2.History of Organizational Development Final

8/3/2019 2.History of Organizational Development Final

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History of OrganizationalDevelopment


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INTRODUCTION

Organization developments history uses the analogyof a mangrove tree having 4 important trunk stems.

One trunk stem of OD consists of innovation in theapplication of laboratory training insights to complex

organization. Second major stem is survey, research and feedback

methodologies.

Both stems are intertwined with the third stem, theemergence of action research.

Paralleling these stems, and to come extent linked, isa fourth stem emergence of the Tavistock sociotechnical and socioclinical approaches.


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THE LABORATORY TRAININGSTEM

The T group

One stem of OD, laboratory training

Unstructured small group situation in whichparticipants learn from their own interactions.

Began to develop in about 1946 from variousexperiments in the use of discussion groups toachieve changes in behaviour in back home situations.

An Inter- group relations workshop held at the StateTeachers College in New Britain, Connecticut, in the

summer of 1946 was important in the emergence oflaboratory training.


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THE SURVEY RESEARCH ANDFEEDBACK STEM

Specialized form of action research.

History of this stem revolves aroundthe techniques and approachdeveloped by staff members at thesurvey Research Center of the

University of Michigan over a periodof years.


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ACTION RESEARCH STEM

Collaborative, client-consultantinquiry consisting of preliminarydiagnosis. Data gathering from theclient group, data feedback to theclient group, data exploration andaction planning by the client group,

and action.


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THE SOCIALTECHNICAL ANDSOCIOCLINICAL STEM

The fourth stem in the history of OD is the evolutionof socioclinical and sociotechnical approaches tohelping groups and organizations.

The Tavistock Clinic in England had been founded in1920 as an outpatient facility to providepsychotherapy based on psychoanalytical theory andinsights from treatment of battle neurosis in WW1.

A group focus emerged early in the work of Tavistockin the context of family therapy in which the child andthe parent received treatment simultaneously.


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SECOND GENERATION OD

Considerable attention to theory and

practice is now being given to emerging

concepts, interventions, and areas ofapplication, which might be called

second generation OD.


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FOCUS ON -

Interest in Organizational Transformation

Interest in Organizational Culture

Interest in Learning Organization

Intensified interest in Teams

Total Quality Management (TQM)

Interest in Visioning

Rediscovering Large Meetings and Gettingthe Whole System in the room.


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VALUES, BELIEFS AND

ASSUMPTIONS


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VALUES, BELIEFS & ASSUMPTIONSIN OD

A Belief a proposition about how the worldworks that the individual accepts as true; itis a cognitive fact for the person.

Values are also beliefs,& are defined as:beliefs about what is desirable or a good(eg. Free speech) and what is an

undesirable or bad (eg. Dishonesty)


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Contd -

Assumptions are beliefs that are regarded as sovaluable and obviously correct that they are taken forgranted and rarely examined or questioned.

Values, assumptions and beliefs provide structure andstability for people as they attempt to understand theworld around them.

Values and assumptions do not spring full grown from

individuals or societies; they are formed from thecollective beliefs of an era- the zeitgist, or spirit of thetimes


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STATEMENT OF OD VALUES &BELIEFS

Warren Bennis listed certain normativegoals based on humanistic/ democraticphilosophy:

1. Improvement in interpersonal skills2. A shift in values so that human factors and

feelings come to be considered legitimate.

3. Development of increased understandingbetween and within working groups inorder to reduce tensions.


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Warren Bennis - contd

4. Development of more effective team management, ie: the capacity of functional groups to work morecompetently.

5. Development of better methods of conflict resolution.(Rational and open methods, rather that usualbureaucratic methods.

6. Development of organic rather than mechanical

systems. This is a strong reaction against the idea oforganizations as mechanisms which managers workon like push buttons.


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Richard Beckhards assumptions aboutthe nature and functions of organization

The basic building blocks of an organizationare groups (teams). Therefore, the basicunits of change are groups, not individuals.

An always-relevant change goal is thereduction of inappropriate competitionbetween parts of the organization and the

development of a more collaborativecondition.


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Richard Beckhards - contd

Decision making in a healthy organization islocated where the information sources are,rather than in a particular role or level of

hierarchy.

Organizations, subunits of org, &individuals continuously manage their

affairs against goals. Controls are interimmeasurements, not the basis of managerialstrategy.


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Contd-

One goal of a healthy organization is todevelop generally open communication,mutual trust, & confidence between &

across levels.

People support what they help create.People affected by a change must be

allowed active participation & a sense ofownership in the planning & conduct of thechange.


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ROBERT TANNENBAUMS

VALUES:

Away from a view of people as essentially bad towarda view of people as basically good.

Away from avoidance of negative evaluation of

individuals toward confirming them as human beings.

Away from a view of individuals as fixed, towardseeing them as being in process.

Away from resisting & fearing individual differencestoward accepting & utilizing them.


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Contd-

Away from utilizing an individual primarilywith reference to his/her job descriptiontoward viewing an individual as a whole

person. Away from walling off the expression of

feelings toward making possible bothappropriate expression & effective use.

Away from maskmanship & game playingtoward authentic behaviour.


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Contd-

Away from use of status formaintaining power and personalprestige toward use of atayus for

organizationally relevant purposes. Away from distrusting people toward

trusting them.

Away from avoiding facing otherswith relevant data toward makingappropriate confrontation.


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Contd-

Away from avoidance of risk takingtoward willingness to risk.

Away from a view of process work as

being unproductive effort towardseeing it as essential to effective taskaccomplishment.

Away from a primary emphasis oncompetition toward a much greateremphasis on collaboration.


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IMPICATIONS OF OD VALUES &ASSUMPTIONS

Implications for Dealing with individuals:Assumptions:

Most individuals have drives toward personal growth

and development, if provided an environment that isboth supportive and challenging. Most people want todevelop their potential.

Most people desire to make, & are capable of making,a higher level of contribution to the attainment of

organization goals than most organizationalenvironments.


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Implication

Of these two assumptions are:

Ask, listen, support, challenge,encourage risk taking, permit failure,remove obstacles & barriers, giveautonomy, give responsibility, set

high standards & reward success.


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Implications for dealing with groups

Assumptions: One of the most psychologically relevant reference groups

for most people is the work group, including peers & boss.What occurs in the work group greatly influences feelings ofsatisfaction & competence.

Most people wish to be accepted & to interact cooperatively,with at least one small reference group,& usually withmore then one group, such as a work group, the family, achurch or a club group.

Most people are capable of making greater contribution to agroups effectiveness & development.

The formal leader cannot perform all the leadership &maintenance functions required for a group to optimize itseffectiveness.

Many attitudinal & motivational problems require interactive& transactional solutions.


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Implications of these assumptions:

Let teams flourish, because they are often the bestway to get things done.

Leaders should invest in groups. Investment of time isrequired for group development. Investment ofenergy & intelligence is required to create a positive

climate. Adopt a team leadership style. Group members should receive training in groups

effectiveness skills such as group problem solving &decision making, conflict management, facilitation &interpersonal communication.

There should be a change in perspective from viewingproblems as within the problem to viewing problems& solutions as transactional & as embedded in asystem.


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Implication for Designing &Running Organization

Assumptions:

Traditional hierarchical forms of organizationemphasize on top-down directives, group by

specialized function, adhere to the chain ofcommand,& have a formalized cross-functionalcommunication.

Needs & assumption of human beings are reasons fororganized effort in society.

It is a possible to create organization than on the onehand are humane, developmental & empowering & onthe other hand are high powering in terms ofproductivity, quality of output & profitability.


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Implications of these assumptions:

Experimenting with new organization structures isimperative. There is growing awareness that win-loseorganizational situation, in which one side wins &other loses, are dysfunctional over the long run &need to be replaced by win-win situations.

An optimistic development set of assumption aboutpeople is likely to reap awards beneficial to both, theorganization & members.

People are an organizations most important resource:they are resources of productivity & profits & shouldbe treated with care.

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2.History of Organizational Development Final