Components of Od

7/29/2019 Components of Od

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OD Process


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Learning objectives

Components of OD process

Diagnosis of the whole system

The action i.e. Nature of OD interventions

& analyzing discrepancies

Phases of OD program


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Diagnosis

Action

Program

Management

Components of OD process


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The diagnostic component represents a

continuous collection of data about the total

system, its subunits, its processes, & its

culture.

Diagnosis


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Focus of clients major concerns

What are strengths?

Its problem areas?

Its unrealized opportunities? Is there any discrepancy between the vision

of desired future & the current situation?

(Diagnosis identifies strengths, opportunities

& problem areas)


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Action plans are developed to correct problems

seize opportunities & maintain areas of

strength.

Action


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Consists of fact finding about the results of

the actions.

Program

Management

Focuses on Did the action have desired effects?

Is the problem solved or the opportunities

achieved?


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Actions directed at

problem/opportunity

No1

Actions directed at

problem/opportunity

No 2

Actions directed at

problem/opportunity

No 3

Actions directed at

problem/opportunityNo 4

Problem/Opportunity 1

Evaluation of effects of

actions



actions



actions

Problem 4 Evaluation

Problem

solved/Opportunity

realized Terminate actions

Problem solved /

Opportunity not realized

Initiate new actions

Problem solved /Opportunity not realized.

Redefine problem; Initiate

new actions

Problem 4 solved; but

new, related problem 5

develops, actions aredirected at problem 5

Step 1 Step 2 Step 3 Step 4

Diagnosis of

the state of the

organization

Actions to correct

problems & realize

opportunities

Evaluation of the

effects of Actions/

Interventions

New actions/ interventions

as needed

System

Diagnosis

Yielding

"Strengths"

1,2,3,4

Yielding

Opportunities

1,2,3,4

Yielding

Problems1,2,3,4

COMPONENTS OF OD PROCESS


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DIAGNOSIS


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Diagnosis Defined

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.


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Major methods for

collecting data

Questionnaires

Interviews Observations

Unobtrusive methods


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Questionnaires

One of the most efficient ways of collecting data Contain fixed-response questions about various features

Administered to large numbers of people simultaneously

Can be analyzed quickly Permit quantitative comparison and evaluation

Data can easily be fed back to employees


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Questionnaires

Major advantages

Responses can be quantified and summarizedLarge samples and large quantities of data

Relatively inexpensive

Major potential problemsPredetermined questions - no chance to change

Over interpretation of data possible

Response biases possible


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InterviewsInterviews may be highly structured

resembling questionnaires

Interviews may be highly unstructured

starting with general questions that

allow the respondent to lead the way


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Interviews

Major advantagesAdaptive - allows customization

Source of `rich data

Process builds rapport with subjects

Major potential problems

Relatively expensive

Bias in interviewer responses

Coding and interpretation can be difficultSelf-report bias possible


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A more direct way of collecting data

Observe organisational behaviors in their

functional settings

Observations


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Observations

Major advantagesCollect data on actual behaviour, rather than reports of

behaviour

Real time, not retrospective

Adaptive


Coding and interpretation difficulties

Observer bias and questionable reliabilityCan be expensive


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Unobtrusive measures

Data is not collected directly from respondents but fromsecondary sources

Use records of absenteeism or tardiness, grievances,

quantity and quality of production or service, financialperformance and correspondence with key customers,suppliers or governmental agencies

Helpful in diagnosing the organisation, group andindividual outputs


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Unobtrusive measures

Major advantagesNon-reactive, no response bias

High face validity

Easily quantified


Access and retrieval difficulties

Validity concerns

Coding and interpretation difficulties


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Diagnostic activities- Activities designed toprovide an account of things as they are

needed for 2 reasons

First- To know the state of things

Second- To know the effects &

consequences of actions.

Diagnosing the System


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Diagnostic

Targets

Information sought Methods of Diagnosis

Total

Organization

Q) What is organizations culture? Q)

Are organizational goals and strategy

understood and accepted? Q) What is

organizations performance?

Examination of

organizational records

rules, regulations, policies

Questionnaire surveyoInterviews (both group &

individual)

Large

complex &

heterogeneous sub-systems

Q) What are the unique demands on

this subsystem? Q) Are organization

structures and processes related tounique demands? Q) What are the

major problems confronting this

subsystem?

Questionnaire survey

Interviews

Observations

Organization records

Di i th S t


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Small, Simple& relatively

homogeneous

subsystems

Q) What are major problems ofthe team? Q) How can team

effectiveness be improved? Q)

Do individuals know how their

jobs relate to organizational

goals?

Individual interviews

Group meeting to review the

interview data

Questionnaires

Observation of staff meetingsAnd other day- to-day

operations

Intergroup

subsystems

Q) How does each subsystem see

the other? Q) What problems do

the two groups have in workingtogether? Q) How can they

collaborate to improve

performance of both groups?

Confrontation meetings,

Organisation mirroring meetings

Interviews of each subsystem

followed by sharing the data

Meetings or observations of

interactions

Diagnostic

Targets




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Diagnostic

Targets


Individuals Q) Do people perform according to

organizations expectations? Q) Do

they need particular knowledge or

skills? Q) What career developmentopportunities do they have/ want/

need?

Interviews

Information from diagnostic

meetings

Data available with

HR department

Roles Q) Is the role defines adequately? Q)

What is the fit between person androle? Q) Is this the right person for

this role?

Role analysis , MBO

ObservationsInterviews


(MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the

objectives and understand what they are in the organization.


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The Confrontation Meeting

What is a confrontation meeting?

One day meeting of entire management of an

organization in which they take a reading of theirown organizational health


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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


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When is it appropriate to conduct a

confrontation meeting?

Need for the total management group to examineits own workings

Very limited time available for the activity

Top management wishes to improve conditionsquickly

Real commitment by top management to resolvethe issue

Organization is experiencing , or has recentlyexperienced, some major change

O l


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Organizational Mirroring

Set of activities in which host group

receives feedback about how it is perceived

and regarded from reps across organization

Intended to improve inter-group

relationships


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Process1. Host group asks key reps from interface group to meet and provide

feedback

2. Pre- and post interviews by consultant to magnitude of issue(s), prepare

participants and answer their questions

3. At the actual session:

1. Opening remarks by manager of host group to set tone

2. Guests use fishbowl discussion to maintain natural flow; hosts listen3. Hosts fishbowl discuss, ask for clarification from guests

4. Subgroups of guests and hosts form to address most important

changes host group needs to make

5. Reconvene in large group to hear summaries of each sub group and

form master task list6. Action planning, tasks, responsible parties, completion dates

established and agreed, concluding mirroring session

7. Follow-up meeting to assess and review progress


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The Fishbowl Technique

What to observe:

communication power & influence

roles

conflict

norms

decision making problem solving

leadership

goal clarity

task/maintenance


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Diagnosing the ProcessOrganizational

Processes


Communication

patterns & styles

& flows

Who talks to whom? Who

initiates? Is there 2 way or 1

way communication? Is it top

down or down-up? Does the

information reach right places?

Observationsin meetings

Questionnaires , Interviews and

discussion with group members

Goal setting Q) Do people set goals? Q)

Who participates? Q) Do they

possess necessary skills for

effective goal setting?

Questionnaires , Interviews

Observations

Decision

making,

Problem solving

& action

planning

Q) Who makes decisions? Q)

Are they effective? Q) Are

additional decision making

skills needed?

Observations of problem-solving

meetings , Analysis of videotaped

sessions , Organizational records

Diagnosing the Process


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Diagnosing the Process

Organizational

Processes


Conflict

resolution &

management

Q) Where does conflict exist? Q)

Who are involved parties? Q)

How is it being managed?

Interviews

Flowcharting critical processes

Meetings between both groups

Superior-

subordinate

relations

Q) What are the prevailing

leadership styles? Q) What

problems arise between superiors

and subordinates?

Questionnaires

Interviews

Strategic

management &

long range

planning

Q) Who is responsible for

looking ahead and making long

term decisions? Q) Do they have

adequate tools and support? Q)

Have the recent long range

decisions been effective?

Interviews of key policy makers

Group discussions

Examination of historical records


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Diagnosis

The Marvin Weisbord Six-Box Model

identifies six critical areas where things must

go right if organisation is to be successful.

According to him, the consultant must attendto both formal and informal aspects of each

box. This model is still widely used by OD

practitioners

Six Box Organizational Model


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Six-Box Organizational Model

Purposes:

What BusinessAre we in?

Leadership

Helpful Mechanisms:Do we have adequate

technologies?

Rewards: Do allneeded tasks have

incentives?

Structure: How do

we divide up the

work?

Relationships: How

Do we manage conflict

Among people?

With technologies?

Environment


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Third wave consulting

First wave refers to AGRICULTURAL

REVOLUTION

Second wave refers to INDUSTRIALREVOLUTION

Third wave refers to the INFORMATION

& TECHNOLOGICAL REVOLUTION


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Weisbord identifies 4 useful practices"

for the third wave consultant

Assess the potential for action (look for

situations with committed leadership, good

business opportunities, & energized people)

Get the whole system in the room

Focus on the future

Structure tasks that people can dothemselves


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ACTION

COMPONENT


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Action Component

Action plans are OD

interventions

specifically tailored to

address issues atindividual, group,

inter-group, or

organizational levels

as well as issuesrelated to selected

processes.


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Actions

Interventions are the actions taken to produce

desired changes. Four conditions that give rise to the need for

OD interventions:

The organisation has a problem ( corrective

actionto fix it) Organization sees an unrealized opportunity

( enabling actionto seize the opportunity)

Features of organization are out of alignment( alignment actionto get things back in sync)

Yesterdays vision is no longer good enough( action for new visionactions to build necessarystructures, processes and culture to make new

vision a reality)


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The nature of OD interventions

OD interventions focus on real problems rather than

hypothetical problems. Real set of individuals involved in the group & the

group are the problem solvers.

Planning actions, executing actions & evaluating the

consequences of actions of actions are integral to OD. The interventions activities have 2 goals

1. An educational goal

2. An accomplishing goal

OD problem solving interventions tend to focus onreal problems central to the organizational needs.

OD interventions use several learning models not justone


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Intervention strategies are based on results

of the diagnostic process and the specified

goals of the client system.


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Interventions Human process interventions

Individual

Group based

Inter-group based

Techno structural interventions

Balance score card

BPR

Outsourcing

downsizing


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Example:

Team Building (Group based)

Special teams Diagnostic meetings

Team building focused on goal setting, decisionmaking, problem solving etc.

Building & mainitaining effective interpersonalrelationships

Team building focused on task accomplishment

Role negotiation


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Analyzing discrepancies (gaps)

What is happening Where one is

Where one wants to beWhat should be happening


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The Program Management


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Phases of OD program

Entry

Contracting Diagnosis Feedback

Evaluation InterventionPlanning

change

WARNER BURKE


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Program Management Cummings and

Worley identified 5 sets of activities

required for effective change

management:

A model for Managing Change


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Motivating Change

Managing the

Transition

DevelopingPolitical Support

Creating a Vision

Sustaining

Momentum

Effective

ChangeManagement

Program Management Contd


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Program Management Contd..

John P. Kotter Kotters 8-stage process for

managing organizational change:1. Establishing a sense of urgency

2. Creating a guiding coalition

3. Developing a vision and strategy

4. Communicating the change vision

5. Empowering a broad base of people to take action

6. Generating short term wins

7. Consolidating gains and producing even more change8. Anchoring (institutionalizing) the new approaches

into the culture 1 2 3 4 5 6 7 8 HBR, Mar-Apr 1995,

p.61


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Parallel Learning Structures

A structure (specific division and coordination oflabor) is created that operates side-by-side with theformal hierarchy and structure with the goal ofincreasing organizations learning.

These are the devices for introducing & managingchange in large bureaucratic organizations


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Parallel learning structures are useful whenthe organization needs to:

Develop and implement organization-wideinnovations

Foster innovation and creativity within a

bureaucratic system Capture the organizations collective expertise

Support the exchange of knowledge andexpertise among performers.


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Organization

ParallelStructure


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Phase 1: Initial definition of purpose & scope

Phase 2:Formation of steering committee

Phase 3:Communicating to organizationmembers

Phase 4:Formation & development of study

groups Phase 5: The inquiry process.

Phase 6:Identifying potential changes

Phase 7:Experimental implementation ofproposed changes

Phase 8:Systemwide diffusion & evaluation

Documents

Components of Od