Managing the OD Process

Three basic components of OD programs:

Diagnosis Continuous collection of data about total system, its subunits, its processes, and its

culture

Action All activities and interventions designed to improve the organization’s functioning

Program management

All activities designed to ensure success of the program

SYSTEMDIAGNOSIS

“Strengths”1,2,3,4

“Opportunities”1,2,3,4

“Problems’1,2,3,4

InterventionFor P/O3

InterventionFor P/O2

InterventionFor P/O4

Interventions For P/O 1

EvaluationOf

actions

ProblemSolved

Problem notSolved

Problem notSolved

ProblemSolved

EvaluationOf

actions

EvaluationOf

actions

EvaluationOf

actions

Diagnosing Organizational SubsystemsDiagnostic targets Information sought Methods of Diagnosis

The total organization Q) What is organization’s culture?Q) Are organizational goals and strategy understood and accepted?Q) What is organization’s performance?

Examination of organizational records – rules, regulations, policies Questionnaire survey Interviews (both group & individual)

Large and complex subsystems

Q) What are the unique demands on this subsystem?Q) Are organization structures and processes related to unique demands?Q) What are the major problems confronting this subsystem?

Questionnaire survey Interviews Observations Organization records

Small and simple subsystem

Q) What are major problems of the 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 meetings and other day- to-day operations

Intergroup subsystems

Q) How does each subsystem see the other?Q) What problems do the two groups have in working together?Q) How can they collaborate to improve performance of both groups?

Interviews of each subsystem followed by ‘sharing the data meeting’ Flowcharting critical processes Meetings between both groups

Individuals Q) Do people perform according to organization’s expectations?Q) Do they need particular knowledge or skills?Q) What career development opportunities 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 and role?Q) Is this the right person for this role?

Role analysis Observations Interviews

Diagnosing Organizational ProcessesOrganizational

ProcessesInformation sought Methods of Diagnosis

Communication patterns, styles & flows

Q) Is communication open or closed?Q) Is communication directed upward, downward, laterally?Q) Are communications filtered? ….. Why? How?

Observations – in 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

Conflict resolution and 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?

QuestionnairesInterviews

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

Diagnosis – The Six-Box Model

Leadership

Purposes

Relationships

HelpfulMechanisms

Rewards

Structure

Environment

Weisbord identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box.

This model is still widely used by OD practitioners

Marvin WeisbordMarvin Weisbord

Third-Wave ConsultingWeisbord wrote an article in which he

mentioned the third wave.1st wave= agricultural revolution2nd wave= industrial revolution3rd wave= technological revolutionHe no longer looks at the “sickness” model

of OD but concentrates on the “wellness” model which talks about creating workplace that have meaning.

4 “Useful practices”

1. Assess the potential for action

2. Get the whole system in the room

3. Focus on the future

4. Structure tasks that people can do for themselves.

Action Component

Interventions are the actions taken to produce desired changes.

Four conditions that give rise to the need for OD interventions:

1. The organisation has a problem (corrective actioncorrective action – to fix it)

2. Organization sees an unrealized opportunity (enabling actionenabling action – to seize the opportunity)

3. Features of organization are out of alignment (alignment actionalignment action – to get things back ‘in sync’)

4. Yesterday’s vision is no longer good enough(action for new visionaction for new vision – actions to build necessary structures, processes and culture to make new vision a reality)

Nature of OD InterventionsAll the OD interventions have a dual

purpose i.e. educational and accomplishing-a-task.

They focus on real problems central to each organization’s needs rather than hypothetical.

They use several learning models e.g. “learning how to do” may precedes the “doing” part and it also be the other way round.

Analyzing DiscrepanciesIt is examining the discrepancies or gaps

between what is happening and what should be happening, and the discrepancies between where one is and where one wants to be.

Problem=gapProblem solving=discovering the cause of

the gapDecision making= discovering a solution-a

set of actions- to close the gap.

Program Management Component

All OD programs follow a logical progression of events:

Warner Burke describes the following phases of OD:-

1. Entry2. Contracting3. Diagnosis4. Planning change5. Intervention6. Evaluation

Entry

It represents the initial contact between consultant and client.

Determine whether the problem or opportunity, the client and consultant constitute a good match.

Contacting

It involves establishing mutual expectations, reaching agreement on expenditures of time, money, resources, and energy.

Generally clarifying what each party expects to get from the other and give to the other.

Diagnosis

It is a fact-finding phase. It has two steps:

1. Gathering information

2. Analyzing it.

Feedback

It represents returning the analyzed information to the client system.

The client explores the information for understanding, clarification, and accuracy.

Planning change

It involves the clients deciding what actions steps to take based on the information they have just learned.

Alternative possibilities are explored and plans for action are selected and developed.

Intervention

It calls for implementing sets of actions designed to correct the problems or seize the opportunities.

Evaluation

It represents assessing the effects of the program:

What is successful?What changes occurred?What were the causal mechanisms?Are we satisfied with the results?

A model for Managing Change

Creating a vision•Valued outcomes•Valued conditions

Managing the Transition•Activity planning

•Commitment planning•Managing structures

Developing Political Support•Assessing change agent power

•Identifying key stakeholders•Influencing stakeholders

Sustaining Momentum•Providing resources for change

•Building support system•Reinforcing new behaviors

Motivating change•Creating readiness for change

•Overcoming resistance to change

Effective ChangeManagement

Creating Parallel Learning StructuresEstablishing a sense of urgency

•Examining market and competitive realities•Identifying and discussing crises, potential crises,

•or major opportunities

Forming a powerful guiding coalition•Assembling a group with enough power to lead the change effort

•Encouraging the group to work together as a team.

Creating a vision•Creating a vision to help direct the change effort•Developing strategies for achieving that vision

Communicating the vision•Using every vehicle possible to communicate the new vision and strategies

•Teaching new behaviors by the example of the guiding coalition

Empowering others to act on the vision•Getting rid of obstacles to change•Changing structures and systems

•Encouraging risk taking

Planning for and creating short-term wins•Planning for visible performance improvements

•Creating those improvements•Recognizing and rewarding employees involved in the improvements

Consolidating improvements and producing still more change•Hiring promoting and developing employees who can implement the vision•Reinvigorating the process with new projects, themes, and change agents.

Institutionalizing new approaches•Articulating the connections between the new behaviors and corporate success

•Developing the means to ensure leadership development and succession.

Phases 1 and 2 focus on establishing the need for change, building readiness and commitment, and creating infrastructure that has sufficient political support.

Phase 3 communicates openly what is happening and why.

Phase 4 solicits widespread involvement from organization members.

Phase 5, 6 & 7 represent extensive study, data collection, targeting high-priority problems and experimenting tom find solutions to problems

Thank you