2. OD, Implementation Process
Presented to
Sir Khursheed Yusuf
By
Nabeel Hassan

3. INFORMATION
SYSTEM
DESIGN
OPERATIONS DATA
COST
PROBLEM AREAS
USER INTERFACE:
How user interacts with system;
hardware,
On-screen commands and
responses

4. Action
Component
 Action plans are OD
interventions
specifically tailored
to address issues at
individual, group,
inter-group, or
organizational levels
as well as issues
related to selected
processes.

5. Actions
◦ Interventions are the actions taken to
produce desired changes.
◦ Four conditions that give rise to the
need for OD interventions:
 The organization has a problem (
corrective action – to fix it)
 Organization sees an unrealized
opportunity (enabling action – to seize
the opportunity)
 Features of organization are out of
alignment (alignment action – to get
things back ‘in sync’)
 Yesterday’s vision is no longer good
enough (action for new vision –
actions to build necessary structures,
processes and culture to make new vision

6.  Example:
 Team Building (Group based)
◦ Special teams Diagnostic meetings
◦ Team building focused on goal setting,
decision making, problem solving etc.
◦ Building & mainitaining effective
interpersonal relationships
◦ Team building focused on task
accomplishment
◦ Role negotiation

7. Analyzing discrepancies (gaps)
What is happening Where one is
Where one wants to beWhat should be happening

8.  Interventions
 Human process interventions
 Individual
 Group based
 Inter-group based
 Techno structural
interventions
 BPR
 Outsourcing
 downsizing

9. Individual Level
Laboratory training
Coaching
Mentoring
Self awareness tools
Training, development and education
360 feed back
Leadership development

10. Laboratory training
Design to describe the individuals who they are and how
they are perceived by others.
Laboratory training began in 1946, when Kurt Levin was
asked for help in research on training community leaders
A workshop was developed and the community leaders
were brought together
At the end of each session the researchers discussed the
behaviors they had observed
Thus the first T-group was formed in which people
reacted to data about their own behavior

11. Coaching
Defined as “the process of equipping people with the tools,
knowledge, and opportunities they need to develop themselves
and become more effective”
Offered by internal and external professionals
Coaching offered by a qualified OD professional, either
internally or externally,

12. Mentoring
Mentoring often happens informally, simply because one
person who is in a position of some influence wants to help
someone else grow and develop professionally.
Mentoring is always long term. Mentoring, to be successful,
requires time in which both partners can learn about one
another.

13. SELF-AWARENESS TOOLS
Just as T-groups are designed to improve self-awareness,
thousands of self-awareness tools are available that also intend
to increase self-awareness.
Self assessment tools are widely used to reduce blind spot
and unknown area.
Theory MBTI for self assessment.

14. Individual Level
Training, education and development
360 feed back
Leadership development

15. Team and Inter team Level
Dialogues session
structured conversation designed to explore a topic
with the potential for being conflicted
Team building (why)
Goals and objectives
Roles and responsibilities
Polices and procedures
Interpersonal relationship

16. Cont……
Process Consultation
Meeting facilitation
skill-based concepts, such as role identification and description,
development
of timed agendas, and determination that the appropriate individuals
are in the meeting.

17. Cont….
Brainstorming
Fishbowls
Circles..

18. Process Level
TQM
1. Define the system and the problem focus.
2. Assess the current situation.
3. Analyze the root causes.
4. Try out improvement theory.
5. Study the results.
6. Standardize improvements.
7. Plan continuous improvement.

19. Six sigma

20. Process Reengineering
Thorough rethinking of
all business processes, job definitions, management
systems, organizational structure, work flow, and
underlying assumptions and beliefs. BPR's main objective is to
break away from old ways of working, and effect radical (not
incremental) redesign of processes
to achieve dramatic improvements in critical areas (such
as cost, quality, service, and response time) through the in-
depth use of information technology.

21. Benchmarking
compare outcomes
Compare processes (difficult because
organizations with similar processes are likely to be
competitors).

22. SOCIOTECHNICAL SYSTEMS (STS)
Design jobs, that integrate and balance the
people needs (socio-) with the tools and
equipment (-technical) in an
organization.