od 1 - organisation development

Organization Development (OD)

presented by

Naresh Sukhani NET, M.Com- MGMT, Masters in HRM, MBA Human Rights, B.Sc Comp Science,

ORGANIZATIONAL DEVELOPMENT

Objectives

1. To understand the concept of Organisational Development and its Relevance in the organisation

2. To Study the Issues and Challenges of OD while

undergoing Changes

3. To get an Understanding of Phases of OD Programme

4. To Study the OD Intervention to meet the Challenges

faced in the Organisation

5. To get an Insight into Ethical Issues in OD


Syllabus

1 Organisational Development – An Overview

2 Organisational Diagnosis, Renewal and Change

3 OD Interventions

4 OD Effectiveness

Prof. Naresh Sukhani


• Books to be Read:

1. Organization Development – French & Bell

2. Organization Development – V. G. Kondalkar

3. Organization Development & Change – Cummings & Worley

4. Organizational Development & Transformation- French, Bell & Zawacki

Prof. Naresh Sukhani

Definition-what is an organization

An organization is the planned coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labor and function, and through a hierarchy of authority and responsibility –(Edgar Shein)

Definition Organization Development (OD)

OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Richard Beckhard)

Why Study OD ?

Can improve individual performance

Create better morale

Increase organizational profitability

Journey of Life……

Why Study OD ?

• Organizational Development or O.D. is a planned

effort initiated by process specialists to help an

organization develop its diagnostic skills, coping

capabilities, linkage strategies( in the form of temporary

and semi-permanent systems) and a culture of mutuality.

• A planned effort – thinking and planning

• initiated by process specialists

• Diagnostic skills- data collection-overtime

• Coping capabilities-problem-solving,confront and cope

• Linking strategies-Indl.& Organl. Goals

• Culture of Mutuality-OCTAPACE-fostering of certain

values and open and proactive systems viz.

openness,confrontation, trust, authenticity,pro-activeness,

autonomy, collaboration and experimentation.

Related to OD

• Vision and Mission

• Behavior of the Organization

• Individual Behavior

• Structure of the Organization

• Culture of the Organization

WHY DO OD?

• Human resources

• Changing nature of the workplace

• Global markets

• Accelerated rate of change

Distinctive Features of OD

• an OD program is a long range, planned and sustained

effort that is based on an overall strategy.

• consultant establishes a unique relationship with the

client system: the consultant seeks and maintains a

collaborative relationship of relative equality with the

organization members

Benefits

• It mainly tries to deal with the changes throughout the organization or in any one of the major units.

• It develops greater motivation.

• It increases productivity.

• A better quality of work.

– It creates higher job satisfaction

– Team work is improved and encouraged

– It finds better solution for conflicts

– Commitment to objectives

– Increases the willingness to change

– Absenteeism is reduced.

– Turnover is lower

Limitations

• Organizational development is long-way process and requires more time.

• It consists of substantial expense, delayed payoff periods

• Failures are possible

• Possibility for invasion of privacy

• Possible for psychological harms

• It emphasizes only in group process compared to performance

• Conceptual ambiguity is possible.

Basic Organization Development

Model

Adapted from Exhibit 14-4: Basic Organization Development Model

Diagnosis of

Situation

Introduction of

interventions

Progress

Monitoring

Feedback

Organization Development

Interventions

Organization

Development

Structural Techniques Relationship Techniques

T-group Training

Team Building

Survey Feedback

Job Redesign

Management by Objectives

Supplemental Organizational

Processes

Adapted from Exhibit 14-5: Organization Development Interventions

Definition of Interventions

An intervention is a set of sequenced and

planned actions or events intended to help

the organization increase its effectiveness.

Interventions purposely disrupt the status

quo.

Characteristics of

Effective Interventions

• Is it relevant to the needs of the organization? – Valid information

– Free and Informed Choice

– Internal Commitment

• Is it based on causal knowledge of intended outcomes?

• Does it transfer competence to manage change to organization members?

The Design of

Effective Interventions

• Contingencies Related to the

Change Situation

• Readiness for Change

• Capability to Change

• Cultural Context

• Capabilities of the Change Agent

Contd…………..

• Contingencies Related to the Target of

Change

– Strategic Issues

– Technology and structure issues

– Human resources issues

– Human process issues

Intervention Overview

• Human Process Interventions

• Techno structural Interventions

• Human Resources Management

Interventions

• Strategic Interventions

Major Types of Interventions in OD .

• Human Process Interventions

• Techno structural Interventions

• Human Resources Management

Interventions

• Strategic Interventions

Human Process Interventions

• Coaching

• Training and Development

• Process Consultation and Team Building

• Third-party Interventions (Conflict Resolution)

• Organization Confrontation Meeting

• Intergroup Relationships

• Large-group Interventions

Techno structural Interventions

• Structural Design

• Downsizing

• Reengineering

• Employee Involvement

• Work Design

Human Resources Management Interventions

• Goal Setting

• Performance Appraisal

• Reward Systems

• Career Planning and Development

• Managing Work Force Diversity

• Employee Stress and Wellness

Strategic Interventions

• Integrated Strategic Change

• Mergers and Acquisitions

• Alliances and Networks

• Culture Change

• Self-designing Organizations

• Organization Learning and Knowledge Management

Organizational Development

Techniques

Sensitivity Training

Training groups (T-groups) that

seek to change behavior through

unstructured group interaction

Provides increased awareness of

others and self

Increases empathy with others,

improves listening skills, greater

openness, and increased tolerance

for others


Techniques (cont’d)

Survey Feedback Approach

The use of questionnaires to identify discrepancies

among member perceptions; discussion follows and

remedies are suggested



Process Consultation (PC)

A consultant gives a client insights into what is going

on around the client, within the client, and between the

client and other people; identifies processes that need

improvement.



Team Building Activities

• Goal and priority setting

• Developing interpersonal relations

• Role analysis to each member’s role and

responsibilities

• Team process analysis

Team Building

High interaction among team members to

increase trust and openness



Intergroup Problem Solving:

• Groups independently develop lists of perceptions

• Share and discuss lists

• Look for causes of misperceptions

• Work to develop integrative solutions

Intergroup Development

OD efforts to change the attitudes, stereotypes, and

perceptions that groups have of each other

Human Process Interventions

• Coaching

• Training and Development

• Process Consultation and Team Building

• Third-party Interventions (Conflict Resolution)

• Organization Confrontation Meeting

• Intergroup Relationships

• Large-group Interventions

Techno structural Interventions

• Structural Design

• Downsizing

• Reengineering

• Employee Involvement

• Work Design

Human Resources Management

Interventions

• Goal Setting

• Performance Appraisal

• Reward Systems

• Career Planning and Development

• Managing Work Force Diversity

• Employee Stress and Wellness

Strategic Interventions

• Integrated Strategic Change

• Mergers and Acquisitions

• Alliances and Networks

• Culture Change

• Self-designing Organizations

• Organization Learning and Knowledge

Management

Relationship Techniques

T-group Training

Team Building

Survey Feedback

Team Building Tips

Get the right people together for a large block

of uninterrupted time to work on high-priority

problems or opportunities that they have

identified and have them work in ways that are

structured to enhance the likelihood of realistic

solutions and action plans, which are then

implemented enthusiastically and followed up

to assess actual versus expected results.

Structural

Techniques Job Redesign

Management by

Objectives (MBO)

Supplemental

Organizational

Processes

OD interventions are..........

• Unique in nature

• Reflexive

• Self-analytical

• Self-skill building in nature

• Interpersonal

Interventions

What are T-Groups?

• T-groups (“T” for training) are unstructured

small-group situations in which participants learn from their own actions

• T-groups evolved from the laboratory training research of Kurt Lewin (1945)

• T-groups focus on the what, how and why of interpersonal communication.

• T-groups are used by consultants to help managers learn about the effects of their behavior on others

Goals of T-groups

• Increased understanding about one’s own

behavior

• Increased understanding about the behavior of

others

• Better understanding of group process

• Increased interpersonal diagnostic skills

• Increased ability to transform learning into action

• Improvement in the ability to analyze one’s own

behavior

Sensitivity training

• Aim is to:

(1) encourage participants to recognize the effects

of their behavior on others (e.g. by developing

good observation and listening skills)

(2) get participants to know themselves (e.g. by

asking others for feedback) and to share aspects

of themselves to others (self-disclosure)

Diagnostic skills

• Encourage participants to perceive accurately

relationships between each other

• The focus is on recording/observing who is

taking an active role in the discussion (and who

is not and WHY)

• How satisfied do participants feel in the group

discussion?

Group action skills

• Encourage participants to select and act out (role play)

behaviors required by the situation – to learn from the

experience

• Aim is to support coaching/counseling skills

• Common interventions are role plays, team building

meetings, adventure games

Johari Window

• Technique for illustrating the quality of interpersonal communication – identifiers a person’s interpersonal style of communication

• Process consultants use the model to help people process data about themselves in terms of how they see themselves and how others see them

• Interpersonal communication judged more effective when there is fit (congruence) between how we see ourselves (private face) and how others see us (public face).

Johari Window

• Unknown to Others Known to others

Hidden

Spot

Open

Window

Unknown

Window

Blind

Spot

Known to Self

Unknown to Self

Improving Communications

Using the Johari Window

Reduce Hidden Area Through Disclosure to others

Open

Window

Reduce Blind spot through feedback from others

Unknown to Others

Known to Others

Known to Self

Unknown to Self

Process Consultation

An OD method that helps managers and employers

improve the processes that are used in organizations

Outside consultant:

Enters organization

Defines the relationship

Chooses an approach

Gathers data

Diagnoses problem

Intervenes

Leaves organization

Process Consultation

• In process consultation, the consultant observes

individuals and groups in action – helping them

learn to diagnose and solve their own problems

• Often used in conjunction with teambuilding, self-

directed work teams, quality circles, and other

interpersonal interventions

Process Consultation: How is it

Done? • Consultant observes the communication processes

between individuals and workgroups

• Interventions used such as listening, probing,

questioning, clarifying, reflecting, synthesizing and

summarising

Process Consultation:

Key Questions • How well do group members seek and give information?

Ask questions? Summarize? Listen to others?

• How well do group members perform ‘group maintenance roles’ such as compromising? Harmonizing? Supporting?

• How well do group members solve problems? Make decisions?

• How well do group members deal with power and authority issues?

• How well do group members exercise leadership?

Third Party Peace Making

• Intermediaries (or "third parties") are people,

organizations, or nations who enter a conflict to

try to help the parties de-escalate or resolve it.

WALTON’S APPROACH TO

THIRD PARTY PEACEMAKING

• Walton has presented a statement of theory and practice

for third-party peace making interventions that is

important in its own right and important for its role in

organization development.

WALTON’S MODEL IS BASED ON FOUR

ELEMENTS

The conflict issues.

Precipitating circumstances.

Conflict relevant acts.

The consequences of the conflict.

SOURCES OF CONFLICT

Sustentative issues.

Emotional issues.

WALTON’S HAS OUTLINED THE INGREDIENTS

OF A PRODUCTIVE CONFRONTATION

Mutual positive motivation.

Balance of power.

Synchronization of confrontation efforts.

Differentiation and integration of different phases of the intervention must be well paced.

Conditions that promote openness should be created.

Reliable communicative signals.

Optimum tension in the situation .

ORGANIZATION MIRROR

INTERVENTION It is a technique designed to work

units feedback on how other elements

of organization view them.

Designed to improve relationships

between teams.

What is a “confrontation meeting?”

• One day meeting of entire management of an

organization in which they take a reading of their own

organizational health

• Organizational confrontation meeting: brings together

all of the managers of an organization to meet to

confront the issue of whether the organization is

effectively meeting its goals

Process

1. Climate setting 45-60 min.

2. Information Collecting 60 min.

3. Information Sharing 60 min

4. Priority setting and group action planning 75

min.

5. Action Planning 60-120 minutes

6. Immediate follow-up by top team 60-180 min.

7. (Four-six weeks later) Progress review 120

minutes

When is it appropriate to conduct a

confrontation meeting?

• Need for the total management group to examine its own workings

• Very limited time available for the activity

• Top management wishes to improve conditions quickly

• Enough cohesion in the top team to ensure follow-up

• Real commitment by top management to resolve the issue

• Organization is experiencing , or has recently experienced, some major change

Coaching & Mentoring

The main reasons why organizations need coaching and mentoring activities are as follows:

To maximize knowledge transfer To increase the skill levels For succession planning

Contd……..

To maximize knowledge transfer

Coaching & Mentoring provides a learning channel that

effectively transfers knowledge within the organization

Critical knowledge is maintained in the organization

Contextual learning is evident

Contd…….

To increase skill levels

The coaches and mentors can very effectively transfer core skills

Customization of skills in relation to the core activities of the

business is retained

Cross training of staff can be achieved

Contd….

For succession planning

The ability for the organization to identify ‘fast track’ candidates

and prepare them for new jobs is enhanced by coaching &

mentoring

Coaching & Mentoring can ensure continuity of performance

when key staff leave the organization because core skills have

been transferred

Beneficiaries of Coaching & Mentoring

The Coach / Mentor

The Employee

The Department

The Organization

Benefits to The Coach / Mentor

Benefits to the Coach / Mentor can be described

as: Job Satisfaction

Further development of own skill level

Involvement in strategic activity

What does a mentor actually do?

• Encourage

• Convey sincere belief in protégé ability to

succeed

• Give advice

• Give constructive feedback

• Give formal and informal instruction (technical,

clinical, political)

• Introduce to colleagues, etc.

• Provide opportunities for protégé to demonstrate

his/her skills

Contd….

• Serve as career and lifestyle role model

• Attend meetings, conferences, and other events

together

• Provide observation experience

• Provide role-playing experience

• Exchange/discuss ideas

• Co-authoring

• Challenge protégé to and assist with career

planning and development; emphasis on

planning!

Contd..

• Review resumes, cover letters

• Provide sense of direction/focus

• Help in problem solving

• Practice communication/interpersonal skills

• Assist in career planning

• Help set goals

What about mentees? • Potential to succeed

• Capacity for self-disclosure

• Willing to learn

• Confident to try new things

• Communicate well

• Trust others

• Ambitious

• Internal focus of control

• High job investment

• Values relationships

• Sees relationship between personal and professional growth

• Active learner

• Focused

• Learn from, but not have to please the mentor

• Knows limits/ when to get help

• Ethical

• Takes initiative

• Goal oriented

• Organization/ time management skills

• Open minded

What Coaching and Mentoring Are

• Coaching is a core competency necessary for knowledge

transfer

– Mentoring is a two-way process of dialogue and planning

– – People helping each other to find their way on

the job, in the organization and over a lifetime

Both require . . . . . .

• observation, dialogue, and agreement. . . . .

targeted at building individual and team

capabilities. . . . . .to foster continuous

improvement in organizations.

STRATEGIC IMPORTANCE OF

COACHING AND MENTORING

Coaching and mentoring as knowledge transfer: Everyone has unique knowledge to exchange with others Insist on the discipline of a 50/50 split in time

Structural interventions

• Socio technical systems (STS).

• Self-managed teams.

• Work redesign.

• Management by objectives (MBO).

• Quality circles.

• Quality of work life projects (QWL).

• Parallel learning structures (or collateral organizations).

• Physical settings.

• Total quality management (TQM).

• Reengineering.

• Large-scale systems change.

Socio technical Systems (STS) • Largely associated with experiments that emerged under the

auspices of the Travistock Institute in Great Britain.

• Efforts generally attempted to create a better “fit” among the technology, structure, and social interaction of a particular production unit in a mine, factory, or office.

• Two basic premises: – Effective work systems must jointly optimize the relationship between

their social and technical parts.

– Such systems must effectively managed the boundary separating and relating them to the environment.

– Highly participative among stakeholders: Employees, engineers, staff experts, and managers.

– Feature the formation of autonomous work groups (i.e. self-managed).

– Theory suggested that effectiveness, efficiency, and morale will be enhanced.

Self-Managed Teams

• Problems in implementation: – What to do with the first-line supervisors who are no

longer needed as supervisors.

– Managers that are now one level above the teams will likely oversee the activities of several teams, and their roles will change to emphasize planning, expediting, and coordinating.

• They need considerable training to acquire skills in group leadership and ability to delegate; skills to have participative meetings, planning, quality control, budgeting, etc.

Work Redesign

• Hackman and Oldham – theoretical model of what job characteristics lead to the psychological states that produce what they call ‘high internal work motivation.’

• Model approach has the characteristics of OD; use of diagnosis, participation, and feedback.

• Model suggested that organizations analyze jobs using the five core job characteristics; then redesign of group work: skill variety, task identity, task significance, autonomy, feedback from job.

MBO and Appraisal

• Management by objective (MBO) programs evolve from a collaborative organization diagnosis and are systems of joint target setting and performance review designed to increase a focus on objectives and to increase frequency of problem solving discussions between supervisors and subordinates and within work teams.

• MBO programs are unilateral, autocratic mechanisms designed to force compliance with a superior’s directives and reinforce a one-on-one leadership mode.

Quality Circles

• The concept is a form of group problem solving and goal setting with a primary focus on maintaining and enhancing product quality.

• Extensively used in Japan.

• Quality circles consist of a group of 7 – 10 employees from a unit; who have volunteered to meet together regularly to analyze and make proposals about product quality and other problems.

• Morale and job satisfaction among participants were reported to have increased.

• Quality circles contributes toward total quality management.

Quality of Work Life (QWL)

• Organizational improvement efforts.

– Attempt to restructure multiple dimensions of the organization.

– To institute a mechanism which introduces and sustains

changes over time.

• An increase in participation by employees and increase

in problem solving between the union and management.

Parallel Learning Structures

• Consists of a steering committee and a number of

working groups that:

– Study what changes are needed in the organization,

– Make recommendations for improvement, and

– Then monitor the resulting change efforts.

Physical Setting and OD

• Physical settings are an important part of organization culture that work groups should learn to diagnose and manage, and about which top management needs input in designing plants and buildings.

• Sometime, physical setting were found to interfere with effective group and organizational functioning.

• Examples: A personnel director having a secretary share the same office; resulting lack of privacy and typewriter noise, thus adversely affect the productivity of the director.

• Management encouraged group decision making, yet providing no space for more than 6 people to meet at one time.

Total Quality Management (TQM) • Also called continuous quality improvement.

• A combination of a number of organization improvement techniques and approaches, including the use of quality circles, statistical quality control, statistical process control, self-managed teams and task forces, and extensive use of employee participation.

• Features that characterize TQM: – Primary emphasis on customers.

– Daily operational use of the concept of internal customers.

– An emphasis on measurement using both statistical quality control and statistical process control techniques.

– Competitive benchmarking.

– Continuous search for sources of defects with a goal of eliminating them entirely.

– Participative management.

– An emphasis on teams and teamwork.

– A major emphasis on continuous learning.

– Top management support on an ongoing basis.

Reengineering

• Definition – the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

• Reengineering focuses on visualizing and streamlining any or all business processes in the organization.

• Reengineering seeks to make such processes more efficient by combining, eliminating, or restructuring activities without regard to present hierarchical or control procedures.

• Reengineering is a top-down process; assumes neither an upward flow of involvement nor that consensus decision making.

Self-Design Strategy

• It is a “learning model” to help organization develop “the build-in capacity to transform themselves to achieve high performance in today’s competitive and changing environment.

• Basic components: – An educational component consisting of readings, presentations,

visits to other companies, and attendance at conferences.

– Clarification of the values that will guide the design process.

– Diagnosis of the current state of the organization using the values as template.

– Changes are then designed and implemented in an interactive manner.

Large-Scale Systems Change and

Organizational Transformation • Large-scale systems change; mean

organizational change that is massive in terms of the number of organizational units involved, the number of people affected, the number of organizational subsystems altered, and/or the depth of the cultural change involved. – Example: a major restructuring with objectives

including a reduction in hierarchical levels from 8 to 4.

• Organizational transformation; second-order change – requires a multiplicity of interventions and takes place over a fairly long period of time (5-year plan).

Do’s Of OD Interventions

Inform in advance of the nature of

the intervention and the nature

of their involvement.

OD effort has to be connected to

other parts of the organization.

Directed by appropriate managers.

Based on accurate diagnosis .

Contd….

• commitment to OD at all stages.

• Evaluation is the key to success.

• Show employees how the OD effort

relates to the organization's goals and

overriding mission.

Open Systems Model

Inputs • Information • Energy • People

Transformations • Social Component • Technological Component

Outputs • Goods • Services • Ideas

Environment

Feedback

Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Thomson, South Melbourne Australia

Organisation-Level

Diagnostic Model

Inputs

General

Environment Uncertainty in social,

technological, economic , ecological and political

forces

Industry Structure

Five forces – suppliers, buyer, threats of entry,

threats of substitutes and rivalry among competittors

Design Components Outputs

Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Nelson, South Melbourne Australia

Strategy The way a company uses its resources human economic or technical to gain and sustain competitive advantage

Organisation design

Organisation performance Productivity Stakeholder satisfaction

Goal Clarity

Task Team

Structure Functioning

Group Group

Composition Norms

Design Components Outputs

Organisation

Design

Team

Effectiveness

Group-Level Diagnostic Model

Inputs


skill Variety

Task

Identity Autonomy

Task Feedback

Significance about Results

Individual-Level Diagnostic Model

Inputs Design Components Outputs

Organisation

Design

Group Design

Personal

Traits

Individual

Effectiveness


O. D. PROCESS: Diagnosis, Action & Program Management

The O. D. process consists of three components-diagnosis, action and program management.

Diagnosis component consists of continuous collection of data about the total system, its sub-units its processes, and its culture.

The action component consists of all the activities and interventions designed to improve the organization’s functioning.

The program management component is designed to ensure success of the program.

Diagnosis involves;

1. What are its strengths?

2. What are its problems?

3. What are its unrealized opportunities?

4. Discrepancy between desired situation and current situation?

Elements of the OD process

1. Entering and contracting

2. Diagnosing ( Organization, groups and jobs)

3. Planning and implementing change

4. Evaluating and institutionalizing

1. Entering and contracting

• Entering & Contracting are the initial steps in the OD

process

• Entering and Contracting set the initial Para meters for

carrying out the subsequent phases of OD :

–Diagnosing the organization

–Planning & Implementation changes

–Evaluating and Institutionalizing them

• Entering into an OD relationship comprises

of three (3) elements- i.e.

- Clarifying the Organizational Issue

- Determining the relevant Clients

- Selecting the appropriate OD Practitioner

Clarifying the Organizational Issues

• An Organization generally starts an OD programme by presenting the problem. i.e. the issue that caused them to consider an OD process. It may be Specific,( e.g. :decrease in market share, increase in absenteeism, Increase in industrial disputes or General (eg: Organization growing too fast, needs a rapid change)

• At this stage, presenting the problem is only a symptom of an underlined problem

Determining the relevant client

• Generally the relevant client includes those organization

members who can directly impact on the change issue.

• Unless these Members are identified and included in the

entering and contracting process, they may with hold

their support for and commitment to the OD process.

• E.g. In trying to improve the productivity of a unionized

plant the relevant client may include union officials as

well as Managers and staff personnel.

• It is not unusual for an OD project to fail because the

relevant client was inappropriately defined.

2. Diagnosing Organization

• Diagnosis is the process of understanding current

functioning of the organization. It will provides the

information necessary for designing change

interventions. It generally follows from successful entry

and contracting.

• This is a collaborative process between organization

members and OD consultants to collect pertinent

information, analyze it and draw conclusions of action

planning and interventions .

• Diagnosis may be aim uncovering causes for specific

problems or it may be directed at assessing the overall

functioning of the organization / department to discover

the areas for future development.

2. Organizational Diagnosis (Contd.)

1. Think of visiting your health

care, computer or auto

mechanic professional. What

is a diagnosis?

2. What does s/he do to diagnose

(Dx) your condition?

3. What are the uses/purposes of

a Dx; What does it allow you to

do?

4. What, therefore, are the criteria

for a sound Dx?

5. How is a diagnosis derived?

3. Planning and implementing change

• In this stage ,organization members and practitioners

jointly plan and implement OD interventions.

• They design interventions to achieve the organization's

vision or goals and make action plans to implement

them.

• There are several criteria for designing interventions

,including the organization's readiness for change ,its

current change capability, its culture and power

distributions and change agent’s kills and abilities .

• Depending on the outcomes of diagnosis, there are four

major types of interventions in OD

Comparison of Planned Change Model

Problem identification

Consultation with

Behavioural Science Expert

Data gathering and

Preliminary Diagnosis

Feedback to Key Client of

Group

Joint Diagnosis of

Problem

Joint Action Plan

Action

Data Gathering after

Action

Unfreezing

Movement

Refreezing

Initiate the Inquiry

Inquiry into Best

Practices

Discover Themes

Envision a

Preferred Future

Design and

Deliver Ways to

Create the Future

(A)

Lewin’s Planned

Change Model

(B)

Action Research

Model

(C)

Positive

Model

4. Evaluating and Institutionalizing

• The final stage in planned change involves evaluating

the effects of the intervention and managing the

institutionalization of successful change programs .

• Feed back to organization members about the

intervention’s results provide information about whether

the changes should be continued ,modified or

suspended.

• There are several criteria for designing interventions

,including the organization's readiness for change ,its

current change capability, its culture and power

distributions and change agent’s kills and abilities .

• Depending on the outcomes of diagnosis, there are four

major types of interventions in OD

ORGANIZATIONAL DEVELOPMENT Kurt Lewin’s Three –Stage Model : as

modified by Lippitt & others 1.Developing a need for change. (Lewin’s

unfreezing phase) 2. Establishing a change relationship. In this

phase a client system in need of help and a change agent from outside the system establish a working relationship

3.Clarifying or diagnosing the clients system’s problem

4.Examining alternative routes and goals; establishing goals and intentions of actions

ORGANIZATIONAL DEVELOPMENT Kurt Lewin’s Three –Stage Model : as

modified by Lippitt & others 5.Transforming intentions into actual

change efforts.Phases 3, 4 and 5 correspond to Lewin’s moving phase 6.Generalizing and stabilizing change.

This corresponds to Lewin’s refreezing phase

7.Achieving a terminal relationship, that is, terminating the client-consultant relationship

ORGANIZATIONAL DEVELOPMENT The Burke-Litwin Model of Organizational

Change (a)First-order change- transactional,

evolutionary, adaptive, incremental, or continuous change

(b)Second-order change- transformational, revolutionary, radical, or discontinuous change

n.b.. O. D. programs are directed toward both first-order and second order change with an increasing emphasis on second –order transformational change.

ORGANIZATIONAL DEVELOPMENT The Burke-Litwin Model of Organizational Change First-Order Second-Order 1. Structure 1. Mission and Strategy 2. Management Practices 2. Leadership 3. Systems 3. Organizational Culture (Transactional) (Transformational) Distinguishing Organizational Climate and

Organizational Culture. Climate- people’s perceptions and attitudes about the

organization Culture- deep seated assumptions about values and

beliefs that are enduring, often unconscious and difficult to change

ORGANIZATIONAL DEVELOPMENT( First)

Management Practices

Structure

Systems Policies &

Procedures

Work Unit Climate

Motivation

Individual Needs

& Values

Task Requirements &

Individual Skills / Abilities

Individual &

Organizational

Performance

Individual Needs & Values

ORGANIZATION DEVELOPMENT(Second)

External Environment.

Leadership

Mission & Strategy

Organizational Culture

Individual & Organizational Performance

The Burke-Litwin Model of Organizational Performance and Change

External Environment

Leadership Organizational

Culture Mission & Strategy

Structure

Management Practices

Systems (Policies &

Procedures)

Work Unit Climate

Motivation

Individual & Organizational Performance

Task Requires & Individual

Skills/ Abilities

Individual Needs & Values

od 1 - organisation development

Leadership & Management