OD_Unit 01 Plus Future_and_Action Research

7/25/2019 OD_Unit 01 Plus Future_and_Action Research

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UNIT 01Introduction toOrganizational Development

Jiveta Chaudhary – Facullty DI!"



Jiveta Chaudhary Faculty DI!"

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Content#

Introduction to OD

De$nition# o% OD

Characteri#tic# o% OD

O&'ective# o% OD

(alue# !##umption# and )elie%# in OD

*i#tory o% OD




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Content# +Contd,-

.##ential# %or #ucce## o% OD

OD v#, Traditional Training /rogramme#

The OD /ractitioner

Foundation# o% OD

/roce## o% OD

Future o% OD

The ppt would cover Unit 1 of the syllabus plus part ofUnit 4 including ‘Action Research’ and ‘Future of O’



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Introduction to OD




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Introduction to OD

Organization Development i# the applied&ehavioral #cience di#cipline dedicated toimproving organization# and the people in

them through the u#e o% the theory andpractice o% planned change,

It i# a proce## %or teaching people ho to#olve pro&lem# tae advantage o%

opportunitie# and learn ho to do that&etter and &etter over time,

OD i# a&out improving organization# and

developing individual# and2or group# +or




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Introduction to OD +Contd,-

OD aim# at increa#ing the e3ectivene## o%individual# team# and the organization4#human and #ocial proce##e#,

OD i# a #y#tematic proce## %or applying&ehavioral #cience principle# andpractice# in organization# to increa#eindividual and organizational

e3ectivene##, OD i# an organizational improvement

#trategy

OD i# a&out ho people and organization#




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The ma'or goal# o% OD programme# are5 6 To improve the %unctioning o% individual#

team# and the total organization and

To teach organization mem&er# ho tocontinuou#ly improve their on%unctioning

OD deal# ith the gamut o% 7peoplepro&lem#4 and 7or #y#tem pro&lem#4 inorganization# viz,

!oor "orale# $ow !roductivity# !oor %uality# &nterpersonal

'on(ict# &ntergroup 'on(ict# Unclear)&nappropriate *oals#!oor Tea+ !erfor+ance# !oorly designed Tas,s# !oor




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OD o3er# an approach to &rining a&out apo#itive change in organization e8ciencyand e3ectivene## it i# a proce## o%

planned change organization6ide toincrea#e organization e3ectivene##through changing the method# orproce##e# &y hich or i# done,



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De$nition o% OD




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De$nition o% OD

OD i# a #y#tematic application o% &ehavioral#cience noledge to the planneddevelopment and rein%orcement o%

organizational #trategie# #tructure# andproce##e# %or improving an organization4#e3ectivene##, 6 Cumming# 9:orley

OD i# a #et o% &ehavioral #cience theorie#value# #trategie# and techni;ue# aimed atthe planned change o% the organizationalor #etting %or the purpo#e o% enhancing

individual development and improvingor anizational er%ormance throu h the




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De$nition o% OD +Contd,-

Organization Development i# a long6terme3ort led and #upported &y topmanagement to improve an organization4#

vi#ioning empoerment learning andpro&lem6#olving proce##e# through anongoing colla&orative management o%organization culture6ith #pecial empha#i#

on the culture o% intact or team# andother team con$guration#6u#ing thecon#ultant6%acilitator role and the theoryand technology o% applied &ehavioral

#cience including action re#earch, 6



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1, "y#tematic long range planned changee3ort

=, Focu#e# culture and proce##e#

>, .ncourage# colla&oration &eteenorganization leader# and mem&er# inmanaging culture and proce##e#

?, Target# all team# and #ee# their cooperation

@, Focu#e# the human #ide o% the organization

A, Focu#e# total #y#tem# change

B, <elie# on !ction <e#earch odel

, !ttempt# to create 7:IN6:IN4 #olution#




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Characteri#tic# o% OD+Contd,-

10, anaged %rom the top

11, /lanned intervention#

1=, /lanned Change

1>, a'or oal Improve %unctioning o% I# T#and O#

1?, OD /ractitioner# are %acilitator# colla&orator#9 co6learner# ith the client #y#tem

1@, (ie# organizational improvement a# anongoing proce##

1A, !im# at maing the client6#y#tem a&le to

#olve it# pro&lem# on it# on &y teaching the




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Characteri#tic# o% OD+Contd,- !# per ", <amnarayan T, (, <ao 9 Guldeep

"ingh5 6

1, )ehavioral "cience )a#e

=, Normative approach to OrganizationalChange

>, Deli&erate intervention in the organization

?, Normative6<eeducative #trategy

@, Hegitimacy o% Organization andanagement

A, "y#tem# approach to Change

B, U#e o% !ction <e#earch odel

, U#e o% eternal con#ultant#



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O&'ective# o% OD




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O&'ective# o% OD

1, To a'or oal#5 6

1, Improve I T and O %unctioning

=, Continuou# improvement

=, .nhance congruence among#t organizational#tructure proce## #trategy people andculture

>, To develop ne and creative organizational

#olution#

?, To develop organization4# #el%6reneingcapacity

@,

To enhance the ;uality o% or li%e o%mem&er# o% the or anization




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O&'ective# o% OD +Contd,-

A, To ena&le the organization and it# mem&er#to &etter cope ith the environment,

B, To enhance organizational value# hich

mem&er# con#ider important in li%e, To improve organization4# proce##e#

per%ormance and innovativene##

E, To #olve organizational #y#tem and human

pro&lem#10, To eep or organization productive a# ell

a# ho#pita&le %or mem&er#



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(alue# !##umption# and)elie%# in OD




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(alue# !##umption# and )elie%#in OD

)elie% !roposition about how the world wor,s that the

individual accepts as true# it is cognitive fact for the person

(alue eliefs about what is desirable or good and what isundesirable or bad

!##umption# eliefs that are regarded as so valuable and obviously

correct that they are ta,en for granted and rarelye2a+ined or .uestioned

(alue# !##umption# and )elie%# are all cognitive %act#or propo#ition# ith value# &eing &elie%# a&out goodand &ad and a##umption# &eing #trongly held

relatively uneamined &elie%# accepted a# truth,




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(alue# !##umption# and )elie%# in OD+Contd,-

OD (alue# Humanistic

&+portance of the individual Respect the whole person Treat people with respect and dignity

Assu+e that everyone has intrinsic worth 3iew all people as having the potential for growth and develop+ent

Optimistic !eople are basically good

!rogress is possible and desirable in hu+an aairs

Rationality# reason and goodwill are the tools for +a,ing progress

Democratic -anctity of the individual

Right of the people to be free fro+ arbitrary +isuse of power

&+portance of fair and e.uitable treat+ent for all

5eed for 6ustice through the rule of law and due process




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.arly #tatement# o% OD (alue# 9 !##umption# :arren )enni#

/ropo#ed that OD/# #hare a #et o% normative goal#&a#ed on their humani#tic2democratic philo#ophy

Normative oal#5 61, Improvement in interper#onal competence

=, ! #hi%t in value# #o that human %actor# and %eeling#come to &e con#idered legitimate

>, Development o% increa#ed under#tanding &eteen andithin oring group# in order to reduce ten#ion#

?, Development o% more e3ective 7team management4that i# the capacity %or %unctional group# to or morecompetently

@, Development o% &etter method# o% conict re#olution,<ather that the u#ual &ureaucratic method# hich relymanly on #uppre##ion compromi#e and unprincipled

poer more rational and open method# o% conictre#olution are #ought




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.arly #tatement# o% OD (alue# 9 !##umption#+Contd,- :arren )enni# +Contd,-

Normative oal# +Contd,-5 6

A, Development o% organic rather than mechanical#y#tem#, Thi# i# a #trong reaction again#t the idea o%organization# a# mechani#m# hich manager# 7oron4 lie pu#hing &utton#

Di#tingui#hed &eteen echanical 9 Organic"y#tem#

1, echanical rely on 7authority6o&ediencerelation#hip#4K in#i#t on 7#trict divi#ion o% la&or andhierarchical #upervi#ion4K encourage 7centralizeddeci#ion maing4

=, Organic rely on 7mutual con$dence and tru#t4K in#i#ton 7multi6group mem&er#hip and re#pon#i&ility4K

encourage 7ide #haring o% re#pon#i&ility and control4 Central (alue in OD5 6 C*OIC.




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.arly #tatement# o% OD (alue# 9 !##umption#+Contd,- <ichard )echard

!##umption# a&out the nature and %unctioning o%

organization#5 61, The &a#ic &uilding &loc# o% an organization are group#

+team#-, There%ore the &a#ic unit# o% change are group#not individual#

=, !n alay# relevant change goal i# the reduction o%inappropriate competition &eteen part# o% the

organization and the development o% a morecolla&orative condition

>, Deci#ion maing in a healthy organization i# locatedhere the in%ormation #ource# are rather than in aparticular role or level o% hierarchy

?, Organization# #u&unit# o% organization# and individual#

continuou#ly manage theory a3air# again#t goal#,Control# are interim mea#urement# not the &a#i# o%




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.arly #tatement# o% OD (alue# 9 !##umption#+Contd,- <ichard )echard +Contd,-

!##umption# a&out the nature and %unctioning o%

organization# +Contd,-5 6A, /eople #upport hat they help create, /eople a3ected

&y a change mu#t &e alloed active participation and a#en#e o% oner#hip in the planning and conduct o% thechange

<o&ert Tannen&aum 9 "heldon Davi# +1EAE- (alue# in Tran#ition

1, !ay %rom a vie o% people a# e##entially &ad toard avie o% people a# &a#ically good

=, !ay %rom avoidance o% negative evaluation o%individual# toard con$rming them a# human &eing#

>, !ay %rom a vie o% individual# a# $ed toard #eeingthem a# &eing in proce##




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.arly #tatement# o% OD (alue# 9 !##umption#+Contd,- <o&ert Tannen&aum 9 "heldon Davi# +1EAE-

+Contd,-

(alue# in Tran#ition +Contd,-?, !ay %rom re#i#ting and %earing individual di3erence#

toard accepting and utilizing them

@, !ay %rom utilizing an individual primarily ithre%erence to hi# or her 'o& de#cription toard vieing anindividual a# a hole per#on

A, !ay %rom alling o3 he epre##ion o% %eeling# toardmaing po##i&le &oth appropriate epre##ion ande3ective u#e

B, !ay %rom ma#man#hip and game playing toardauthentic &ehavior

, !ay %rom u#e o% #tatu# %or maintaining poer and

per#onal pre#tige toard u#e o% #tatu# %ororganizationally relevant purpo#e#




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.arly #tatement# o% OD (alue# 9 !##umption#+Contd,- <o&ert Tannen&aum 9 "heldon Davi# +1EAE-

+Contd,-

(alue# in Tran#ition +Contd,-11,!ay %rom avoidance o% ri# taing toard illingne##

to ri#

1=,!ay %rom a vie o% proce## or a# &eingunproductive e3ort toard #eeing it a# e##ential toe3ective ta# accompli#hment

1>,!ay %rom a primary empha#i# on competition toard amuch greater empha#i# on colla&oration




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Implication# o% OD (alue# and !##umption# Dealing ith Individual#

!##umption#5 61, o#t people ant to develop their potential, They have

drive# toard per#onal groth and development i%provided an environment that i# &oth #upportive andchallenging

=, o#t people de#ire to mae and are capa&le o% mainga greater contri&ution to attaining organization goal#than mo#t organizational environment# permit,

Implication#5 6. !# li#ten #upport challenge encourage ri# taing

permit %ailure remove o&#tacle# and &arrier# giveautonomy give re#pon#i&ility #et high #tandard# andreard #ucce##




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Implication# o% OD (alue# and !##umption#+Contd,- Dealing ith roup#

!##umption# +!-5 6

1, One o% the mo#t p#ychologically relevant re%erencegroup# %or mo#t o% the people i% the or group, :hatoccur# in it &oth at the %ormal and the in%ormal levelgreatly inuence# %eeling# o% #ati#%action andcompetence

=, o#t people i#h to &e accepted and to interact ith

atlea#t one #mall re%erence grou0p and u#ually ithmore than one group

>, o#t people are capa&le o% maing greater contri&ution#to the group4# e3ectivene## and development

Implication# +!-5 6. Het team# ouri#h

. Header# #hould inve#t in group# +Time training moneyand intelli ence




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Implication# o% OD (alue# and !##umption#+Contd,- Dealing ith roup# +Contd,-

!##umption +)-5 6

1, Formal leader cannot per%orm all the leader#hip andmaintenance %unction#

Implication# +)-5 6. roup mem&er# #hould receive training in group

e3ectivene## #ill#. roup mem&er# #hould &e trained to deal e3ectively

ith po#itive and negative %eeling#




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Implication# o% OD (alue# and !##umption#+Contd,- Dealing ith roup# +Contd,-

!##umption +C-5 61, any attitudinal and motivational pro&lem# in

organization# re;uire interactive and tran#actional#olution#, "uch pro&lem# have the greate#t chance o%con#tructive #olution o% all partie# in the #y#tem altertheir mutual relation#hip#

The .uestion is not how A can get to perfor+ better#but how A and can wor, together to +odify their

interactions toward the goal of beco+ing +oreeective and A and beco+ing +ore +utuallyeective0

Implication +C-5 6. roup per#pective re;uire# a #hi%t %rom vieing

pro&lem# a# 7ithin the pro&lem per#on4 to vieingpro&lem# and #olution# a# tran#actional and a#




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Implication# o% OD (alue# and !##umption#+Contd,- De#igning and <unning Organization#

!##umption#1, Need# and a#piration# o% human &eing# are the rea#on# %or

organized e3ort in #ociety, It i# good to have adevelopmental outloo and #ee opportunitie# in hichpeople can eperience per#onal and pro%e##ional groth,"uch an orientation create# #el%6%ul$lling prophecy, The&elie% that people can gro and develop in term# o%per#onal and organizational competency tend# to producethat re#ult

=, It i# po##i&le to create organization# that are on the onehand humane developmental and empoering and on theother hand are high per%orming in term# o% productivity;uality o% output and pro$ta&ility

Implication#1, !n optimi#tic developmental #et o% a##umption# a&out

people i# liely to reap reard# &ene$cial to &oth the



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*i#tory o% OD




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*i#tory o% OD

The Ha&oratory Training "tem

The "urvey <e#earch and Feed&ac "tem

The !ction <e#earch "tem

The "ociotechnical and "ocioclinical "tem The Changing Contet5 6

".COND .N.<!TION ODInterest in Organizational Transformation

Interest in Organizational CultureInterest in the Learning Organization

Intensie! Interest in Teams

Interest in T"#

Interest in $isioning an! %uture &ear'h

(e!is'o)ering Large #eetings an! *etting the +,hole &-stem. in the(oom



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.##ential# %or "ucce## o%OD




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.##ential# %or #ucce## o% OD

"upport %rom the top

atch &eteen the pro%e##ed value# 9 &ehavior

De$nite oal

Domino .3ect "trong Hin /in#

Tailor6made programme

Di3erence &eteen Training 9 OD

Correct under#tanding o% the role o% eternalcon#ultant



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OD v#, Traditional Training/rogramme#

OD T diti l T i i



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TT/ !im# improving #ome part o% the

organization

/iece6meal &a#i# – reactivemea#ure to #ome #ituation cri#i#

"hort6term

)a#ed on mechani#tic model o%man6 human &eing i# pa##ive

empty ro&ot reactive /articipant# commonly deal ith

hypothetical pro&lem# inarti$cial #etting#

ay or may not #timulate action

OD .mpha#ize# organization ide

change aarene## o% the inter6dependence among#t variou#part# o% the #y#tem

/roactive mea#ure on a planned&a#i# %or organizational groth 9development

Hong6term )a#ed on organic model6 human

&eing i# active organi#m ho

develop# hi# potential througheperience

<eal pro&lem# 9 "etting#

Theory 9 /ractice go together

OD v#, Traditional Training/rogramme#



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Concept

Gnoledge 9 "ill#

!dvantage#

Di#advantage#

<ole

Lualitie#

Internal v#, .ternal !gent

The OD /ractitioner




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The OD /ractitioner

Concept

/er#on ho per%orm# OD

<e%er# to three #et# o% people5 6

Tho#e #pecializing in OD a# a pro%e##ion Tho#e #pecializing in $eld# related to OD

#uch a# <eard "y#tem# OrganizationDe#ign TL IT 9 )u#ine## "trategy

Tho#e manager# and admini#trator# hohave gained competence in OD 9 hoapply it to their on or




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The OD /ractitioner +Contd,-

Gnoledge 9 "ill# <e;uirement o% OD/#

Gnoledge o%5 6

Organization )ehavior Indu#trial/#ychology roup Dynamic# management9 Organization Theory <e#earch ethod#Comparative Cultural /er#pective#Functional Gnoledge o% )u#ine##Organization De#ign Organizational

<e#earch "y#tem Dynamic# OD 9 Changeand it# hi#tory Theorie# and odel# o%Change etc,




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Gnoledge 9 "ill# <e;uirement o% OD/# +Contd,-

"ill# re;uired5 6

anaging the con#ulting proce##

Conducting Diagno#i# De#igning 9 choo#ing appropriate

intervention# and implementing them#ucce##%ully

Developing client capa&ility .valuating Organization Change

Intraper#onal and interper#onal Change




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!dvantage# o% an OD/ .perti#e

.perience

Focu# on OD .3ort

)etter <e#ource#

O&'ective !pproach

Candid Feed&ac

Di#advantage# o% an OD/ Himited noledge o% the organization

Time

Tru#t %actor




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<ole o% an OD/ .ducator

Facilitator

Lualitie# o% an OD/

.nvironmental "en#itivity

/ro&lem "en#ing and "olving "ill#

*igh #tre## thre#hold

Interper#onal competence !chievement motivation

o&ilization "ill

<ole Flei&ility




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Internal and .ternal Change !gent5 6



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odel# and Theorie# o% planned change

"y#tem# Theory/articipation 9 .mpoerment

Team# and Teamor

/arallel Hearning "tructure#

Normative6<eeducative #trategy o% changing

!pplied )ehavioral "cience

!ction <e#earch

Foundation# o% OD




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Foundation# o% OD

The#e compri#e the art and #cience hich %orm thenoledge &a#e upon hich OD i# con#tructed, OD/ractitioner# u#e thi# noledge &a#e to plan andimplement e3ective change programme#

Foundation# odel# and Theorie# o% planned change

"y#tem# Theory

/articipation 9 .mpoerment

Team# and Teamor /arallel Hearning "tructure#



!ction <e#earch



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Team# and Teamor




!ction <e#earch

Foundation# o% OD

odel# and Theorie# o% /lanned




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odel# and Theorie# o% /lannedChange

OD i# planned change

odel#5 6

1, Gurt Hein 9 Friend# Introduced to idea#

Fir#t idea – hat i# occurring at any point in time i#a re#ultant in a $eld o% oppo#ing %orce#

"econd idea – odel o% the change proce## Un%reezing oving <ee%rezing

odi$cation o% the model a# propo#ed &y <onalHipitt Jeanne :at#on 9 )ruce :e#tley, Theyepanded the model to a #even #tage model a#%ollo#5 6

Foundationsof OD





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Foundationsof OD

Un%reezing "tage – Creating need %or change

↓

.#ta&li#hing change relation#hip ith the client #y#tem

↓

Diagno#i# o% client #y#tem4# pro&lem#

↓

.amining alternative route# 9 goal#

↓

Tran#%orming intention# into actual change e3ort

↓

eneralizing 9 "ta&ilizing change

↓

Terminating client6con#ultant relation#hip





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odel# +Contd,-5 6

=, )eyond the Luic Fi <alph Gilmann4# comprehen#ive change model

7Total #y#tem# change4 model

Five #tage#5 61, Initiating the pgm

• "ecuring commitment %rom top management

=, Diagno#ing the p&m#

• Thorough analy#i# o% the pro&lem# 9

opportunitie#

Foundationsof OD





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odel# and Theorie# o% /lannedChange OD i# planned change odel# +Contd,-5 6

=, )eyond the Luic Fi +Contd,->, "cheduling trac#

•

Intervening in $ve critical leverage point#5 61, The culture trac

=, The management #ill# trac

>, The team &uilding trac

?, The #trategy6#tructure trac and

@, The reard #y#tem trac,• The OD Con#ultant implement# the trac# in a

pha#ed #e;uence &eginning ith the culturetrac then moving to the management #ill# tracand #o %orth

?, Implementing trac#

@, .valuating re#ult# Foundationsof OD





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odel# +Contd,-5 6

>, )ur – Hitin odel o% Organizational Change :arner )ure 9 eorge Hitin

Tal# a&out5 6

Fir#t Order change "econd Order change

)a#ic /remi#e o% the model5 6

OD intervention# directed toard #tructuremanagement practice# and #y#tem# +policie#

and procedure#- re#ult in $r#t order changeKintervention# directed toard mi##ion and#trategy leader#hip and organization culturere#ult in #econd6order change,

Foundationsof OD





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odel# +Contd,-5 6

>, )ur – Hitin odel o% Organizational Change+Contd,- Di#tingui#he# &eteen5 6

Organization Culture and Organization ClimateOrgani/ation 'ulture 7 eep seated assu+ptions#values# and beliefs that are enduring# oftenunconscious# and di8cult to change0

Organi/ation 'li+ate 7 !eople’s perceptions andattitudes about the organi/ation

Tran#%ormational 9 Tran#actional Header#

Transfor+ational $0 7 inspire followers to transcendtheir self interest for the good of the organi/ation andwho are capable of having a profound ande2traordinary eect on their followers

Transactional $0 7 who guide or +otivate theirFoundationsof OD





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odel# +Contd,-5 6

>, )ur – Hitin odel o% Organizational Change+Contd,-

Organizational (aria&le# in the )ure6Hitin odel5

6 92ternal 9nviron+ent

Any outside condition or situation that in(uences the perfor+ance of the organi/ation# including+ar,etplaces# world :nancial conditions# and political)govern+ental circu+stances

$eadership

92ecutive behavior that provides direction andencourages others to ta,e needed action; includesfollowers’ perceptions of e2ecutive practices andvalues and leaders’ role +odeling

"ission and -trategy

<hat top +anagers believe and have declared as





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odel# +Contd,-5 6


Organizational (aria&le# in the )ure6Hitin odel

+Contd,-5 6 'ulture

The collection of overt and covert nor+s# values# andbeliefs that guide organi/ational behavior and thathave been strongly in(uenced by history# custo+s#and practice

"anage+ent !ractices

<hat +anagers do in the nor+al course of eventswith the hu+an and +aterial resources at theirdisposal to carry out the organi/ation’s strategy

-tructure

The arrange+ent of functions and people intospeci:c areas and levels of responsibility# decision=





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odel# +Contd,-5 6


Organizational (aria&le# in the )ure6Hitin odel

+Contd,-5 6 -yste+s

-tandardi/ed policies and +echanis+s that aredesigned to facilitate wor, and that pri+arily+anifest the+selves in the organi/ation’s rewardand control syste+s >e0g0# perfor+ance appraisal#

+anage+ent infor+ation syste+s# budgetdevelop+ent# and hu+an resource allocation?

'li+ate

The collective current i+pressions# e2pectations# andfeelings of the +e+bers of local wor, units# which inturn aect +e+bers’ relations with supervisors# withone another# and with other units





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odel# +Contd,-5 6>, )ur – Hitin odel o% Organizational Change +Contd,-

Organizational (aria&le# in the )ure6Hitin odel+Contd,-5 6

-,ills)@ob "atchThe behavior re.uired for tas, eectiveness#including speci:c s,ills and ,nowledge re.uired toacco+plish wor,

&ndividual 5eeds and 3alues

The speci:c psychological factors that provide desireand worth for individual actions or thoughts !erfor+ance

The outco+es or results# with indicators of eort andachieve+ent including productivity# custo+er orsta satisfaction# pro:t# and service .uality





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)ur – Hitin odel +Contd,-5 6 FI<"T O<D.< C*!N.

Tran#actional Change

"ome %eature# o% the organization change &ut it#

%undamental character remain# the #ame !l#o re%erred to a#5 6

.volutionary Change

!daptive Change

Incremental Change

Continuou# Change

Foundationsof OD





60

#anagement/ra'ti'es

,or nitClimate

Tas(euirement

an! In!i)i!ual

&ills ilities

In!i)i!ualnee!s an!

)aluesIn!i)i!ual

Organizational/erforman'e

&tru'ture&-stems

/oli'ies /ro'e!ures

#oti)ation


Fir#t Order Change





61


)ur – Hitin odel +Contd,-5 6 ".COND O<D.< C*!N.

Tran#%ormational Change

Change mi##ion and #trategy leader#hip #tyle# and

organizational culture Nature o% the organization i# %undamentally and

#u&#tantially altered

!l#o re%erred to a#5 6 <evolutionary Change

<adical Change Di#continuou# Change

Foundationsof OD





62


Foundationsof OD

ternaln)ironment

Lea!ershi:#ission &trateg-

OrganizationCulture

In!i)i!ual Organizational/erforman'e

"econd Order Change





63


Foundationsof OD

Full odel





64


odel# +Contd,-5 6?, /orra# 9 <o&ert#on odel

The &a#ic premi#e i# that OD intervention# alter%eature# o% the or #etting cau#ing change# inindividual4# &ehavior# hich in turn lead to

individual 9 organizational improvement# :or #etting play# the central role here, It con#i#t#

%our %actor#5 6

1. Organizing Arrangements – oal# "trategie#"tructure !dmin /olicie# <eard "y#tem# Oner#hip

2. Social factors – Culture management "tyleInteraction /roce##e# In%ormal N2# Individual!ttri&ute#

3. Physical Setting – "pace Con$guration /hy#ical!m&ience Interior De#ign !rchitectural De#ign

. !echnology – Tool# .;uipment 9 achinery IT *D:FD Technical .perti#e Technical "y#tem#





65


C

h a n g e ) a # e d

O

r g a n i z a t i o n a l

F r a m e 0 o r 1

Foundationsof OD



66




Team# and Teamor




!ction <e#earch

Foundation# o% OD

" Th




67

"y#tem# Theory

/rinciple# o% general #y#tem# theory – 1E@0 –Hudig von (ertalany

!pplication o% open #y#tem# theory toorganization# – 1EAA – Gatz 9 Gahn

"y#tem 7! #et o% o&'ect# together ith relation#hip#

&eteen the o&'ect# and &eteen theirattri&ute#4

6 Fagen ! #et o% 7element# #tanding in inter6action4

6 (on )ertalan3y

Foundationsof OD

" Th +C d -




68

"y#tem# Theory +Contd,-

"y#tem +Contd,-

7!n organized unitary hole compo#ed o% toor more interdependent part# component# or#u&6#y#tem# and delineated &y identi$a&le

&oundarie# %rom it# environmental#upra#y#tem4

6 Ga#t 9 <o#enzeig

Interdependency Interconnectedne## 9

Interrelatedne## among#t element# in #et thatcon#titute# an identi$a&le hole

Foundationsof OD

" t Th +C td -




69


Nature o% "y#tem

Organization# are open #y#tem#,

Open #y#tem characteri#tic#5 6

Input – Throughput – Output mechani#m# /ermea&le )oundary

/urpo#e 9 oal#

Negative .ntropy

In%ormation +9 Feed&ac- Dynamic *omeo#ta#i# +"teady

"tate2.;uili&rium /oint-

.;ui$nality

Foundationsof OD

" t Th +C td -




70


Congruence among#t "y#tem .lement# +DavidNadler-5 6

Foundationsof OD

I;/T

• n)t<• (esour'

es

• =istor-

OT/T

• &-stem• nit

• In!i)i!ual

InformalOrganizatio

n

,or %ormal

Organization

/eo:le

Strategy

" t Th +C td -




71


Congruence among#t "y#tem .lement# +Contd,-5 6 Congruence or $t Mthe degree to hich the need#

demand# goal# o&'ective# and2or #tructure# o% onecomponent are con#i#tent ith the need# demand#

goal# o&'ective# and2or #tructure# o% anothercomponent

6 Nadler 9 Tu#hman

!##umption#5 6

1, Organization# are open larger #y#tem# ithin a

larger environment

=, Organization# are dynamic entitie#

>, O) occur# at the individual group and #y#tem#level#

?, Interaction# occur &eteen individual group# andFoundationsof OD




"y#tem# Theory +Contd,- Congruence among#t "y#tem .lement# +Contd,-5 6

Input#, "y#tem Component# and Output# o% the

Congruence odel5 6

Foundationsof OD

72






Input#, "y#tem Component# and Output# o% the

Congruence odel +Contd,-5 6

Foundationsof OD

73






Foundationsof OD

74


" t Th +C td -




75


"ocio6technical "y#tem# Theory and Open "y#tem#/lanning

"ocio6 Technical "y#tem#

Developed &y .ric Tri#t Fred .mery 9 other#at the Tavi#toc In#titute in the 1E@0#

Organization# are compri#ed o% tointerdependent #y#tem#5 6

"ocial "y#tem

Technical "y#tem

To achieve high productivity 9 employee#ati#%action organization# mu#t optimize&oth #y#tem#

Foundationsof OD

" t Th +C td -




76



Open6#y#tem# /lanning

To help organization# methodically analyze

the environmental demand# andepectation# placed on them and plan to#ucce##%ully meet the#e demand# 9epectation#,

1,

"canning the environment to determineepectation# o% eternal organization#and #taeholder#

=, Developing #cenario# o% the %uture &othreali#tic and ideal

>, Develo in action lan# to en#ure that aFoundations

of OD

" #tem# Theor +Contd -




77



Open "y#tem# Thining

/eter "enge – O"T i# re;uired %or creatinglearning organization#

Five di#cipline# o% learning organization#5 6

1, /er#onal a#tery

=, ental odel#

>, )uilding #hared (i#ion?, Team Hearning

@, "y#tem# Thining

"y#tem# Thining integrate# the di#cipline#

<emind# – the hole can eceed the #um o%Foundationsof OD



78




Team# and Teamor




!ction <e#earch

Foundation# o% OD





79


/articipation in OD programme# i# etended&roadly throughout the organization

It energize# greater per%ormance produce# &etter#olution# to pro&lem# 9 greatly enhance#

acceptance o% deci#ion# .mpoerment

To empoer i# to give #omeone poer hich i#done &y giving individual# the authority to mae

deci#ion# to contri&ute their idea# to eertinuence and to &e re#pon#i&le,

Foundationsof OD



80




Team# and Teamor




!ction <e#earch

Foundation# o% OD

Team# 9 Teamor




81

Team# 9 Teamor

Team# – )uilding )loc# o% Organization# u#t manage their culture proce##e# #y#tem# and

relation#hip# i% they are to &e e3ective

Create "N.<

Foundationsof OD



82




Team# and Teamor




!ction <e#earch

Foundation# o% OD

Normative6 <eeducative "trategy o




83

gyChanging

OD involve# change Chin 9 )enne de#cri&e three type# o% #trategie# %or

changing viz,5 6

1, .mpirical – <ational "trategie#

=, Normative – <eeducative "trategie#

>, /oer – Coercive "trategie#

OD re#t# on N< #trategy, *oever it repre#ent# acom&ination o% N< 9 .< #trategie#

Foundationsof OD



84




Team# and Teamor




!ction <e#earch

Foundation# o% OD





85


OD i# the application o% &ehavioral #ciencenoledge practice# 9 #ill# in ongoing #y#tem# incolla&oration ith #y#tem mem&er#,

Foundationsof OD

//LI> ?=$IO(L &CI;C

Screened against the criterion of "hat is

applica#le to this speci$c situation%i.e.& 'hat helps me sol(e this pro#lem%

Screened against the criterion of "hat "or)s&"hat $ts and "hat is rele(ant to practical

situations%i.e.& 'hat helps me sol(e real pro#lems%

/ra'ti'e

(esear'h

/ra'ti'e

Theor-

?eha)ioral

&'ien'eTheor-

?eha)ioral

&'ien'e(esear'

h



86




Team# and Teamor




!ction <e#earch

Foundation# o% OD





87


Concept Dale PandK 1EB?K Collateral Organization

7! #upplemental organization coei#ting iththe u#ual %ormal organization4

/urpo#e – To deal ith 7ill6#tructured4pro&lem# the %ormal organization i# una&leto re#olve

/arallel Hearning #tructure#2 /arallel "tructure#

are a mechani#m to %acilitate innovation inlarge &ureaucratic organization# here the%orce# o% inertia hierarchical communicationpattern# and #tandard ay# o% addre##ingpro&lem# inhi&it learning innovation 9 change,

Foundationsof OD





88

+Contd,- Concept +Contd,-

!l#o called – Duali#tic2Collateral2"hado"tructure#

The#e operate in con'unction ith the %ormal

organization, They provide mem&er# ith analternative #etting in hich they addre##pro&lem# 9 propo#e innovative #olution# %ree%rom the %ormal organization #tructure 9culture, /"# %acilitate pro&lem #olving andchange &y providing time 9 re#ource# %ormem&er# to thin tal and act in completelyne ay#,

The norm# and procedure# %or oring in /"#

are entirely di3erent %rom tho#e o% the %ormalFoundationsof OD





89

+Contd,- Concept +Contd,-

/"# cover intervention# here a #tructure +a#peci$c divi#ion and coordination o% la&or- i#created hich operate# parallel ith the %ormal

hierarchy 9 #tructure and ha# the purpo#e o%increa#ing an organization4# learning

The ey thing# a&out /"# i# that they havenorm# and procedure# di3erent %rom tho#e o%the orplace, Thi# help# people &rea %ree o%the normal con#traint# impo#ed &y theorganization and engage in genuine in;uiry andeperimentation and initiate needed change#,

Foundationsof OD





90+Contd,- Implementation5 6

Foundationsof OD





91

Implementation5 61, De$ne the purpo#e and #cope

I##ue#5 6 /roductivity

!&#enteei#m

"ervice Luality etc,

Foundationsof OD

+Contd,-





92

+Contd,- Implementation +Contd,-5 6

=, Form a "teering Committee Compo#ed o% acnoledged leader# o% the

variou# %unction# and con#tituencie# ithin the

%ormal organization One or more top eecutive#2leader# need to &e

a part o% the committee to give it +/"-authority legitimacy and clout

Ta## per%ormed &y the #teering committee5 61, <e$ning the #cope and purpo#e o% the parallel

learning #tructure

=, Developing a vi#ion %or the e3ort

>, uiding the creation 9 implementation

o% the #tructure Foundationsof OD





93


=, Form a "teering Committee +Contd,- Ta## per%ormed &y the #teering committee

+Contd,-5 6

?, .#ta&li#hing the linage mechani#m# &eteenthe parallel #tructure and the %ormal organization

@, Creating pro&lem #olving group# and activitie#

A, .n#uring the #upport o% #enior management

<ole o% OD/# in %orming the #teeringcommittee5 6. *elp develop 9 maintain group norm# o% learning

and innovation, The#e norm# #et the time %or p&m#olving

throughout the /" Foundationsof OD





94


=, Form a "teering Committee +Contd,- <ole o% OD/# in %orming the #teering

committee +contd,-5 6 *elp committee mem&er# develop 9 #peci%y

o&'ective# and #trategie# organizationalepectation# and re;uired re#ource# and potentialreard# %or participation in the parallel #tructure

Foundationsof OD





95

Implementation +Contd,-5 6>, Communicate ith Organization em&er#

/"# e3ectivene## depend# on a high level o%mem&er#4 involvement

Communication o% the purpo#e theprocedure# 9 the reard# o% participation i#e##ential

.mployee participation in developing the

#tructure#4 vi#ion 9 /urpo#e can increa#eoner#hip and vi#i&ly demon#trate the 7neay4 o% oring

Continued communication i# e##ential

%or en#uring mem&er aarene## Foundationsof OD

+Contd,-





96

Implementation +Contd,-5 6?, Form employee pro&lem #olving group#

/rimary mean# %or accompli#hing the purpo#eo% /"#

"electing and Training group mem&er#identi%ying pro&lem# %or the group to or onand providing appropriate %acilitation

Foundationsof OD

+Contd,-





97

Implementation +Contd,-5 6@, !ddre## the /ro&lem# and I##ue#

!ction <e#earch i# adopted generally

Foundationsof OD

+Contd,-





98

Implementation +Contd,-5 6A, Implement and .valuate the Change#

Change propo#al# need the "teeringCommittee4# #upport and re;uire the %ormal

authority #tructure

Foundationsof OD

+Contd,-



99




Team# and Teamor




!ction <e#earch

Foundation# o% OD

!ction <e#earch




100

!ction <e#earch

!ction /rogramme# and intervention# de#igned to

#olve pro&lem# and improve condition#

!ction <e#earch Data &aed pro&lem6#olving method

Involve# three proce##e#5 6

1, Data Collection

=, Feed&ac o% the data to the client #y#temmem&er#

>, !ction planning &a#ed on the data

Foundationsof OD

!ction <e#earch +Contd -




101

!ction <e#earch +Contd,-

Com&ine# Hearning +a&out Dynamic# o% Organization

Change-

and

Doing +Implementing Change .3ort- Can &e under#tood a#56

! /roce##

!n !pproach

Foundationsof OD





102


!ction <e#earch a# an !pproach It i# the application o% the #cienti$c method

o% %act6$nding and eperimentation topractical pro&lem# re;uiring action#olution# and involving the colla&orationand cooperation o% #cienti#t# practitioner#and layper#on#

!ction <e#earch odel i# a normativemodel %or learning or a model %or plannedchange,

Foundationsof OD





103


!ction <e#earch a# a /roce## !ction <e#earch i# the proce## o%

#y#tematically collecting re#earch dataa&out an ongoing #y#tem relative to #omeo&'ective goal or need o% that #y#temK%eeding the#e data &ac into the #y#temKtaing action# &y altering #electedvaria&le# ithin the #y#tem &a#ed &oth on

the data and on hypothe#e#K andevaluating the re#ult# o% action# &ycollecting more data,

Iterative and Cyclical /roce##Foundationsof OD





104


!ction <e#earch odel %or OD

Foundationsof OD

Gey eecutive perceptiono% pro&lem#

Con#ultation ith &ehavioural#cienti#t con#ultant

Data gathering anddiagno#i# &ycon#ultant

Further data gathering

Feed&ac to ey clientor client group

Joint action planning+o&'ective# o% ODprogramme and mean#o% attaining goal# egteam &uilding

Data gathering

Feed&ac toclient group

Di#cu##ion and or ondata %eed&ac and data&y client group

!ction planning+determine o&'ective#

and ho to get there-

!ction +ne&ehaviour#-

Data gathering+rea##e##ment o% #tate o% #y#tem-

Feed&ac

Di#cu##ion and oron %eed&ac andemerging data

!ction planning

!ction

.tc





105


!ction <e#earch odel

Foundationsof OD





106


!ction <e#earch odel +Contd,-1, /ro&lem Identi$cation

Gey .ecutive2#omeone ith poer andinuence #en#e# that the organization ha#

one or more pro&lem# that might &e #olvedith the help o% an OD /ractitioner

=, Con#ultation ith a )ehavioral "cience.pert

The OD/ 9 the client care%ully a##e## eachother initially

The OD/ #hare# hi# a##umption# and value#ith the client

>, Data atherin 9 /reliminar Dia no#i#Foundationsof OD





107


!ction <e#earch odel +Contd,-?, Feed&ac to a ey Client or roup

Diagno#tic data i# %ed &ac to the clientu#ually in a group or or team meeting

/artial #haring o% in%ormation@, Joint Diagno#i# o% the /ro&lem

OD/# and client or in colla&oration

Di#cu##ion o% F2&

A, Joint !ction /lanning !ction depend# on culture technology and

envt, O% the orgK the diagno#i# o% the pro&lemKand the time and epen#e o% the intervention

Foundationsof OD





108


!ction <e#earch odel +Contd,-B, !ction

!ctual Change

ay include – in#talling ne method# andprocedure# reorganizing #tructure# 9 orde#ign# and rein%orcing ne &ehavior#

, Data athering a%ter !ction To mea#ure and determine the e3ort# o% the

action and to %eed the re#ult# &ac t theorganization

Thi# may lead to <e6diagno#i# and ne action

Foundationsof OD





109


!ction <e#earch odel a# a /ro&lem"olving !pproach – *er&ert !, "hepard

Foundationsof OD

O&'ective

/lanning

!ction"tep 1 !ction"tep =

Fact

Finding/lanning





110


Characteri#tic#2Feature# o% !ction<e#earch

1, /ro&lem Focu#ed

=, !ction Oriented>, Cyclical /roce##

?, Colla&orative

@, .perimental

A, Hearning and capacity &uilding to tacle%uture pro&lem#

B, Normative

Foundationsof OD





111


!ction <e#earch a# a Cyclical /roce## –"u#man 9 .vered

Foundationsof OD

/(/O&• Ind and Org

Hearning• "olving /ro&lem#•

)ringing a&out change

>T *T=(I;*Identi%ying or de$ning pro&lem

;L@&I& I;T(/(TTIO;!#cription o% meaning o% data

CTIO; /L;;I;*Con#idering alternative

cour#e# o% action %or#olving pro&lem#

CTIO; TAI;*"electing a cour#e o%

action

$LTI;*"tudying the

con#e;uence# o% anaction





112

c o e#ea c +Co d -

(arietie# o% !ction <e#earch1, !# per Hein5 6

1, Inve#tigation o% general la# Thi# lead# to contri&ution# to theory and

practice and to generalization# a&out naturalphenomena

=, Diagno#i# o% a #peci$c #ituation Thi# lead# to #olving immediate practical

pro&lem#

Foundationsof OD





113

+ -

(arietie# o% !ction <e#earch +Contd,-=, !# per <aymond Gatzell5 6

1, !dventitiou# – already collected data that&ecome# u#e%ul %or #omeone el#e at a later

time=, /eriodic /ul#e Taing 6 /replanned #y#tematic

collection o% data

>, :or inten#ively ith a #mall 7Demon#tration4

roup continuou#ly collecting data on all topic#and %eeding them &ac into the group

Foundationsof OD





114

+ -

(arietie# o% !ction <e#earch +Contd,->, !# per Chein Coo and *arding5 6

1, Diagno#tic !< "cienti#t enter# a pro&lem #ituation diagno#e# it

and mae# recommendation#, <ecommendation# are intuitively derived not

pre6te#ted and u#ually come %rom the #cienti#t4#eperience and noledge

=, /articipant !< /eople tae action

Involved in the entire re#earch %rom the&eginning

Foundationsof OD





115

+ -

(arietie# o% !ction <e#earch +Contd,->, !# per Chein Coo and *arding +Contd,-5 6

>, .mpirical !< !ctor eep# a #y#tematic eten#ive record o%

hat he did and hat e3ect# it had,

?, .perimental !< Controlled re#earch on the relative e3ectivene##

o% variou# action techni;ue#, Find the &e#t ay o% reaching the outcome

Foundationsof OD





116

+ -

(arietie# o% !ction <e#earch +Contd,-?, !# per !rgyri#5 6

1, !ction "cience Hein4# !< a# characterized &y #i %eature#

viz,5 6 It a# pro&lem driven It a# client6centered It challenged the #tatu# ;uo :a# #imultaneou#ly concerned ith

producing empirically di#con$rma&lepropo#ition#

That could &e #y#tematically interrelated intoa theory de#igned to &e

U#a&le in everyday li%eFoundationsof OD





117

+ -

(arietie# o% !ction <e#earch +Contd,-?, !# per !rgyri# +Contd,-5 6

1, !ction "cience +Contd,- U#e o% !ction "cience over Normal "cience

Action -cience is si+ilar to !articipant Researchof 'hein# 'oo, and arding as per Argyris and-chon

@, /lan6do6chec6act cycle .

/lan a te#t2change . Do a #mall #cale te#t

. Chec the e3ect# o% the te#t

. !ct on the ne learning

Foundationsof OD





118

+ -

(arietie# o% !ction <e#earch +Contd,-A, !# per David Cooperrider5 6

1, !ppreciative In;uiry +!I- !I i# the cooperative #earch %or the &e#t in

people their organization# and the orldaround them, It involve# #y#tematic di#covery o%hat give# a #y#tem 7li%e4 hen it i# mo#te3ective and capa&le in economic ecologicaland human term#, !I involve# the art and

practice o% a#ing ;ue#tion# that #trengthen a#y#tem4# capacity to heighten po#itive potential,It mo&ilize# in;uiry through cra%ting anunconditional po#itive ;ue#tion o%ten involvinghundred# or #ometime# thou#and# o% people,

Foundationsof OD





119

+ -

(arietie# o% !ction <e#earch +Contd,-A, !# per David Cooperrider +Contd,-5 6

1, !ppreciative In;uiry +!I- +Contd,- !I i# &a#ed on the deceptively #imple premi#e

that human #y#tem# gro in the direction o%hat e repeatedly a# ;ue#tion# a&out and%ocu# our attention on, It i# the #tudy andeploration o% hat give# li%e to human #y#tem#hen they %unction at their &e#t,

In#tead o% a#ing R:hat are the root cau#e# o%%ailure or de%ectSR e a# R:hat are our rootcau#e# o% #ucce##SR

Lue#tion# and dialogue# a&out #trength##ucce##e# value# hope# and dream# are

them#elve# tran#%ormational, Foundationsof OD





120

+ -


1, !ppreciative In;uiry +!I- +Contd,- M!I i# a ne paradigm %or accelerating organizational

learning and tran#%ormation, It can &e u#ed in any#ituation here the lea!ers and con#ultant# arecommitted to &uilding po#itive li%e6centeredorganization#,

M!ppreciative In;uiry5 Identi$e# hat e do ell rather than hat e

need to repair "hi%t# u# %rom a paradigm o% 7hat i# rong4 to

7hat might &e4 "tart# ith the &e#t eperience o% Mhat i# in

order to imagine Mhat might &e

.pand# the real o% the po##i&le,Foundations

of OD





121


1, !ppreciative In;uiry +!I- +Contd,- !ppreciative In;uiry i# a #trength6&a#ed approach to

leader#hip organizational development and change, Itcan &e u#ed in a range o% ay# to #uit di3erentorganizational circum#tance# and to create po#itiveorganizational culture#, !ppreciative In;uiry i# &oth aphilo#ophy and a proce## hich engage#organization# in eploring the &e#t o% their ei#ting

eperience# and %o#tering a #en#e o% collectivere#pon#i&ility %or &uilding on thi# in the %uture,

!I i# the art and practice o% a#ing ;ue#tion# that5 6 #trengthen# a #y#tem# capacity in po#itive ay# ena&le# the #y#tem to re6conceptualize it#

purpo#e principle# and de#ign

Foundationsof OD





122


1, !ppreciative In;uiry +!I- +Contd,- Traditional /ro&lem6"olving approach v#,

!ppreciative In;uiry approach to change5 6

Foundationsof OD





123


1, !ppreciative In;uiry +!I- +Contd,- The %i)e Core /rin'i:les of ::re'iati)e

Inuir-1. !he *onstructionist PrincipleB

Organization# are human con#truction#,:hat e &elieve to &e true ill a3ect theay e act and the ay e approach

change, Thu# the ay e no i# %ate%ul,2. !he Simultaneity Principle+ Change

&egin# the moment e a# ;ue#tion#, Thevery $r#t ;ue#tion# a#ed #et the #tage %orhat i# R%oundR and hat i# Rdi#coveredR,

Thi# data &ecome# the #torie# out o% hichFoundations

of OD





124


1, !ppreciative In;uiry +!I- +Contd,- The %i)e Core /rin'i:les of ::re'iati)e

Inuir- Cont!<

3. !he Poetic Principle+ Hie a good poem theorganization# pa#t pre#ent and %uture areendle## #ource# o% learning in#piration andinterpretation, :e can choo#e hat to in;uireand learn %rom,

. !he Anticipatory Principle+ Our &ehavior inthe pre#ent i# inuenced &y the %uture eanticipate, The more po#itive and hope%ul theimage o% the %uture the more po#itive thepre#ent6day action,

,. !he Positi(e Principle+ The more po#itive theFoundations

of OD





125


1, !ppreciative In;uiry +!I- +Contd,- The 5> C-'le of ::re'iati)e Inuir-B

Foundationsof OD





126


1, !ppreciative In;uiry +!I- +Contd,- The 5> C-'le of ::re'iati)e Inuir-B

1< >enition

During the De$nition pha#e e choo#e thetopic# o% in;uiry that &ecome theorganization# agenda %or learning andinnovation, The ;ue#tion# a#ed mu#t &ea8rmative and %ocu#ed on topic# valua&le tothe people involved and directed at topic#concern# and i##ue# central to the #ucce##o% the organization,

Foundationsof OD





127


1, !ppreciative In;uiry +!I- +Contd,- The 5> C-'le of ::re'iati)e Inuir-

Cont!B

1< >enition Cont!

The %olloing are eample# o% ho de$citi##ue# can &e re%ramed into a8rmativetopic#5

Foundationsof OD





128



Cont!<B

2< >is'o)er-

The Di#covery pha#e i# an eten#ive andcolla&orative #earch %or Rthe &e#t o% hat i#R&y %ocu#ing on time# o% organizationalecellence, Di#covery involve# meaning%ulconver#ation# among many or all mem&er#o% an organization including eternal#taeholder# R&e#t in cla##R &enchmarorganization# and mem&er# o% theorganization# local community, ! ey re#ult

o% thi# proce## i# a rich de#cription o% theFoundations

of OD





129

(arietie# o% !ction <e#earch +Contd,-

A, !# per David Cooperrider +Contd,-5 6


Cont!<B

3< >ream

The Dream pha#e i# an energizingeploration o% Rhat might &eR &y epandingon Rthe &e#t o% hat i#,R It i# a time %orpeople to collectively eplore their hope# anddream# %or the ind o% organization and orldthey ant to or and live in, The output# o%the Dream pha#e include creative image# o%the %uture and RmacroR po##i&ility#tatement#,

Foundationsof OD





130

(arietie# o% !ction <e#earch +Contd,-

A, !# per David Cooperrider +Contd,-5 6


Cont!<B

4< >esign

The De#ign pha#e i# a&out co6con#tructingthe RgroundedR vi#ion o% the %uture created inthe Dream pha#e, De#ign activitie# includedetailed de#cription o% the #ocial and

technical in%ra#tructure# %or the organizationthat ill &ring the %uture alive, Gey output# o%thi# pha#e are RmicroR po##i&ility #tatement#that articulate the organization# dream %oreach o% the organization# ongoing activitie#,

Foundationsof OD





131



Cont!<B

5< >estin-D>eli)er-

The De#tiny pha#e %ocu#e# #peci$cally onper#onal commitment# organizationalcommitment# and path# %orard %or

innovating Rhat ill &e,R The re#ult o%De#tiny i# generally an array o% change# tothe organization# #ocial and technicalin%ra#tructure in area# a# diver#e a#management practice# *< proce##e#mea#urement and evaluation #y#tem#Foundations

of OD





132


1, !ppreciative In;uiry +!I- +Contd,- Organizations im:lementing IB

Foundationsof OD





133


1, !ppreciative In;uiry +!I- +Contd,- !he ne-t slide summarizes some of the

suita#le change agendas for A/

Foundationsof OD

Change gen!as for IChange Agenda Examples

Organizational Change • "trategic /lanning• Cultural Tran#%ormation



• Cultural Tran#%ormation• Cu#tomer "ati#%action• orale and <etention• Organization De#ign

• Header#hip Development• )u#ine## Improvement

Inter6Organizational Capacity )uilding • erger Integration• !lliance )uilding• Union6anagement /artner#hip• "trategic <e#ource "haring

Community Development • /articipatory /lanning• !##et apping

• .conomic Development• .ducational <e%orm• /eace )uilding

lo&al Tran#%ormation • lo&al Organizing• ulti6Hocal /lanning• Con#ciou#ne## <ai#ing

"mall roup Development • Team Development• )u#ine## Development

• eeting anagement• In#tructional De#ign

Inter6roup Change • Conict <e#olution• /roce## Improvement

/er#onal2<elational Tran#%ormation • Header#hip Development• /er%ormance !pprai#al• .mployee Orientation• Career /lanning

134




135


anaging the OD /roce##





136

OD /rogramme# have three &a#iccomponent#5 6

1, Diagno#i#

=, !ction +OD Intervention#-

>, /rogramme anagement





137

Component#5 6

anaging the OD /roce##+Contd -




138

+Contd,-

DI!NO"I" Continuou# collection o% data a&out the total

#y#tem it# #u&unit# it# proce##e# and it# culture

Identi$e# client #y#tem4#5 6

"trength#Opportunitie#

/ro&lem !rea#

Diagno#tic !ctivitie# – !ctivitie# de#igned toprovide an accurate account o% thing# a# they

really areNeeded to5 6

Gno the #tate o% thing#

Gno the e3ect#2con#e;uence# o% !CTION#





139

+Contd,-

DI!NO"I" +Contd,- !im# attaining in%ormation related to

organization4#5 6"y#tem

5or+s# 'ulture# 'li+ate# !erfor+ance# etc0"u&unit#

$arge B -+all -yste+s# &ndividuals# *roups# Roles#etc0

/roce##e#

'o++unication# 'on(ict Resolution# -uperior=-ubordinate Relations# $earning# etc0





140

+Contd,-

DI!NO"I" +Contd,- !rgyri#5 6

The con#ultant ha# three primary interventionta##5 6

1, To help the client #y#tem generate data

=, To ena&le the client #y#tem to have %ree in%ormedchoice

>, To help the client #y#tem generate internalcommitment to the choice# made

!rea# o% diagno#i#5 6 Organization "u&#y#tem#

Organization proce##e#





141+Contd,-

DI!NO"I" +Contd,- To diagno#e and analyze the #tatu# o% an

organization %or the purpo#e o% implementingorganization development the %olloing method#may &e adopted5 6

Observations

'onfrontation

"eetings

%uestionnaire-urveys

Organi/ation"irroring "eetings

iagnostic "eetings Flowcharting

processesOrgani/ationalRecords 92a+ination

-elf Assess+ents

&nterviews Third !arty

Observations

For+al *rou Role Anal sis

anaging the OD /roce## +Contd,- DI!NO"I" +Contd,-

Diagno#ing Organizational "u&#y#tem#5



Diagno#ing Organizational "u&#y#tem#5 6

>iagnosti'

targets

Information sought #etho!s of >iagnosis

The totalorganization

" ,hat are the norms of theorganizationE" ,hat is organization.s 'ultureE" ,hat is the organizational 'limateE" =oF Fell !o organizational e-:ro'esses fun'tionE" re organizational goals an!

strateg- un!erstoo! an! a''e:te!E" ,hat is organization.s:erforman'eE

amination of organizational re'or!s GrulesH regulationsH :oli'ies

"uestionnaire sur)e- Inter)ieFs oth grou: in!i)i!ual/anel &ur)e-s>iagnosti' #eetings

Large an!'om:lesus-stems

" ,hat are the uniue !eman!s onthis sus-stemE" re organization stru'tures an!:ro'esses relate! to uniue !eman!sE" ,hat are the maor :rolems'onfronting this sus-stem its

suunitsE" re the sus-stem.s goals'om:atile Fith organizational goalsE

"uestionnaire sur)e- If large an!!is:erse! sus-stems Inter)ieFs Oser)ations Organization re'or!s

&mallHsim:le relati)el-homogeneous

sus-stems

" Culture< ClimateH ttitu!es an!feelings" ,hat are maor :rolems of theteamE" =oF 'an team eJe'ti)eness e

im:ro)e!E

In!i)i!ual inter)ieFs *rou: #eeting to re)ieF the inter)ieF!ata "uestionnaires Oser)ation of staJ meetings an! other

!a-

142


anaging the OD /roce## +Contd,- DI!NO"I" +Contd,-

Diagno#ing Organizational "u&#y#tem# +Contd -5



Diagno#ing Organizational "u&#y#tem# +Contd,-5 6Diagno#tic

target#In%ormation #ought ethod# o% Diagno#i#

Interfa'eor Intergrou:sus-stems

" =oF !oes ea'h sus-stem seethe otherE" ,hat :rolems !o the tFogrou:s ha)e in Foring togetherE" =oF 'an the- 'ollaorate toim:ro)e :erforman'e of othgrou:sE" re goalsH sugoalsH areas ofauthorit- an! res:onsiilit- 'learE" ,hat is the nature of the 'limateetFeen the grou:sE

Confrontation #eetingsOrganization #irroring Fhen three ormore grou:s in)ol)e!Inter)ieFs of ea'h sus-stem folloFe!-+sharing the !ata meeting.

%loF'harting 'riti'al :ro'esses #eetings etFeen oth grou:s

>-a!san!DorTria!s

" ,hat is the ualit- of therelationshi:E" >o the :arties ha)e thene'essar- sills for tas

a''om:lishmentE" re the- 'ollaorati)e or'om:etiti)eE" re the- eJe'ti)e as asus-stemE" re thesu::orti)e of ea'hotherE

&e:arate Inter)ieFs folloFe! - ameeting of the :artiesConfrontation #eetingsOser)ation

In!i)i!uals " >o :eo:le :erform a''or!ing to

organization.s e:e'tationsE

Inter)ieFs

>iagnosti' #eetings

143






144+Contd,-

DI!NO"I" +Contd,- Diagno#ing Organizational "u&#y#tem# +Contd,-5 6

>iagnosti' targets


(oles " Is the role !ene!a!euatel-E" ,hat is the +t. etFeen:erson an! roleE" Is this the right :erson forthis roleE" &houl! the role :erformer

e gi)en s:e'ial sills an!noFle!geE

(ole anal-sis Oser)ations Inter)ieFsCareer /lanning 'ti)ities

?etFeenOrganization&-stems'onsitutingSu ra st

" =oF !o e- :eo:le in ea'hsegment of the su:ras-stem)ieF the Fhole an! thesu:artsE" re there fri'tionsetFeen su:artsE

re there hi h erformin

Organizational #irroring"uestionnairesInter)ieFs%loF'harting 'riti'al :ro'esses





145+Contd,-

DI!NO"I" +Contd,- Diagno#ing Organizational /roce##e#5 6

Organizational/ro'esses


Communi'ation:atternsH st-les KoFs

" Is 'ommuni'ation o:en or'lose!E" Is 'ommuni'ation !ire'te!

u:Far!H !oFnFar!Hlaterall-E" re 'ommuni'ations ltere!E <<,h-E =oFE

Oser)ations Ges:e'iall- inmeetings "uestionnaires for large

organizations Inter)ieFs an! !is'ussion Fithgrou:

memersnal-sis of )i!eo ta:e! sessions

*oal setting " >o :eo:le set goalsE" ,ho :arti'i:atesE" >o the- :ossess ne'essar- sills

for eJe'ti)egoal settingE

" re the- ale to set long terman! short term oe'ti)esE" re goals a'hie)e!E

"uestionnaires Inter)ieFs Oser)ations

>e'isionmaingH:rolem sol)ing a'tion

" ,ho maes !e'isionsE" re the- eJe'ti)eE" re a!!itional !e'ision maingsills nee!e!E

Oser)ations of :rolemsol)ing meetings nal-sis of )i!eota:e! sessions Or anizational re'or!s





146+Contd,-

DI!NO"I" +Contd,- Diagno#ing Organizational /roce##e# +Contd,-5 6



ConKi'tresolution an!

management

" ,here !oes 'onKi't eistE" ,ho are in)ol)e! :artiesE

" =oF is it eing manage!E" ,hat are the s-stem norms for!ealing Fith 'onKi'tE

Inter)ieFsThir! :art- oser)ations

Oser)ation #eetings

#anagingInterfa'e(elations

" ,hat is the nature of therelations etFeen tFo grou:sE" re goals 'learE" Is res:onsiilit- 'learE" ,hat maor :rolems !o the tFo

grou:s fa'eE

Inter)ieFsThir! :art- oser)ationsOser)ation of grou: meetings

&u:eriorsuor!inaterelations

" ,hat are the :re)ailinglea!ershi: st-lesE" ,hat :rolems arise etFeensu:eriors an!

suor!inatesE

"uestionnairesInter)ieFs

Te'hnologi'alan! engineering

" re the te'hnologies a!euatefor satisfa'tor- :erforman'eE

O> Consultant sees hel: frome:erts in the el!





147+Contd,-

DI!NO"I" +Contd,- Diagno#ing Organizational /roce##e# +Contd,-5 6



&trategi'management

long range:lanning

" ,ho is res:onsile for +looingahea!. an!

maing long term !e'isionsE" >o the- ha)e a!euate tools an!su::ortE" =a)e the re'ent long range!e'isions een

eJe'ti)eE

Inter)ieFs of e- :oli'- maers *rou: !is'ussions

amination of histori'alre'or!s

OrganizationalLearning

" ,hat are our strengths an!:rolem areasE

" ,hat oser)ationsH i!easHsuggestions are a)ailale from allorganizational memersE" ,hat are the learning!isailitiesE

Inter)ieFs"uestionnaires*rou: #etho!s of >iagnosisamination of assum:tions an!'ulturen)ironmental nal-sis

anaging the OD /roce##+Contd,-




148

+Contd,-

DI!NO"I" +Contd,- The "i6)o odel

Diagno#tic %rameor provided &y arin:ei#&ord in 1EBA

Con#ultant mu#t attend &oth the %ormal and

in%ormal a#pect# o% all the &oe# Focu#e# on internal i##ue# ithin an organization

primarily &y po#ing Mdiagno#tic ;ue#tion# hichhave to do ith the $t &eteen Mhat i# andMhat #hould &e,

Input# money people idea# and machineryhich are u#ed to %ul$ll the organization4# mi##ion

Output# product# and #ervice#,





149

+Contd,-

DI!NO"I" +Contd,- The "i6)o odel +Contd,-

"i &road categorie# +Contd,-5 610 !urposes of an organi/ation are the organi/ation’s

+ission and goals0

C0 The ways in which people and units interact is ter+edRelationships0

D0 -tructure as the way in which the organi/ation isorgani/ed; this +ay be by function 7 where specialistswor, together 7 or by product# progra+# or pro6ect 7where +ulti=s,illed tea+s wor, together0

40 Rewards are the intrinsic and e2trinsic rewards peopleassociate with their wor,0

E0 $eadership bo2 refers to typical leadership tas,s#including the balance between the other bo2es0

0 elping "echanis+s are the planning# controlling#budgeting# and infor+ation syste+s that serve to





150+Contd,-

DI!NO"I" +Contd,- The "i6)o odel +Contd,-





151

+Co d -

DI!NO"I" +Contd,- Third :ave Con#ulting

:ei#&ord4# Contri&ution !# per !lvin Toer the orld ha# progre##ed

through three :ave# viz,5 6 !gricultural <evolution +Fir#t :ave- Indu#trial <evolution +"econd :ave- Technological <evolution +Third :ave-

Four u#e%ul practice# %or the third avecon#ultant +:ei#&ord-5 61, !##e## the potential %or action

=, et the hole #y#tem in the room

>, Focu# on %uture

?, "tructure ta## that people can do %or them#elve#





152

+ -

T*. !CTION CO/ON.NT5 OD INT.<(.NTION" Con#i#t# all activitie# and intervention#

de#igned to improve the organization4#%unctioning

ODI# "et# o% #tructured activitie# in hich #elected

organizational unit# engage in a #e;uence o%ta## that ill lead to organizationalimprovement,

Condition# that give ri#e to the need %or ODI#5 61, Organization ha# a pro&lem

=, Organization #ee# an unrealized opportunity

>, Feature# i% the organization are out o% alignment

?, Organization vi#ion change#





153

+ -

T*. !CTION CO/ON.NT5 OD INT.<(.NTION" +Contd,- ODI# +Contd,-

Nature o% ODI#5 6 In addition to or In#tead o% activitie# Dual !#pect Hearning !ction

.plicit goal# and o&'ective# <eal /ro&lem# Hearning odel#

!nalyzing Di#crepancie# "tudy o% pro&lem# and opportunitie# +goal# or the

#tudy o% the di#crepancie# &eteen here one i#and here one ant# to &e, De$ne# &oth pro&lem# and goal#





154

+ -

T*. /<O<!. !N!..NT CO/ON.NT !ctivitie# de#igned to en#ure #ucce## o% the OD

/rogramme /ha#e# o% OD /rogramme#5 6

1, .ntry

=, Contracting>, Diagno#i#

?, Feed&ac

@, /lanning Change

A, Intervention

B, .valuation





155

+ - T*. /<O<!. !N!..NT CO/ON.NT +Contd,-

.3ective Change anagement Cumming# 9 :orley Five #et# o% activitie# %or e3ective change management

viz,1, otivating Change

=, Creating a (i#ion>, Developing /olitical "upport

?, anaging the Tran#ition

@, "u#taining omentum

John Gotter

.ight mi#tae# that cau#ed OD /rogramme# to %ail5 61, Not e#ta&li#hing great #en#e o% urgency

=, Not creating a poer%ul enough guiding coalition

>, Hacing a vi#ion

?, Under6communicating the vi#ion





156


John Gotter +Contd,- .ight mi#tae# that cau#ed OD /rogramme# to %ail

+Contd,-5 6@, Not removing o&#tacle# to the ne vi#ion

A, Not #y#tematically planning %or and creating #hort term in#

B, Declaring victory too #oon, Not anchoring change# in the corporation4# culture

.ight "tep# %or "ucce##%ul Organizational Tran#%ormation561, .#ta&li#hing a #en#e o% urgency

.amining maret and competitive realitie#

Identi%ying and di#cu##ing cri#e# potential cri#e# or ma'oropportunitie#

=, Forming a poer%ul guiding coalition !##em&ling a group ith enough poer to lead the change

e3ort .ncouraging the group to or together a# a team





157


John Gotter +Contd,- .ight "tep# %or "ucce##%ul Organizational Tran#%ormation

+Contd,-5 6>, Creating a (i#ion

Creating a vi#ion to help direct the change e3ort

Developing #trategie# %or achieving that vi#ion?, Communicating the vi#ion

U#ing every vehicle po##i&le to communicate the ne vi#ionand #trategie#

Teaching ne &ehavior# &y the eample o% the guidingcoalition

@, .mpoering other# to act on the vi#ion etting rid o% o&#tacle# to change Changing #y#tem# or #tructure# that #eriou#ly undermine

the vi#ion .ncouraging ri# taing and non6traditional idea# activitie#

and action#





158


John Gotter +Contd,- .ight "tep# %or "ucce##%ul Organizational Tran#%ormation

+Contd,-5 6A, /lanning %or and creating #hort6term in#

/lanning %or vi#i&le per%ormance improvement#

Creating tho#e improvement# <ecognizing and rearding employee# involved in the

improvement#

B, Con#olidating improvement# and producing #till more change U#ing increa#ed credi&ility to change #y#tem# #tructure#

and policie# that don4t $t the vi#ion *iring promoting and developing employee# ho can

implement the vi#ion <einvigorating the proce## ith ne pro'ect# theme# and

change agent#

, In#titutionalizing ne approache# !rticulating the connection# &eteen the ne &ehavior#

and corporate #ucce##

Developing the mean# to en#ure leader#hip development

159





159

OD /roce##1, .ntering and Contracting

=, Diagno#ing Organization#

>, Diagno#ing roup# and Jo&#

?, Collecting and !nalyzing Diagno#ticIn%ormation

@, Feeding &ac Diagno#tic In%ormation

A, De#igning Intervention#B, Heading and anaging Change

, .valuating and In#titutionalizing ODintervention#

160





160

OD /roce## +Contd,-1, .ntering and Contracting

They involve de$ning in a preliminary manner theorganization4# pro&lem# or opportunitie# %ordevelopment and e#ta&li#hing a colla&orativerelation#hip &eteen the OD/ and the mem&er# o% theclient #y#tem a&out ho to or on tho#e i##ue#

The#e #et the initial parameter# %or carrying out the#u&#e;uent pha#e# o% OD5 Diagno#ing the Organization/lanning and Implementing Change# and .valuating

and In#titutionalizing themCan vary in compleity and %ormality

"imple hen manager #erve# a# hi# on OD/K . 9 Cinvolve the manager and the group mem&er# meeting todi#cu## hat i##ue# to or on

Comple hen manager# con#ider hiring OD/#

161





161

OD /roce## +Contd,-1, .ntering and Contracting +Contd,-

Initiate# the OD /roce##

Involve# the %olloing activitie#5 6

Clarif-ing the organizational issue /re#enting a #peci$c2general pro&lem

/re#enting pro&lem i# not alay# a pro&lem it may&e a #ymptom o% an underlying pro&lem

To get clear per#pective o% pro&lem collection o%preliminary data may &e re;uired

162





162


Involve# the %olloing activitie# +Contd,-5 6 >etermining the rele)ant 'lient

enerally the relevant client include# tho#eorganization mem&er# ho can directly impact thechange i##ue hether it i# #olving a particularpro&lem or improving an already #ucce##%ulorganization2department

"imple hen i##ue can &e addre##ed in a #ingleunit

Comple multiple unit#K di3erent hierarchicallevel#K out#ide the organization

163





163


Involve# the %olloing activitie# +Contd,-5 6 &ele'ting an O>/

"elect one ho ha# eperti#e and eperience

ordon Hippitt4# criteria5 6

1, !&ility o% /ractitioner to %orm #ound interper#onalrelation#hip#

=, Degree o% %ocu# on the pro&lem

>, "ill# o% practitioner relative to the pro&lem

?, .tent that the con#ultant clearly in%orm# the clienta# to hi# role and contri&ution

@, :hether the OD/ &elong# to a pro%e##ionala##ociation

164





164


Involve# the %olloing activitie# +Contd,-5 6 >e)elo:ing the Contra't

Contracting i# a natural eten#ion o% entering andclari$e# ho the OD proce## ill proceed

.#ta&li#he# the epectation# o% the partie# the timeand the re#ource# that ill &e epended and theground rule# under hich the partie# ill operate

O!H to mae a good deci#ion a&out ho to carry

out the OD /roce##

165





165

OD /roce## +Contd,-=, Diagno#ing Organization#

Diagno#i# i# the proce## o% under#tanding ho theorganization i# currently %unctioning and it provide# thein%ormation nece##ary to de#ign change intervention#

It i# a colla&orative proce## &eteen organizationmem&er# and the OD con#ultant to collect pertinentin%ormation analyze it and dra conclu#ion# %or actionplanning and intervention

Organization# are open #y#tem# The net #lide repre#ent# the "y#tem# odel o%

Organization#5 6

166





166

OD /roce## +Contd,-

=, Diagno#ing Organization# +Contd,- Organization# a# Open "y#tem#5 6

nputs!ransforming0echanisms

Outputs sers

Sources of+ nergy&0aterials&nformation&H4

167





167

OD /roce## +Contd,-

>, Diagno#ing roup# and Jo&# Diagno#i# o% Team De#ign component#5 6

*o clear are the group goal#

:hat i# the group4# ta# #tructure

:hat i# the compo#ition o% the group :hat are the group#4 per%ormance norm#

:hat i# the nature o% team %unctioning in the group

Diagno#i# o% Individual Jo&#5 6 *o much #ill variety i# included in the 'o&

*o much ta# identity doe# the 'o& contain *o much ta# #igni$cance i# involved in the 'o&

*o much autonomy i# included in the 'o&

*o much %eed&ac a&out re#ult# doe# the 'o& contain

+Contd,- O> /ro'ess Cont!<

*omprehensi(e model for diagnosing organizational Systems

i iO(*;IMTIO;168



5eneraln(ironment

ndustryStructure

Organizat ionDesign

Or ganizati on Design

5roupDesign

Personal*haracteris

tics

Organization

6ecti(enessg& performance& producti(it y&sta)eholdersatisfaction

!eam6ecti(enessg& 7'8&Performance

ndi(idual6ecti(enessg& performance& producti(it y&

sta)eholder

Human4esourceSystems

Strategy

!echnology

Structure

0easurement

Systems

*ulture

5roup*ompositi

on

!as)Structur

e

5oal*larity

!eamFunctionin

g5roup9orms

!as)Signi$can

ce

!as)dentity

S)ill:ariety

Autonomy

Feed#ac)a#out

4esults

I;/T& >&I*;CO#/O;;T&

OT/T&

I;/T& >&I*;CO#/O;;T&

OT/T&

I;/T& >&I*;CO#/O;;T&

OT/T&

O(*;IMTIO;L$L

*(O/ L$L

I;>I$I>LL$L

168


169





169

OD /roce## +Contd,-?, Collecting and !nalyzing Diagno#tic In%ormation

athering in%ormation on #peci$c organizational %unction#

Data Collection and Feed&ac Cycle

Data Collection ethod#5 6 Lue#tionnaire#

Intervie#

O&#ervation#

Uno&tru#ive ea#ure#

Planni ng to*ollect Data

*ollecti ng Data

Analyzi ng Data

Feeding;ac)Data

Follo"i ng up

Core

'ti)ities

170





OD /roce## +Contd,-@, Feeding )ac Diagno#tic In%ormation

.3ective Feed&ac5 6 <elevant

Under#tanda&le

De#criptive

(eri$a&le

Timely

Himited

"igni$cant

Comparative Un$nalized

171





OD /roce## +Contd,-@, Feeding )ac Diagno#tic In%ormation

+Contd,- Characteri#tic# o% #ucce##%ul %eed&ac proce##e#5 6

otivation to or ith the data "tructure %or the meeting

!ppropriate attendance

!ppropriate poer

/roce## help

anag ng e roce##+Contd,- OD /roce## +Contd,-

Feeding )ac Diagno#tic In%ormation

172



@, Feeding )ac Diagno#tic In%ormation

+Contd,- /o##i&le e3ect# o% Feed&ac5 6%>?CA OCC(&

I& ;(*@ C(T>?@ T= %>?CAE

,=T I& T=>I(CTIO; O% T=

;(*@E

>O &T(CT(& ;>/(OC&&& NI&T TOT(; ;(*@ I;TO

CTIO;E

(&I&T;CH

;NIT@H

;OC=;*

;OC=;*

%(&T(T

IO;H %IL(H

;OC=;*

C=;*

nergy todeny or

$ght data

nergy to usedata to identify

< sol(e pro#lems

;o

@es

@es

;o


173





OD /roce## +Contd,-A, De#igning Intervention#

!n ODI i# a #e;uence o% activitie# action# and event#intended to help an organization improve it#per%ormance and e3ectivene##

.3ective Intervention5 6 Fit# the need# o% the organization

)a#ed on cau#al noledge o% intended outcome#

Tran#%er# change management competence toorganization mem&er#

174





OD /roce## +Contd,-B, Heading and anaging Change

.3ective change management model Thoma# , Cumming# and Chri#topher , :orley

Five activitie#5 6

1, otivating Change

=, Creating a (i#ion

>, Developing /olitical "upport

?, anaging the Tran#ition

@, "u#taining omentum

Diagram Net "lide

.3ective Changeanagement

#oti)ating Change• 'reating readiness for change• Overco+ing resistance to change

175



&ustaining #omentum• !roviding resources for change• uilding a support syste+ for change agents• eveloping new co+petencies and s,ills• Reinforcing new behaviors• -taying the 'ourse

Creating a $ision

• "ission• 3alued Outco+es• 3alued 'onditions• "idpoint *oals

>e)elo:ing /oliti'al &u::ort• Assessing change agent power

• &dentifying ,ey sta,e holders• &n(uencing sta,eholders

#anaging the Transa'tion• Activity !lanning• 'o++it+ent !lanning•

"anage+ent structures

%%CTI$

C=;*#;*#;T


176





OD /roce## +Contd,-B, .valuating 9 In#titutionalizing ODI#

Final "tage

.valuating /roviding %eed&ac to OD/# and organization mem&er#

a&out the progre## and impact o% intervention#

In#titutionalizing aing the change a permanent part o% the

organization4# %unctioning

177






+Contd,- In#titutionalizing Frameor5 6O<!NIP!TION

C*!<!CT.<I"TIC"• 'O5*RU95'9• -TA&$&TG OF

953&RO5"95TB T9'5O$O*G

• U5&O5&HAT&O5

IN"TITUTION!HIP!TION /<OC.""."5

• -O'&A$&HAT&O5• 'O""&T"95T • R9<AR

A$$O'AT&O5• &FFU-&O5• -95-&5* B

'A$&RAT&O5

INT.<(.NTIONC*!<!CT.<I"TIC"

• *OA$-!9'&F&'&TG

• !RO*RA""A&$&TG

• $939$ OF'A5*9TAR*9T

•

-!O5-OR-&!

INDIC!TO<" OFIN"TITUTION!HIP!TI

ON5

• I5O<$9*9• !9RFOR"5A'9• !R9F9R95'9• 5OR"AT&39

'O5-95-U-• 3A$U9

'O5-95-U-

178






+Contd,- Implementation and .valuation Feed&ac5 6

DI!NO"I"

D."IN 9I/H..NT!TIO

N OF ODI

!HT.<N!TI(.INT.<(.NTION

I/H..NT!TION OF ODI

CH!<IFIC!TION OF ODI

D.(.HO/IN /H!N FO<N.VT ODI

"T./"

I/H..NT!TION F2)

.!"U<." OFF.!TU<." OF T*. ODI !ND

I.DI!T.

.FF.CT"

.(!HU!TION F2)

.!"U<." OFHON T.<

.FF.CT"



179


The Changing .nvironment

Fundamental "trength# o% OD

Condition# and Contingencie# relating to OD Trend# ithin OD 9 their impact on OD4# Future

Contetual Trend# 9 their impact on OD4# Future

Future o% OD

180

Future o% OD




The Changing .nvironment5 6 !lliance# 9 !#

Change in production and communicationtechnology

Di#location o% people through don#izingand re#tructuring

Change in organizational paradigm#

Flatter organization#

*igh per%ormance organization# %ocu#ing onthe con#umer and continuou# ;ualityimprovement and placing high value on *<diver#ity 9 high per%ormance team# ill &e

the norm

181

Future o% OD +Contd,-




Fundamental "trength# o% OD OD /roce##e# 9 /ractice#

*ighly compati&le ith democraticgovernmental #tructure#

.pan#ion o% OD practice – attention topeople6oriented proce##e# 9 de#ign o%human technical #y#tem

Organization# demanding right people

182





Condition# and Contingencie# relatingto OD

1, Header#hip and (alue#

=, Gnoledge a&out OD

>, OD Training?, Interdi#ciplinary nature o% OD

@, Di3u#ion o% Techni;ue

A, Integrative /ractice

B, erger# !c;ui#ition# and !lliance#

, <edi#covering and <ecording *i#tory

E, "earch %or Community

183





Trend# ithin OD 9 their impact onOD4# Future

T<!DITION!H• <eturn to original humani#tic

value#• Increa#ing %ocu# on proce##

intervention

/<!!TIC• .mpha#ize value# o%

e3ectivene##• Increa#ing %ocu# on relevant

practice

!C!D.IC• .mpha#ize value# o%

under#tanding predictionand control

• "earch %or varia&le thateplain change and

e3ectivene##

OD "ill+

• =a)e more'onKi't inthe short term

• ?e moreintegrate! inthe long term

184


l d h i i




Contetual Trend# 9 their impact on OD4#

Future.CONO• ore concerned ith cultural

diver#ity• ore concentrated ealth• ore concerned ecologically

:O<GFO<C.

• Increa#ing diver#e• Increa#ingly educated• Increa#ingly contingent

T.C*NOHO• ore .6commerce• Fa#ter organizational proce##

• ore productivity

O<!NIP!TION"• ore netored• ore Gnoledge learning

and innovation &a#ed

OD ill &e5 6

• ore em&edded in theorganization4# operation#

• ore technologicallyena&led

• "horter OD cycle time#• ore interdi#ciplinary• ore diver#e in client

organization• ore cro## –cultural• ore concerned ith

ecological #u#taina&ility

185



ThanouWWW

Documents

OD_Unit 01 Plus Future_and_Action Research