches
ChangeSource
Mechanical Sciences(1900s to Present)
Biological Sciences(1960s to Present)
Interpretive Sciences(1980s to Present)
Complexity Sciences(1990s to Present)
Perspective of Organizations
Determinate, closed systems
Contingent, open systems
Generative, meaning making systems
Complex adaptive systems
InterventionFocus
Efficiency, plans, structure, IT, productivity
Alignment, congruence, strategic plans
Discourse, meaning making, culture, norms
Chaos, self-organization, emergent design
Change Emphasis
Fix & Re-engineer
Adapt & Re-position
Reframe & Rename
Flux & Emergent Facilitation
The Core Premises of OD
OLD (DIAGNOSTIC) OD
Scientific
Problem-centred
Reactive & Linear
Punctuated & Discrete
Concrete & Tangible
Top-down
NEW (DIALOGIC) OD
Generative
Solution-driven
Proactive & Rhizomatic
Complex & Emergent
Abstract & Intangible
Multi-directional
Traditional OD Contemporary OD Emerging OD
General Approach to Change
Change as a scientific process
Disciplinary Area & Epistemology
Socio-psychological - positivist
Focus of Change Negative - Emphasis on problems
Process Characteristics
Reactive, linear and punctuated
Temporal Orientation
Focus on the past to act in the present
Environmental Imperatives
Relatively stable and predictable world
Hierarchical Ordering
Top-down (mgt instigate & execute)
Employee Focus Employee performance and job enrichment
Change Logic Change of/for employees
Examples Job Design, Teamwork, & Structural Intervention
Traditional OD Contemporary OD Emerging OD
General Approach to Change
Change as a scientific process
Change as a discursive process
Disciplinary Area & Epistemology
Socio-psychological - positivist
Socio-linguistic – constructivist
Focus of Change Negative - Emphasis on problems
Positive - Emphasis on improvement
Process Characteristics
Reactive, linear and punctuated
Proactive, recursive and fluid
Temporal Orientation
Focus on the past to act in the present
Focus on the future to act in the present
Environmental Imperatives
Relatively stable and predictable world
Competitive and rapidly changing world
Hierarchical Ordering
Top-down (mgt instigate & execute)
Top-down & sideways (mgt/emp execution)
Employee Focus Employee performance and job enrichment
Employee involvement and empowerment
Change Logic Change of/for employees
Change with employees
Examples Job Design, Teamwork, & Structural Intervention
AI, Future Search, & World Cafe
Traditional OD Contemporary OD Emerging OD
General Approach to Change
Change as a scientific process
Change as a discursive process
Change as a political process
Disciplinary Area & Epistemology
Socio-psychological - positivist
Socio-linguistic – constructivist
Socio-political - critical realist
Focus of Change Negative - Emphasis on problems
Positive - Emphasis on improvement
Neutral - Emphasis on possibilities
Process Characteristics
Reactive, linear and punctuated
Proactive, recursive and fluid
Emergent, rhizomatic and spontaneous
Temporal Orientation
Focus on the past to act in the present
Focus on the future to act in the present
Focus on the present to act in the present
Environmental Imperatives
Relatively stable and predictable world
Competitive and rapidly changing world
Turbulent and socially connected world
Hierarchical Ordering
Top-down (mgt instigate & execute)
Top-down & sideways (mgt/emp execution)
Bottom-up (emp instigated)
Employee Focus Employee performance and job enrichment
Employee involvement and empowerment
Employee engagement and emancipation
Change Logic Change of/for employees
Change with employees
Change by employees
Examples Job Design, Teamwork, & Structural Intervention
AI, Future Search, & World Cafe
Employee Activism & Constructive Deviance
So, what is happening? And, where is the evidence?
• “Towards Ritualised Autonomy” – Atlassian
• “The Creation of Flatland” – Valve
• “Doing Holacracy” – Zappos
• “Blurred Crowdsourcing” – Agora
• “Active Non-Leadership” - Cass
Followers? Leaders? Is Leadership still relevant?
Great Leaders?
Situational or Contingency Theory
(Hersey & Blanchard, 1969)
The Future for OD Practitioners………
• Understand and convey the contingent nature of
different OD approaches• Helping to facilitate change rather than lead change• Creating conditions of possibility• Assist in the re-education of senior executives and
managers• Championing autonomy, emancipation, and inclusive
processes