1. Meaning of Diagnosis,
Introduction to Organizational Diagnosis,
Collection of Data,
Introduction to OD,
OD Intervention and Classification,
OD Interventions Techniques,
Prerequisites for effective use of OD.
2. Organizational Diagnosis
Introduction
Dictionary meaning of diagnosis means the identification
of the nature of an illness or other problem by
examination of the symptoms.
Organizational Diagnosis is an effective way of looking to
the organization and determine its gaps between its current
and desired performance, and how it can achieve its goals.
3. Introduction
In organizational diagnosis, consultants, researchers, or managers use
conceptual models and applied research methods to assess an
organization’s current state and discover ways to solve problems,
meet challenges, or enhance performance.
Diagnostic practice applies ideas and techniques from a diverse
range of disciplines within behavioral science and related fields,
including psychology, sociology, management, and organization
studies.
Diagnosis helps decision makers and their advisers develop
workable proposals for organizational change and improvement.
Without careful diagnosis, decision makers may waste effort by
failing to attack the root causes of problems. Hence, diagnosis can
contribute to managerial decision making, just as it can provide a
solid foundation for recommendations by organizational and
management consultant.
4. Facets of Diagnosis
Process-Working with members of the organization to
plan a diagnostic study, administer it, and provide
feedback on the findings;
Modeling-using models to frame issues, guide data
gathering, identifying organizational conditions
underlying problems, providing feedback; and
Methods-techniques for collecting, analyzing and
summarizing diagnostic data.
5. Uses of Organizational Diagnosis
Organization diagnosis provides information that allows a
faster-reacting organization to emerge, one that can deal
proactively with changing forces.
Diagnosis rigorously analyzes the data on the structure,
administration, interaction, procedures, interfaces, and other
essential elements of the client system.
Using a systematic approach throughout the process, the
diagnosis serves as a basis for structural, behavioral, or
technical interventions to improve organizational performance.
Thus, if organization change is to be effective, it must be based
on a specific diagnosis of the problem..
6. Dimensions to be considered in
Diagnosis
Timing of the diagnostic activities
Extent of participation
Dimension of confidentiality
Degree of selection of variables
The extent of data collection
Nature of target population
Type and techniques used for data collection
7. Methods for Data Collection
Questionnaires
Interviews
Observations
8. Introduction to Organizational
Development
According to Koonz et. al, “OD is a systematic
integrated and planned approach to improve the
effectiveness of the enterprise. It is designed to solve
problems that adversely affect the operational
efficiency at all levels”.
Burke’ has defined OD as “a planned process of change
in an organisation’s culture through the utilization of
behavioural science technology, research and theory”.
9. Five Stages of OD
Stage 1: Anticipate need for change
Stage 2: Develop the practitioner client relationship
Stage 3: The diagnostic process
Stage 4: Action Plan, strategies and techniques
Stage 5: Self renewal, stablize, evaluate and Disengage
10. The OD Practitioner
Internal and External Consultants
Professional from other disciplines (TQM Managers,
Compensation and Benefit Managers etc)
Managers or Administrators
11. Competencies of an OD
Practitioner
Intrapersonal Skills (Self Awareness)
Interpersonal Skills (Ability to work with others and
groups)
General Consultation Skills (Ability to manage
consulting process)
Knowledge and Experience of Organizational
Development (Knowledge of change process)
13. OD Intervention
OD Intervention refers to a structured activity that is performed
for an organization by individuals or groups based on a goal or
objective, such as improving the performance of a work group.
Every action that influences an organization's improvement
program in a change agent-client system relationship can be
said to be an intervention. (Johnson, 1976)
Intervening in the system aims to resolve difficulties, remove
hurdles and provide momentum to increase the effectiveness of
the organization. (Dwivedi)
An intervention is a set of sequenced and planned actions or
events intended to help the organization increase its
effectiveness.
14. Purpose of OD Intervention
Organizations apply interventions for many purposes. The
following key points have been recognized--
Performance and Productivity Improvement
Improving Employee and Organizational Effectiveness
To foster open communication, trust and confidence in intra
group and inter-group relationships. This may involve changing
mindsets and perceptions that would come into play as group
influences.
To encourage participative management by increasing
employee involvement and participation in the management
process.
15. Elements of OD Intervention
1. Change Agent(s)- the Change Agent is the Intervener. This resource may
initiate the change program. Or can be introduced at any point to assess the
effects of a change program or to implement parts of a planned change
exercise. In case Internal or External Consultants are involved, they may act
as Change Agents in the process.
2. Change or Intervention Target(s)- “Who does it seek to change?”
3. Organization stakeholder(s)- the organization leader(s) and sponsor(s)
involved in this OD technique as initiators and decision makers.
4. Client System- Depending on the scope of intervention this can refer to the
organization hosting the intervention and more specifically, the environment
in which it is held. “Where does it take place?”
5. Intervention Goal(s)- “What does it achieve or accomplish?”
6. Intervention Participant(s)- At the group level, this would include
participants in the process such as individual(s) and work teams; and the
organization Management who play an active part in the process.
7. Units of Change- This would answer the question, “At what level does the
Change intervention work?” For example, the change can be aimed at the
work team as a unit.
16. Classification of OD Intervention
Classifications of OD Intervention is based on the type of
process that it targets (Cummings & Worley)
1. Diagnostic Activities
2. Team Building activities
3. Inter Group teams
4. Survey feedback activities
5. Education and training activities
6. Techno structural and structural activities
7. Process consultant activities
8. Grid organization and development activities
17.
18. Prerequisites for Effective Use
of OD
Commitment and support of Top Management
Communication of the objectives of OD to effectively.
Adequate resources
19. Questions
Define: Organizational Diagnosis, Organizational
Development, Organizational Development practitioner,
Organizational Intervention, Data, Data collection
Critically evaluate the classification of OD intervention.
Explain the competencies and styles of an OD practitioner.
Discuss the advantages and disadvantages of various methods
of data collection.
Discuss various stages of Organizational Diagnosis.
Discuss various dimensions to be considered during
organizational diagnosis.
Explain the implementation and evaluation feedback in detail
with the help of the diagram.
20. References
Cumming, Thomas, (2009),Organization Development
and Change, Cengage Learning
https://www.cengage.com/custom/static_content/OLC/111
1067902/data/cummings21389_0324421389_02.09_chapt
er09.pdf
Brown, Donald (2011), An experiential Approach to
Organizational Development, Prentice Hall.
Editor's Notes
1. The Cheerleader Style
The Cheerleader Style of an organizational practitioner is a variation which is the most enthusiastic in the practitioner's approach and personality when working toward change. This style is characterized by the practitioner remaining upbeat and motivated. Similar to a typical cheerleader, this style is used when the happiness of those being directed is deemed important, and is also helpful when change issues could affect morale.
2. Stabilizer Style: Organizational practitioners operating under the guise of a Stabilizer Style work in a manner that is neither overt nor undercover. This style is highlighted by the practitioner's ability to work with teams and groups in a calm and rational manner, with the goal of causing as little disruption as possible. This style is preferred by upper management and larger organizations to assist with change in policy or procedure that may be viewed as negative or out of character for the organization. The stabilizer keeps a balance between the needs and goals of management and the layman's thought processes and feelings.
3. Analyzer Style: Using the Analyzer Style, an organizational practitioner uses analytical techniques to work on problems, issues, concerns and logistics. This method places the overall goals and needs of the organization, as an entity, above the needs of individual members of the organization or specific teams. This method is useful in situations in which the organization is willing and able to handle backlash, while allowing the organizational practitioner to remain focused on solely working toward goals and solutions alone, without having to handle the input of others. This is a task-oriented style.
4. Persuader Style: The Persuader Style works on maintaining harmony in situations where changes in process or policy could have a negative impact on morale, work environment or thought process. This method requires the organizational practitioner to remain neutral in both thought and approach. Maintaining a low-key approach and staying on task are among the ways in which this style is unique. This is the least confrontational approach, as the organizational practitioner works independently on tasks and does not seek the input of others, but rather helps persuade others that the task is right on track.
5. Pathfinder Style: The Pathfinder Style is the most team-oriented and focused method one can choose. One of the primary functions of this style is for the organizational practitioner to lead a team by rallying team members to keep everyone focused on the same goal. The premise of this style is rooted in the theory that strength exists in numbers. The organizational practitioner leading the change is referred to as a "pathfinder," as it is up to the practitioner to keep everyone moving in the same direction and actively involved.
Diagnostic activities: - These are fact finding activities designed to find the current state o f a client system. 2) Team building activities: - These are designed to enhance effective operation o f teams. 3) Intergroup activities: These are the activities designed to improve effectiveness o f interdependent groups. 4) Survey feedback activities: - These activities relies gathering information that is used in understanding problems or opportunities. 5) Education and training activities: - Activities designed to improve individual’s skills abilities and knowledge. 6) Techno structural or structural activities: - Activities designed to improve the effectiveness o f organizational structure & Job design. 7) Process consultation activities : - The activities that are designed in consultation to help the client to perceive understand and act upon events that occur in client’s environment. 8) Grid organisation development activities: - These activities are developed by Robert Blake and Mouton which constitute the six phase model involving the total organisation. 9) Third party peacemaking activities: - Activities designed and conducted by skilled consultant to manage inter personal conflict in the process o f organizational change. 10) Coaching & Counseling activities: - Activities that help the individual to define learning goals, to understand others behavior & to see how others see their behavior. 11) Life & Career planning activities: - Activities that enable individuals to focus on their life and career objectives & way to achieve them. 12) Planning & goal setting activities: - Activities that include goal setting, problem solving, discrepancies if any to achieve objectives: 13) Strategic Management activities: - Activities that link the interventions with basic mission & environmental scanning & which helps in long range planning. 14) Organization Transformation activities: - Activities that involve large scale system changes or fundamental change in the nature o f an organization.
