Organizational Development Vol. 2

ORGANIZATIONAL DEVELOPMENT
VOL. 2
As, Discussed in VOLUME 1 of Organizational
Development in this volume we discuss about the
OD Cycle steps in detailed manner how they are
implemented with few common issues .
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THE OD CYCLE
Contracting &
Entry Phase
Diagnostic
Phase
Intervention
Phase
Evaluation
Phase

THE CONTRACTING & ENTRY PHASE
These initial steps involve:
Preliminary exploration of the organization’s problems and
issues.
Developing a collaborative relationship between the OD
Practitioner and key members of the client organization
regarding working on those issues.
In major projects, it often is useful to involve an internal or external
OD Practitioner in a team.

SOME COMMON ISSUES
What is the presenting problem and how do you determine what are
the real organizational problems and issues?
Who is the client and how do you deal with the multiplicity of
stakeholders?
How much readiness for change is present and how can a satisfactory
degree be developed?
Dealing with confidentiality vs. the need to surface important issues
that may have been undiscussible?
Consultant expertise and role
Ethical and value system conflicts

CONTRACTING
It should include:
Goals for and scope of the consulting project
Anticipated results and mutual expectations
Operating ground rules
Role of the consultant
Responsibilities of both consultant and client
Schedule
Resources, fees, and arrangements for payment
Termination procedures

POTENTIAL “RED FLAGS” IN THE
CONSULTANT-CLIENT RELATIONSHIP
Insufficient or ambiguous level of commitment to
change.
Resistance or opposition by major stakeholders.
Major clients lack power to influence change or manage
the boundaries to allow change within their organization.
Client’s desire to manipulate the consultant or use the
consultant in ways that violate the latter’s ethical
framework.

THE DIAGNOSTIC PHASE
Aims to provide the organization and the OD
practitioner with data, and decisions regarding what OD
interventions are appropriate going forward.
During this phase that the OD consultant can develop:
understanding of the organizational situation
what issues the organization is facing
what strengths the organization possesses in order successful
achieve any OD intervention.

CONTD…
It provides the platform from which the organization is
able to highlight what cultural, economic and capability
shifts in the organization.
How these shifts can be made and embedded for
sustainable organizational performance.

KEY QUESTIONS DIAGNOSTIC PHASE
SEEKS
What data do we need for the OD programme?
What methods and processes should we use for data collection?
What resources are required to collect the data?
What time and resources are the organization willing to commit?
Who owns the data?
Who will analyze and make sense of the data once it is collected?
Having collected the data what revisions are required to the
proposed OD programme?

FEATURES OF DIAGNOSIS
It should be:
Be based on current, relevant data
Result from joint involvement of both consultant and client(s).
Make use of appropriate models of organizational functioning
and disfunctioning.
Deal with feelings in the client system
Focus on key, underlying problems
Energize the client to act in ways to improve the organization

THE INTERVENTION PHASE
This phase decides what should be done to enable
to organization to achieve sustainable organizational
performance.
It incorporates a wide range of interventions which
cover maintenance work, consolidation, building on
strengths and adapting to future changes.

CRITICAL QUESTIONS : INTERVENTION
STAGE SEEKS
What specific areas of change are required ?
Is the focus of the intervention task, process or people?
How planned or emergent should the intervention be
given the culture of the organization?
What intervention (tools and techniques) will provide
the best fit to the organization and deliver the outcome
required?

FEW CONSIDERATIONS
The actions should be specific to the particular
organization at this time.
OD Practitioner and client should be involved in
planning and carrying out the interventions.
The client gets to make the final decisions.
The actions should improve the client’s ability to deal
with future problems.

THE EVALUATION PHASE
 The metrics are identified and agreed prior to the
intervention taking place.
Helps in understanding whether there has been a ROI
from the OD intervention.
The effectiveness of the work done and ensuring that
value has been delivered to the organization in
achieving sustainable organizational performance.

KEY QUESTIONS: EVALUATION PHASE
Did the intervention achieve the purpose and
required outcomes?
Were the outcomes achievable given the budget,
timescale and resources committed to the
intervention?
How can the evaluative process aid and reinforce
the change process embarked upon?
What tracking mechanisms, methods and
approaches were used in reviewing the progress of
the intervention?

TYPE OF EVALUATION DATA VALUED BY
ORGANISATION
Cost Savings
 Improved workforce planning
 Retention of key talent
Operational effectiveness in innovation and
research that maintain Profitability
Better Customer Service Levels
Delivery of organizational purpose

Organizational Development Vol. 2

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