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Abstract

To face the onslaught of competition and to remain in existence it is imperative for
organisations to change their strategies, structures, processes, people and cultures.
Choosing the right consultant and the model of a planned change is crucial to ensure
the process of changing takes place without major hiccups and the strategic objectives
of the changes are met on time. Apart from collecting the correct data and
information, diagnostic data processing and planning need to be done meticulously
through collaborative diagnosis before embarking on the change process. During the
transition period it is important to manage the changes and resistance accordingly to
ensure smooth transition. All in all the top management support and leadership plays
the most important role from initiating the change until the accomplishment and
institutionalisation of the change.

1
Organisational Development:
The Process, Models, Factors & Implementation
By: Mohamed Azmi Taufik

Objective

Agenda

To review the models and process of planned
changed in Organisational Development

1.
2.
3.
4.
5.
6.
7.
8.

Definition of OD
OD as a Process
Models of Planned Change
Resistance to Change and Field Force Theory
Factors affecting OD
Model of a Planned Changes
The Process of OD
Summary & Conclusion
Definition of OD

Organization Development (OD) is a planned process of
change in an organization’s culture through the utilization of
behavioral science technology, research, and theory.
It is an adaptive development , improvement and reinforcement
of such organizational features as,
•
•
•
•

strategies,
structures,
processes,
people and cultures

that lead to organizational effectiveness.

3
OD is a planned change process to improve the effectiveness
of organisation
Old State

Change Process

OD as a process
• Top management supported initiative
• Long term effort to improve organisational
problems
• Done thru’ effective & collaborative diagnosis
and management of organisational culture
• Emphasis on formal work teams and inter-group
culture
• Assistance from consultant
• Uses applied behavioral science & action
research

New Required State

According to the org. strategy

• Planned – long term
• Managed from Top and
sustained
• Increase organisational
effectiveness and health
• Use OD interventions
• Use of behaviour science
principles

4
Models of Planned Change
Planned organization change requires a systematic process of movement from
one condition to another
1

3-Stage Model

Unfreeze
(Awareness/
Diagnosis)

2

Problem
Identification

Evaluation &
follow-up

Joint action
planning &
Implementation

Change
(Transition /
intervention)

Action
Research

Joint
diagnosis

Refreeze
(Reinforcement)

3
Initiate
Inquiry

Data
gathering,
diagnosis &
feedback

Consultation
with
behavioural
scientist

Action Research
Problem
Identification

Joint
diagnosis

Consultation with a
Behavioral
scientist

Data gathering &
preliminary
diagnosis

Feedback to
Client

Joint action
planning

Action
Implementation

Data gathering
after action

Appreciative Inquiry
Inquire to
best practices

Discover
Themes

Envision a
Preferred
Future

Design and Deliver Ways to
Create the Future

5
Resistance to Changes and Field Force Theory

Desired
State

Current
State

For change to happen the status quo, or equilibrium
must be upset – either by adding conditions
favourable to the change or by reducing resisting
forces.
What Kurt Lewin proposes is that whenever driving
forces are stronger than restraining forces, the
status quo or equilibrium will change.

Before
Change

Change
Takes Place

After
Change

Time

6
Business and Human Factors Affecting Organisational Changes
Human Factors

Business Factors
1

Focus of
Organisational Changes
Globalisation

1

2

Strategy
Attraction of
future

2

4

3

Technology

Systems

Perceptions,
values

3

Self Interest

4

5

Motivated

6

Structure

4

Technology

2

Org. Learning

Competitors

3

Dissatisfaction
1
with Status quo

Gov. Policies

5 Value & culture
5

Leadership

6
6

Public Demand

Staffs

7
Model of Planned Change
1. Diagnosing
Entering
and
Contracting

Clarify the org issue
Determine the relevant client
Select appropriate OD practitioner
--------------------------------------------Practitioner Skills
- Intrapersonal
- Interpersonal
- Consultation
- OD theory

Organisations, Groups
and Jobs
2. Collecting and
analysing diagnostic info
& data

Collaborative process bet. Org &
consultant
Understand the org functions
Provide necessary info for design change
Understand org. issues
How to develop action steps
Draw conclusion for action planning &
intervention
-----------------Org Design
Team / group functions
Task structure
Group composition & norms
Team effectiveness – performance, QWL
----------------------------------Personal characteristic
Skill variety
Task identity / significance
Individual effectiveness – satisfaction,
performance, personal development
-----------------------Planning to collect data
Questionnaires, interviews, observations
Analyses data, FFA
Feeding back diagnostic info

1. Plan, Design &,
Implement Intervention
2. Managing Change

Plan for effective intervention
- readiness for change
- Capability to change
- Capabilities of change agent
- Strategic issues
- Technology & structure
- HR
-------------------------------------Design Intervention
- Human process
- Techno-structural
- HR management
- strategic intervention
-------------------------------------Managing
- motivating change
- resistance to change
- activities for effective change
- developing political support
-Identify and rally stakeholders
- transition
Sustain momentum
Staying on the course
- individual & group enhancement
- teambuilding
- inter-group activities

Evaluating
and
Institutionalizing
Change

Implement & evaluate feedback
Measure the output
---------------------------------Institutionalize the change
- congruence
- stability in environment & technology
- Unionisation
Socialisation
Commitment
Rewards
Sensing & calibration
Indicators –
- Knowledge
- Performance
- Preferences
- Value consensus

8
Summary & Conclusion


Organisation need to change to remain effective



Need to adopt change models that is suitable for the process and to seek assistance
from competence OD practitioner





Need to analyse the organisational issues and plan for the changes
Implement the changes, manage the transformation and address resistances
Institutionalise the changes and evaluate the effectiveness & congruence

Organisation need to change adapt to uncertain technological, economic, political
and cultural changes to remain effective and in existence. Initiative for changes
comes from the top management and must be managed accordingly to ensure
the transition process to complete as planned and the strategic objective of the
changes are achieved.

ThankA
Q & you
9

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Organisational Development: The Process, Models, Factors & Implementation

  • 1. Abstract To face the onslaught of competition and to remain in existence it is imperative for organisations to change their strategies, structures, processes, people and cultures. Choosing the right consultant and the model of a planned change is crucial to ensure the process of changing takes place without major hiccups and the strategic objectives of the changes are met on time. Apart from collecting the correct data and information, diagnostic data processing and planning need to be done meticulously through collaborative diagnosis before embarking on the change process. During the transition period it is important to manage the changes and resistance accordingly to ensure smooth transition. All in all the top management support and leadership plays the most important role from initiating the change until the accomplishment and institutionalisation of the change. 1
  • 2. Organisational Development: The Process, Models, Factors & Implementation By: Mohamed Azmi Taufik Objective Agenda To review the models and process of planned changed in Organisational Development 1. 2. 3. 4. 5. 6. 7. 8. Definition of OD OD as a Process Models of Planned Change Resistance to Change and Field Force Theory Factors affecting OD Model of a Planned Changes The Process of OD Summary & Conclusion
  • 3. Definition of OD Organization Development (OD) is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory. It is an adaptive development , improvement and reinforcement of such organizational features as, • • • • strategies, structures, processes, people and cultures that lead to organizational effectiveness. 3
  • 4. OD is a planned change process to improve the effectiveness of organisation Old State Change Process OD as a process • Top management supported initiative • Long term effort to improve organisational problems • Done thru’ effective & collaborative diagnosis and management of organisational culture • Emphasis on formal work teams and inter-group culture • Assistance from consultant • Uses applied behavioral science & action research New Required State According to the org. strategy • Planned – long term • Managed from Top and sustained • Increase organisational effectiveness and health • Use OD interventions • Use of behaviour science principles 4
  • 5. Models of Planned Change Planned organization change requires a systematic process of movement from one condition to another 1 3-Stage Model Unfreeze (Awareness/ Diagnosis) 2 Problem Identification Evaluation & follow-up Joint action planning & Implementation Change (Transition / intervention) Action Research Joint diagnosis Refreeze (Reinforcement) 3 Initiate Inquiry Data gathering, diagnosis & feedback Consultation with behavioural scientist Action Research Problem Identification Joint diagnosis Consultation with a Behavioral scientist Data gathering & preliminary diagnosis Feedback to Client Joint action planning Action Implementation Data gathering after action Appreciative Inquiry Inquire to best practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future 5
  • 6. Resistance to Changes and Field Force Theory Desired State Current State For change to happen the status quo, or equilibrium must be upset – either by adding conditions favourable to the change or by reducing resisting forces. What Kurt Lewin proposes is that whenever driving forces are stronger than restraining forces, the status quo or equilibrium will change. Before Change Change Takes Place After Change Time 6
  • 7. Business and Human Factors Affecting Organisational Changes Human Factors Business Factors 1 Focus of Organisational Changes Globalisation 1 2 Strategy Attraction of future 2 4 3 Technology Systems Perceptions, values 3 Self Interest 4 5 Motivated 6 Structure 4 Technology 2 Org. Learning Competitors 3 Dissatisfaction 1 with Status quo Gov. Policies 5 Value & culture 5 Leadership 6 6 Public Demand Staffs 7
  • 8. Model of Planned Change 1. Diagnosing Entering and Contracting Clarify the org issue Determine the relevant client Select appropriate OD practitioner --------------------------------------------Practitioner Skills - Intrapersonal - Interpersonal - Consultation - OD theory Organisations, Groups and Jobs 2. Collecting and analysing diagnostic info & data Collaborative process bet. Org & consultant Understand the org functions Provide necessary info for design change Understand org. issues How to develop action steps Draw conclusion for action planning & intervention -----------------Org Design Team / group functions Task structure Group composition & norms Team effectiveness – performance, QWL ----------------------------------Personal characteristic Skill variety Task identity / significance Individual effectiveness – satisfaction, performance, personal development -----------------------Planning to collect data Questionnaires, interviews, observations Analyses data, FFA Feeding back diagnostic info 1. Plan, Design &, Implement Intervention 2. Managing Change Plan for effective intervention - readiness for change - Capability to change - Capabilities of change agent - Strategic issues - Technology & structure - HR -------------------------------------Design Intervention - Human process - Techno-structural - HR management - strategic intervention -------------------------------------Managing - motivating change - resistance to change - activities for effective change - developing political support -Identify and rally stakeholders - transition Sustain momentum Staying on the course - individual & group enhancement - teambuilding - inter-group activities Evaluating and Institutionalizing Change Implement & evaluate feedback Measure the output ---------------------------------Institutionalize the change - congruence - stability in environment & technology - Unionisation Socialisation Commitment Rewards Sensing & calibration Indicators – - Knowledge - Performance - Preferences - Value consensus 8
  • 9. Summary & Conclusion  Organisation need to change to remain effective  Need to adopt change models that is suitable for the process and to seek assistance from competence OD practitioner    Need to analyse the organisational issues and plan for the changes Implement the changes, manage the transformation and address resistances Institutionalise the changes and evaluate the effectiveness & congruence Organisation need to change adapt to uncertain technological, economic, political and cultural changes to remain effective and in existence. Initiative for changes comes from the top management and must be managed accordingly to ensure the transition process to complete as planned and the strategic objective of the changes are achieved. ThankA Q & you 9