What Is New in Organization Development?

1. What Is New in Organization Development? By William J. Rothwell, Ph.D., SPHR, CTDP

2. Part I: Introduction

3. Overview • This session will present new thinking on OD that is drawn from Rothwell, W., & Sullivan, R. (Eds.). (2005). Practicing organization development: A guide for consultants. 2nd ed. San Francisco: Pfeiffer & Co. • It will describe current trends in OD and what they mean for HR and WLP practitioners.

4. Overview

5. Objectives Upon completing this session, participants will be able to: • Review the latest definitions of OD and explain why they are important • Distinguish OD from change management • Compare old and new models that guide OD, distinguishing them from models governing change management • Summarize key trends in OD and change management and explain what they mean for practice in WLP and related fields

6. Brief Outline • Introduction • Definitions and Their Importance • Models of OD and Change Management and Their Applicability • Key Trends in OD and Change Management: What Are They, and What Do They Mean? • Conclusion

7. What Are Your Issues? • What would you most like to know about OD and change management? • Why would you like to know? • Spend about 3 minutes to brainstorm on these questions

8. Part II:Definitions and Their Importance

9. Overview • What are some key definitions? • Why are they important?

10. Why Are Definitions Important? Definitions are important: • To make issues clear • Avoid the basis for confusion

11. What Is Organization Development? • Organization development is a system wide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness (Cummings and Worley, 2001, p. 1)

12. What Is Organization Development? • Organization development is “a systemic and systematic change effort, using behavioral science knowledge and skill, to transform the organization to a new state” (Beckhard, 1999 as cited Anderson and Anderson, 2001b, p. xv)

13. What Is Change Management? • In the simplest sense, change management means the process of helping a person, group or organization to change • In some quarters, change management means any approach to change • Change management is sometimes associated with a programmed approach to change

14. Part III:Models of OD and Change Management and Their Applicability

15. Overview • Why are models needed? • What models are commonly used in OD? • What models are commonly used in change management? • How are these models applied?

16. The Traditional Action Research Model

17. A New View of the Action Research Model

18. The Mohr/Jacobsgaard Four I-Model of Appreciative Inquiry Source: Watkins, J. M., and Mohr, B. J. (2001). Appreciative inquiry: Change at the speed of imagination. San Francisco: Pfeiffer, p. 46. Used with permission of the publisher. All rights reserved.

19. Models for Change Management • Jick’s Ten Steps: • Analyze the organization and the need for change • Create a shared vision and common direction • Separate from the past • Create a sense of urgency • Support a strong leader role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate, involve people, and be honest • Reinforce and institutionalize the change

20. Models for Change Management Kotter’s strategic model for change: • Examine the market and competitive realities • Assemble group of powerful people • Encourage teamwork • Direct change effort • Develop strategies for achieving vision • Use all modes to communicate vision and strategies • Clarify the roles and behaviors of the guiding coalition

21. Models for Change Management • Remove change obstacles • Change systems and structures that undermine change • Encourage risk taking and new ideas • Plan and create visible improvements • Reward employees for making improvements • Change systems, policies, procedures that inhibit the vision • Hire, promote, train people who can implement the vision • Clarify connections between new behaviors and corporate success • Ensure leadership development and succession

22. Models for Change Management GE’s change model: • Leader behavior • Creating a shared need • Shaping a vision • Mobilizing commitment • Making change last • Monitoring progress • Changing systems and structures

23. Small Group Activity • Form small groups • Appoint a spokesperson • Devote about 5-10 minutes to the activity • Answer these questions: How are these models similar? Different? How do you believe they may be applied? • When you come back, your spokesperson should be prepared to provide your group’s answers to the questions

24. Debrief of the Small Group Activity Could I have spokesperson for each group report on how your group answered these questions: • How are these models similar? • How are these models different? • How do you believe they may be applied?

25. Part IV:Key Trends in OD and Change Management: What Are They, and What Do They Mean?

26. Overview • What are some key trends in OD and change management? • Why are those trends important?

27. Overview of Key Themes in OD Spirituality Values Stress Readiness For Change Chaos Theory OD Mergers Too Much Change Whole Systems Transformation Change Models Resistance To Change Cynicism Communication Trust

28. Part V:Conclusion

29. Overview • This session presented new thinking on OD that drawn from Rothwell, W., & Sullivan, R. (Eds.). (2005). Practicing organization development: A guide for consultants. 2nd ed. San Francisco: Pfeiffer & Co. • It described current trends in OD and what they mean for HR and WLP practitioners.

30. Objectives You should now be able to: • Review the latest definitions of OD and explain why they are important • Distinguish OD from change management • Compare old and new models that guide OD, distinguishing them from models governing change management • Summarize key trends in OD and change management and explain what they mean for practice in WLP and related fields