Organisational Development

1. Organisational Development Unit-2

2. Improving organizations requires understanding them.

3. Diagnostic Component • a continuous collection of data about the total system, its subunits, its processes and its culture. • SWOT • An OD program begins with diagnosis & employs data colleting & data analyzing throughout.

4. Why Diagnosis? • [1] to know the state of the things • [2] to know the effects/consequences of actions.

5. Beckhard • Two broad areas • [1] A diagnosis of various subsystems that make up the total orgn. These subsystems may be teams such as top mgnt, production department or a research gp; or they may be levels like top mgnt, middle mgnt or a workforce.

6. [2] Diagnosis of the orgn processes that are occurring. These include decision-making processes, communication patterns & styles, relationships between interfacing groups, mgnt of conflict, the setting of goals & planning methods.

7. The Six-Box Model:- • Marvin Weisbord’s six-box model, a diagnostic framework published in 1976, and still widely used by OD practitioners. • OD\OD U02.docx

8. Weisbord • wrote an article titled “Towards Third Wave Managing and Consulting” in which he mentioned the third wave in which he reconsiders diagnosis & interventions. Three waves are: • 1st wave= agricultural revolution • 2nd wave= industrial revolution • 3rd wave= technological revolution

9. he concentrates on the “wellness” model to help people achieve their desired futures & to create workplaces that have meaning & community. • He identifies 4 useful practices for 3rd wave consultant: • [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.

10. Action Component:-OD Interventions • 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 action – to fix it) • [2] Organization sees an unrealized opportunity (enabling action – to seize the opportunity)

11. [3] Features of organization are out of alignment (alignment action – to get things back ‘in sync’) • [4] Yesterday’s vision is no longer good enough (action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)

12. Nature of OD Interventions • All the OD interventions have a dual purpose i.e. educational & accomplishing task. • They focus on real problems central to each orgn’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.

13. Techniques used in OD Interventions: • Diagnosis and Needs Analysis • Organization- and Group-Focused Techniques • Survey Feedback • Management by Objectives • Product and Service Quality Programs • Team Building • Large Group Interventions • Process Consultation

14. Individual-Focused Techniques • Skills Training • Sensitivity Training • Management Development Training • Role Negotiation • Job Redesign • Health Promotion Programs • Career Planning

15. Process Maintenance Component:- • The Process - Maintenance Component models the ability to cope with problems and opportunities in the internal and external environments. • This component tests the effectiveness and relevance of interventions. It insures that the intended consequences do not obviate the organization and the OD program’s goals. • The process-maintenance component helps in keeping the process of OD relevant and manageable.

16. . Warner Burke -phases of process maintenance components of OD:- • [1] Entry • [2] Contracting • [3] Diagnosis • [4] Feedback • [5] Planning change • [6] Intervention • [7] Evaluation

17. Action Research • This term was coined by Lewin (1946) in an article entitled “Action Research and Minority Problems.”

18. Lewin developed a unified change theory based on four distinct elements; • Field Theory(Force field Analysis), • Group Dynamics, • Action Research and • the three step model of Change.  • To be successful, though, there has also to be a “felt-need.”

19. proceeds in a spiral of steps each of which is composed of a circle of planning, action, and fact-finding about the results of the action.” • It is an iterative process whereby research leads to action and action leads to evaluation and further research. • Lewin’s view that “. . . one cannot understand an organization without trying to change it. . .”

20. The theory is based on what Lewin advised, “No action without research, no research without action.” • The theoretical foundations of action research lie in Gestalt psychology, which stresses that change can only successfully be achieved by helping individuals to reflect on and gain new insights into the totality of their situation.

21. Five dimensions of action research: • [1] it is pragmatic (between theory and practice;) • [2] it is democratic -enable all people to create their own knowledge in learning organisations and communities of inquiry; • [3] it draws on an “extended epistemology” of many ways of knowing, valuing the experiential, narrative and aesthetic, alongside the propositional and conceptual;

22. [4] it is value oriented, asking how we can contribute to the flourishing—economic, political, psychological, spiritual—of human persons and communities, and of the wider ecology of the planet; and • [5] it is developmental, evolving over time from tentative beginnings toward more significant influence.

23. Action Research is a four step continuous process; Diagnosis, Planning, Action and Evaluation • Bridge between knowledge building and data gathering • It empowers employees -not only of how to make the changes required today but also on the change process itself

24. Action refers to the OD interventions that are implemented to develop the organisation • All organisational stakeholders are involved in the collaborative process of creating and executing the planned changes.

25. Applying Action Research Theory in an OD intervention • Involve the people affected by the change • Let individuals discuss the future they need to move toward. • Secure a commitment to give some decision making power to the people involved in collecting the data so that real change can be achieved • Set up a temporary diagnostic team by using those key individuals who have to support the implementation of change.

26. Provide space for individuals to reflect on the insights they have gained. • Plan the direction of change/OD intervention in collaboration with all stakeholders. • Implement decisions that employees and leaders make democratically. • Provide a learning zone where individuals and groups can self organise for change.

27. Varieties of Action Research • Organizational change and work research • Co-operative Inquiry • Appreciative inquiry • Whole systems inquiry • Participative action research. • Art, storytelling and theatre as action research. • Public Conversations