OD is a system-wide process aimed at : (1)
enhacing congruence between organl structure.
process, strategy, people, and culture (2)
developing new & creative organl solutions (3)
developing the organ's self-renewing capacity. It
occurs thru collaboration of organ members
working with a change agent using behavioural
science theory, research, and techno
Features of OD: (1)OD applies to change in
strategy, structure and process of an entire
system, such as an organ (2) OD is based on
the application &transfer of behavioural science
knowledge and practice (3)OD is concerned with
managing planned change (4) OD involves both
the creation and reinforcement of change (5) OD
is oriented to improving organl effectiveness
Five Stems of OD : (1)
Laboratory Training (2)
Action Research/Survey
Feedback (3) Normative
Approaches (4) Quality of
Life (5) Strategic Change
Lewin's Change Model
Unfreezing. Movement,
Refreezing
Action Research Model :
Problem Identification,
Consulation with a
behaviral scientist, Data
gathering&preliminary
diagnosis. Feedback to
cleint, Joint diagnosis, Joint
action planning, Action,
Data gathering after action
Positive Model : Initiate
the inquiry, Inquire into
Best Practices,
Discover Themes,
Envision a Preferred
Future, Design &
Deliver Ways to Create
the Future
General Model of
Planned Change :
Entering&Contracting,
Diagnosing,
Planning&Implementing
Change, Evaluating&
Institutionalising Change
THE OD PRACTIONER
Competences of an OD Prac:
Interpersonal skills,
Intrapersonal skills, General
Consultaion skills, Orga
development theory
The Internal OD Prac : Knows the organ
processes&polices, Believes in the mission of the
organ, There is an understanding of trust, Exposure
to many of same people over time
The External OD Prac: Has a variety of work, Has to
learn company jargon, Process can be incomplete,
Always at risk(economic crisis, budget cuts, organ
politics), Variety of task ranging from content expert to
process expert to personal coach, Ability to
understand the unspoken
Professional Values : Concern for enquiry &
science, Democracy & being helpful, Building
Trust&collaboration, Creating an open, problem
solving climate, Increase self control of organ
members
Antecedents : Role of Change Agent -Values,
Goals, Needs, Attitudes-Role of Client
system: Process-Role Episode-Role
Conflict-Role Ambiguity: Ethical Dilemmas-
Misrepresentations, Misuse of data,
Coercion, Value&Goal Conflict, Technical
Ineptness
ENTERING AND CONTRACTING
PROCESS
The Entering Process -
Clarifying the Organ Issues
The Entering Process -
Determining the Relevant
Client
The Entering Process -
Selecting an OD Practiotioner
Developing a Contract -
Mutual Expectations
Developing a Contract -
Commit necessary time and resources
Developing a Contract -
Ground Rules
DIAGNOSING ORGANISATIONS,
GROUPS &JOBS
Diagnosis is the
process of
understanding a
system's current
functioning. A road
map of how organs
function
Need for Diagnostic Models: (1) conceptual
frameworks pple use to understand organs
(2) describe relations among organ features,
context & effectiveness (3)areas to examine in
assessing organ features (4)simplifications of
reality & choose critical features
Open System Model :
Inputs, Transformation,
Outputs, Boundaries,
Feedback, Equifinality,
Alignment
Group-Level Diagnostic Model:
Inputs-Organ Design, Components-goal
clarity, task structure, task functioning,
group composition, performance norms,
Outputs- Team effectiveness, quality of life
Individual-Level Diagnostic Model :
Inputs-Organ design, group design,
personal characteristics,
Components-skill variety, task
identity, task significance,
autonomy, results feedback
COLLECTING & ANALYSING
DIAGNOSTIC INFOR
Data
Collection
-Feedback
Cycle:
planning to
collect,
collecting
data,
analysing
data, feed
backing data,
following up
Questionnaires :
Advantages - responses
can be quantified
&summarised, easy to use
with large samples.
relatively inexpensive, can
obtain large volumes of
data ..Problems- little
opportunity for empathy.
predetermined
questions--no chance to
change, over interpretation
of data, response bias
Interviews : Advantages :
adaptive--allows
customization, source of
rich data, empathic,
process builds rapport
with subject....Problems:
relatively expensive, bias
in interviewer responses,
coding and interpretation
difficulties, self report bias
Observations : Advantages
-Collects data on current
behaviour rather than
reported behaviour,
realtime, not retrospective,
adaptive....Problems-
coding &interpretation
difficulties, sampling
inconsistencies, observer
bias &questionable
reliability, can be expensive
Unobtrusive measures :
Advantages -Non-reactive, no
response bias, high face
validity, easily
quantified...Problems: access
and retrieval difficulties, validity
concerns, coding
&interpretation difficulties
Content Analysis : (a)
Responses to a particular
que are read to determine
whether answers are
occurring multiple times (a)
Themes are generated that
capturing comments (c)
Respondents' answer are
placed into one of categories
Force-field
Analysis :
organises info into
categories -Forces
for change and
forces resisting
change. Rank the
order of the
different forces
Descriptive Statistics
: Mean represents the
respondents average
score. Standard
deviation refers to the
spread or variability of
the responses
Correlation &
scattergram:
indicates the
strength of a
relationship
btwn 2 variables
Difference
Test :
Determine
whether 2
samples are
significantly
different from
each other
FEEDING BACK DIAGNOSTIC
INFOR
Content of Feedback:
Relevant-Info should be
meaningful.
Understandable-present data in a
form that is readily interpreted
Content of Feedback :Descriptive-use
detailed examples &illustrations. Verifiable-
data should be valid &accurate
Content of Feedback- Timely: Data should be fed back
as quickly as possible. Limited- should be limited to
what employees can realistically process at 1 time
Content of Feedback : Significant- should be limited
to solvable problems. Comparative- data from other
groups should be provided. Unfinalised-use data as a
starting point for more in depth discussion
Effective Feedback Processes ; Motivation to
work with the data, Structure feedback
meetings, Appropriate attendance,
Appropriate power, Process help
DESIGNING INTERVENTIONS
Definition of
Intervention : An
intervention is a
set of sequenced
and planned
actions or events
intented to help
the organ
increase its
effectiveness
Characteristics of Effective
Interventions : based on valid
info about the organ's
functioning. based on
knowledge of outcomes. based
on the extent to which it
enhances the organ's capacity
to manage change
Design of Effective Interventions:
Contigencies related to change
situation : readiness for change,
capacity to change, cultural
context, capabilities of the change
agent. Contigencies related to
target of change: strategic,
technology&structural, human
resources, human process
Human Process Interventions:
Deals with social process such as
communication, decision making,
leadership&group dynamics
:coaching, training&develop, process
consultation, team building, 3rd party
intervention-conflict resolution,
organisation confrontation meeting,
intergroup relationships, large-group
interventions
Techno-structural Interventions :
concerned with the division of work into
departments&coordination among those
departments. concerned with the
method to deliver products and how to
link people with tasks..structural design,
downsizing, reengineering, employee
involvement, work design
HR Management Interventions :
Concerned with attracting competent
people, setting goals for them,
appraising and rewarding their
performance, developing their career and
managing stress. Goal setting,
performance appraisal, reward systems,
career planning &develop, managing
diversity, employee stress & wellness
Strategic Interventions :
Concerned with what
products/services to prove, how to
relate to the environments, how to
transform themselves to keep
pace with changing
conditions..Intergrated strategic
change, mergers and aquisitions,
alliances and networks, culture
change, self designing, organ
learning
LEADING & MANAGING CHANGE
Change
Management
Activities
Motivating Change: (1)Creating
readiness for change (2)
overcoming resistance to change
Creating Vision : (1) Describing the
core ideology (2)constructing the
envisioned future
Developing Political Support : (1)
Assessing change agent power (2)
Identifying key stakeholders (3) influencing
stakeholders
Sustaining Momentum : (1) Providing
Resources for change (2) Building a
support system for change agents (3)
Developing New Competencies and
Skills (4) Reinforcing New behaviours
(5) Staying the course
HUMAN PROCESS
INTERVENTION
Process Consultation
Group Process
Basic Process Interventions
-Individual
Basic Process Intervention -Group
Team Building
Team Building Activities
Manager's Role
Results of Team Building
ORGANISATION
TRANSFORMATION
(1)Change is
Triggered by
Environ&Internal
disruptions
(2)Change Is Aimed
at Competitive
Advantage
(3) Change is
Systematic
&Revolutionary
(4)Change
demands a new
Organising
paradigm
(5) Change is driven
by senior executives
& line management
(6)Change involves
Significant learning
Intergrated Strategic
change Process
Organ Design
Conceptual
Framework
Levels of
Coporate
Culture
Designing Organ
Culture : Behavioral
Approach
Designing Organ
Culture :Competing
Values Approach
Designing Organ
Culture :
Assumptions
Approach
Guidelines for Cultural
change : Formulate clear
vision (2)Display Top
management commitment
(3)\Model culture change at
highest level (4)Modify
organ to support organ
change (5)select &socialise
newcomers & terminate
deviants (6)model legal
ðical sensitivity