3_OD process

Semester 04Organization Development

Organization Development ProcessPresented by

Dr. Prabath Karunanayake MBBS, MBA in HRM, PGDipPsych, PGDipOHS

Director HR, China Harbour Engineering CompanyLead Consultant, Prabath Karunanayake Associates

[email protected]/prabath2014

Cummings & Worley, 9e (c) 2009 South-Western College Publishing

MASTERS INHUMAN RESOURCE

MANAGEMENT

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Lesson plan• Entering and contracting• Diagnosing• Intervening

–Types of interventions–Designing interventions–Implementing interventions

• Evaluating• Institutionalizing• Activity – OD case study



The Entering Process

• Clarifying the Organizational Issue– Presenting Problem– Symptoms

• Determining the Relevant Client– Who can directly influence change– Union officials

• Selecting an OD Practitioner– Whether from inside or outside– Selecting an external OD professional (Lippitt)


Elements of an Effective Contract

• Mutual expectations are clear– Outcomes and deliverables– Publishing cases and results– Involvement of stakeholders

• Time and Resources– Access to client, managers, members– Access to information

• Ground Rules– Confidentiality


Definition of Diagnosis

Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and

draw conclusions for action planning and intervention.


Open Systems Model

Inputs• Information• Energy• People

Transformations• Social Component• Technological Component

Outputs• Goods• Services• Ideas

Environment

Feedback


Properties of Systems

• Environments • Inputs, Transformations, and Outputs• Boundaries• Feedback• Equifinality• Alignment


Diagnosing Organizational Systems

• Can be diagnosed at three levels:– Organization – includes design of company

strategy, structure and processes– Group / department – includes group design and

devises for structuring interactions– Individual – includes job design

• Need to know what to look for at each level and how levels affect each other


Definition of Interventions

An intervention is a set of sequenced and planned actions or events intended to help the

organization increase its effectiveness.


Types of Interventions

• Human Process Interventions• Techno-structural Interventions• Human Resources Management Interventions• Employee wellness interventions• Strategic Interventions


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?


Designing Interventions• Need careful attention to needs and dynamics

of change situation• Contingencies Related to the Change Situation

– Readiness to change– Capability to change– Cultural context– Capabilities of the change agent

• Contingencies Related to the Target of Change– Organizational issues– Organizational levels

• Motivating change– Creating readiness for change– Overcoming resistance to change

• Creating a vision– Describing the core ideology– Constructing the envisioned future

• Developing political support• Managing the transition• Sustaining momentum


Implementing interventions


Evaluating Interventions

• Implementation and Evaluation Feedback• Measurement

– Select the right variables to measure– Design good measurements

• Operational• Reliable• Valid

• Research Design


Implementation and Evaluation Feedback

Diagnosis

Design andImplementationof Interventions

AlternativeInterventions

Implementation ofIntervention

ClarifyIntention

Plan forNext Steps

ImplementationFeedback

Measures ofthe Intervention and Immediate

Effects

EvaluationFeedback

Measure ofLong-term

Effects


Implementation Feedback

• Feedback aimed at guiding implementation efforts

• Milestones, intermediate targets

• Measures of the intervention’s progress

Evaluation Feedback

• Feedback aimed at determining impact of intervention

• Goals, outcomes, performance

• Measures of the intervention’s effect


Evaluating Different Types of Change

• Alpha Change– Movement along a stable dimension

• Beta Change– Recalibration of units of measure in a stable

dimension• Gamma Change

– Fundamental redefinition of dimension


Institutionalizing Interventions

• Once changes have been implemented and are effective, focus on institutionalizing changes

• Lewin’s refreezing stage• With rapidly changing environments, change

itself may need to be institutionalized• Built to change


Institutionalization Framework

OrganizationCharacteristics

InterventionCharacteristics In

stit

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izat

ion

Pro

cess

es

Ind

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ofIn

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izat

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Organization Characteristics

• Congruence– Extent to which an intervention supports or aligns

with the current environment, strategic orientation, or other changes taking place

• Stability of Environment and Technology– Degree to which the organization’s environment

and technology are changing• Unionization


Intervention Characteristics• Goal Specificity

– Extent to which intervention goals are specific rather than broad

• Level of Change Target– Extent to which the change target is the total

organization rather than a small work group• Internal Support

– Presence of an internal support system• Sponsor

– Presence of a powerful sponsor


Institutionalization Processes

• Socialization• Commitment• Reward Allocation• Diffusion• Sensing and Calibration


Indicators of Institutionalization

• Knowledge• Performance• Preferences• Normative Consensus• Value consensus

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Documents

3_OD process