Organizational DevelopmentIntroduction

Defining OD

Evolution of OD

Characteristics of OD

OD Interventions – naming them

Typology of OD Interventions

What are we attempting…

“…an effort planned organization wide and managed from top to increase organizational effectiveness and health through planned interventions in organization’s process using behavioral science.”

“…a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structure and process for improving an organization’s effectiveness”

“…a response to a change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so that they can better adapt to new technologies, markets, challenges, and the rate of change itself”

“…long term effort and supported by top management to improve organization visioning, empowerment and problem solving process, through an ongoing, collaborative management of organization culture and using the theory and technology in applied behavioral science”

Definition - samples

Simply put this means that OD is related with

Putting in front the achievement of organizational effectiveness (OE) in the space of it’s markets, competitors, regulators and other boundaries

That is requires the inclusive style of (a) top management and (b) the people who support the motion and motor of achieving the OE

Developing and putting long term effort in accomplishing changes in the people and their beliefs and values; and combined with recognizing ORG cultures and values

people inclusive and makes it central to the theme of OD

Adaptation of process and technologies associated with the change in beliefs, values, people capability to support the achievement of OE

Definition

Brings to together a behavioral, social sciences disciplines in the context of OE

Humanistic –democratic; Implements the model of “helping relationships” in that it calls of collaborative intent and effort through various interventions to help cause

That is whether it is problem solving or resolving conflicts or bridging differences in any method or implementation(s) or any other subject, to achieve OE, the OD program, being people centric, preserves the mandate of bringing change and people effectiveness to develop the path to OE

Participative - enlists the support of the top managementand with the their beliefs intact on people inclusion for achieving OE

Systems context – recognizes that ORG do not work in silos but in an environment that is larger than the ORG

Features of OD

Coined in 1960s around the seminal work of behavioral scientists Robert Blake & Jane Mouton, Herbert Shepard, Douglas McGregor and Richard Beckhard

Robert Blake and Jane Mouton developed the managerial grid based on two scales concern for production and concern for people

Herbert Shepard works on TRW Systems, Esso, and advanced understanding on human behavior and social systems

Douglas McGregor contributed to motivational theory and eminent presentation on Theory X and Y of leadership

Richard Beckhard helped define OD, credited with developing “formula for change” along with David Gleicher; propounds that D * V * F > R then change is possible (D=dissatisfaction with current state; V= vision , F= first step and R=Resistance)

Evolution of OD

Evolution of OD – Blake and

Mouton

X-Axis “Concern for Results” determines alignment to

Stakeholder value

Company Goals

…

Y-Axis “Concern for People” determines

Contribution to the people and enabling contribution by the people

…

Identified 7 behavioral associated with leadership

Initiative – taking the lead in defining the “way forward” and the “approach to execute” to get there

Inquiry – getting feedback from one and all to test the truth of concept, fact and as well as perceptions

Advocacy – counsel, solve, enable and communicate one’s own ideas and themes

Decision – assessment of options, associated risk and taking it further

Conflict – recognizing, defining and efforts to help resolve such disagreements, stoppages

Critique – review and anticipate how the course of action will plan and impact the outcomes

Resilience – Flexibility, adaptability, etc.; directed towards changing course to overcome current constraints

Evolution of OD – Blake and

Mouton

Conducted large scale experiments in Esso; principal

consultant to TRW Systems

Advanced research and understanding in human

behavior and shaped the view out of the “dyads”

(doctor-patient; client-consultant) to group interaction,

interpersonal relationships

Advocated focus on ORG through building inter-personal

synergies, consensus, dispute resolutions, etc.

Evolution of OD – Herbert

Shepherd

Management/Leadership style influencing team behavior / contribution; Theory X and Y are born out our experiences, beliefs, your goals, etc.

Theory X – postulates that employee’s

Dislike work,

Cannot hold responsibility, needs supervision always

Have to controlled, forced, “treated”

Have very low motivation / ambition

Theory Y – postulates that employee’s

Seek and take responsibility

Motivate, achievement orientated

Treat work as a part of life

Solve and resolve problems / conflicts

Take ownership

Evolution of OD – Douglas

McGregor

Principles of Scientific Management by Frederick Taylor Proposed Time and Motion Study and “breaking up jobs into small

repetitive tasks”

Hawthorne Experiments by Fritz Roethlisberger and Elton Mayo Found out that repetitive tasks left employees dispirited

Mechanization caused a loss on the meaning on work and damaged the social relationships on the job

Hence employees were more tuned to the influences of the peer groups and social connects than the incentives on the job and control of the management

Schein’s Cultural Iceberg emphasized that culture as the most intractable element in OC; he noticed that while behaviors and action of people were visible but the underlying beliefs, values and assumptions were invisible to the onlooker

Further studies and research centered around people well being, social relationships at work place and outside, organization culture gained prominence in the effort to gain OE

Roots of OD

Applying science and not heuristic methods to work –basically this means that in doing continuous improvement to man, machine, process, etc. apply a method to determine possible course of action to a problem rather than any guide of thumb rule or trial and error methods (Science, not rule of thumb)

Assignment of people to work should be matched – “horses for courses”; i.e. that apply the right kind of people for that job that suits them and not any other way (harmony, not discord)

Monitor, Track – Supervise and support staff in performance (co-operation and no individualism)

Develop People – train, coach and instill sense of enthusiasm, motivate to perform

Roots of OD – Principles of

Scientific Management

Conducted in Western Electric in 1927; lasted till 1932

Illumination Experiment – impact of lighting in the factory floor on output; higher illumination-higher output but also when it was brought to normal level

Relay Assembly Testing – other factors like rest, working hours, etc. 6 girls, highly social and friendly; productivity increased and stabilized even when all improvement were taken away; made recognition, attention, participation important

Mass Interview Program – study of “attitudes” and “working situation”; direct question in the interviews; workers were guarded; changed to listen to workers; findings were that social factors were important in work place

Bank wiring experiment – finding the cause of which restrict output; 14 workers; normal condition; observed that group had its own norms of production away from the targets; defeating incentive system

Roots of OD – Hawthorne

Experiments

First Generation – techniques and technology in

behavioral sciences that focused on micro aspects of

the ORG like an individual, team; localized

interventions and within the framework of the unit,

department or location

Second Generation OD – focused on macro aspects of

the ORG to help cause on markets, competitions,

stakeholders, etc.; explicit attention was within the

ORG and towards leadership and alignment to the

change agenda

Third Generation OD – connected with large scale

changes and transformation

OD Generations

Has four branches …

Action research – collaborative approach that follows a scientific method in solving problems and implementing the necessary change through the process of gathering data, discussing and analyzing the data, evaluating options, developing an action plan to implement the option, evaluating the results to identify new problems

Sensitivity Training – is a training method during which people learn about themselves and others during the interactions. Typically deploys role plays, feedback, etc.

Surveys- a method structured to diagnose the state of the ORG; specialized form of collection of data

Socio Technical – connected with the people and technology; by technology it alludes the technical aspects of the organizational structures, processes, etc.

First Generation OD

ORG Transformation- multi-dimensional, multi-level, discontinuous and radical in nature; requires shift in ORG strategy and culture

TQM – parallels between OD and TQM; embraces the quality vision of the ORG by inclusive style around people and their contribution to the vision

Visioning – helps in defining shared goals; helps in aligning the various units in the ORG to achieve common goals

Future Search – a conference where in people are used to build a database of “what they want”; jointly interpret, analyze and build an action plan

“whole system in a room” – group meetings that is centered around catalyzing the whole change process; Typically for the top management so as to decide the future course of actions and structures (at high level)

Second Generation OD

Learning ORG- incessantly expanding capacity to learn,

adapt, re-invent in quick time; promotes collective and

collaborative learning

Appreciative Inquiry – rooted around every social

systems has positive elements; leverages the strengths

of the ORG rather than always looks for continuous

improvements; looks at “stories” and inquires into to

create the theme for the future

Third Generation OD

Phases of OD

Entry

Contracting

DiagnosisFeedback

Intervention

Evaluation

OD Process – steps or activities that is taken in the interventions; deals with how the intervention is being executed

OD Content- is around vision, mission, strategy, agenda, targets, etc. focuses on what is being done

Client Group Interventions

Individuals T-Group, Coaching and Counseling,

Transactional Analysis, Role plays,

behavioral modeling

Dyads or Triads Process Consultations, TA,

peacemaking, interviews

Teams and Groups Team building, visioning, interviews,

process consultations, survey

feedback

Inter Group Relations Survey feedback, interviews,

questionnaire, inter group activities,

ORG mirroring, process consultation

Total ORG Meetings, team building at all levels,

TQM, Survey feedback

Interventions

Subject Factor

Philosophy Total system change

Orientation Long term and sustainable change

Approach Planned action, problem focused

Targets Human, Social processes, culture and

structure

Focus Developing self-renewal capability

Setting Real ORG

Outcome Individual and OE

Emphasis ORG Culture

Theory Open Systems

In Summary OD’s

Thank You