2. 1-2
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.
3. 1-3
Five Stems of OD Practice
Current
Practice
Laboratory Training
Action Research/Survey Feedback
Participative Management
Quality of Work Life
Strategic Change
1950 1960 1970 1980 1990 2000
4. Organizational Development
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
Organizational Development (OD)
A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being.
5.
6. Managing Planned Change
Goals of Planned
Change:
Improving the ability of
the organization to
adapt to changes in its
environment.
Changing the behavior
of individuals and
groups in the
organization.
Change
Making things different.
Planned Change
Activities that are
intentional and goal
oriented.
Change Agents
Persons who act as
catalysts and assume the
responsibility for managing
change activities.
7. Planned Change
The pace of global, economic and technological
development makes change an inevitable feature
of organizational life.
Organization development is directed at bringing
about planned change to increase an
organization’s effectiveness and capability to
change itself.
8. Planned Change
Organization can use planned change:
To solve problem
To learn from experience
To reframe shared perceptions
To adapt to external environmental changes
To improve performance
To influence future changes
9. Forces for Change
Force Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with inadequate skills
Technology Faster, cheaper, and more mobile computers
On-line music sharing
Deciphering of the human genetic code
Economic shocks Share market collapse
Competition Global competitors
Mergers and consolidations
Growth of e-commerce
10. Forces for Change
Force Examples
Social trends Facebook, Internet
World politics Iraq–U.S. war
Opening of markets in China
11. Theories of Planned Change
Three major theories of organization change that
have received considerable attention in the field:
1) Lewin’s change model
2) The action research model
3) The positive model
13. Lewin’s Three-Step Change Model
Unfreezing
Change efforts to overcome
the pressures of both
individual resistance and
group conformity.
Refreezing
Stabilizing a change
intervention by balancing
driving and restraining forces.
Driving Forces
Forces that direct behavior
away from the status quo.
Restraining Forces
Forces that hinder movement
from the existing equilibrium.
15. Driving and Restraining Forces
Forces restraining from
reaching the goal
Forces driving to
reach the goal
Opportunity for
advancement
Status, social
gratification
Enhanced self-esteem
Family supportive of
efforts
Low energy level
Limited financial resources
Unreliable transportation
Time with family already
limited
17. Action Research
Process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Action research benefits:
Problem-focused rather
than solution-centered.
Heavy employee
involvement reduces
resistance to change.
Action Research
A change process based on systematic collection of
data and then selection of a change action based on
what the analyzed data indicate.
18. Action Research Model
Feedback to Client
Data gathering after
action
Problem Identification
Joint action planning
Consultation with a
behavioral scientist
Data gathering &
preliminary diagnosis
Joint diagnosis
Action
19. 18–19
Appreciative Inquiry
Appreciative Inquiry (AI):
• Discovery: recalling the strengths of the organization.
• Dreaming: speculation on the future of the
organization.
• Design: finding a common vision.
• Destiny: deciding how to fulfill the dream.
Appreciative Inquiry
Seeks to identify the unique qualities and special
strengths of an organization, which can then be built
on to improve performance.
20. Five phases of Positive model
A positive model of planned change involves five
phases:
a) Initiate the inquiry
b) Inquire into best practices
c) Discover the themes
d) Envision a preferred future
e) Design and deliver ways to create the future
21. Resistance to Change
Forms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions
– Implicit and deferred
• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
24. Overcoming Resistance to Change
Tactics for dealing with resistance
to change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation
• Coercion
