The document discusses various models of organizational development and change, emphasizing Kotter's 8-step model and the high-performance programming model. It outlines strategies for implementing change, including building urgency, communicating effectively, and anchoring changes in corporate culture. Additionally, it describes the progression from reactive to high-performing organizations, detailing the characteristics and goals at each stage.

1. Models of
Organization Development and
Change
Contents :
1. Force Field Analysis
2. Kotter’s 8 step model
3. High Performance Programming.

3. • Force-field analysis is an influential
development in social science which provides a
framework for looking at the factors (forces) that
influence a situation, originally social situations.
It looks at forces that are either driving
movement toward a goal (helping forces) or
blocking movement toward a goal (hindering
forces).

6. The above mentioned 8 steps are explained in the following slides.

7. • Increase Urgency For change to happen, it helps if the whole
company really wants it. Develop a sense of urgency around the
need for change. This may help you spark the initial motivation
to get things moving.
• Build Guiding team Convince people that change is
necessary. This often takes strong leadership and visible
support from key people within your organization. Managing
change isn't enough – you have to lead it.
• Develop the Vision When you first start thinking about
change, there will probably be many great ideas and solutions
floating around. Link these concepts to an overall vision that
people can grasp easily and remember.

8. • Communicate for Buy in What you do with your vision
after you create it will determine your success. Your message
will probably have strong competition from other day-to-day
communications within the company, so you need
to communicate it frequently and powerfully, and embed it
within everything that you do.
• Empower Action Put in place the structure for change, and
continually check for barriers to it. Removing obstacles can
empower the people you need to execute your vision, and it
can help the change move forward.

9. • Create Short-Term Wins Nothing motivates more than
success. Give your company a taste of victory early in the
change process. Within a short time frame (this could be a
month or a year, depending on the type of change), you'll
want to have some "quick wins " that your staff can see.
Without this, critics and negative thinkers might hurt your
progress.
• Don’t let up Kotter argues that many change projects fail
because victory is declared too early. Real change runs deep.
Quick wins are only the beginning of what needs to be done
to achieve long-term change.

10. • Anchor the Changes in Corporate Culture Finally, to
make any change stick, it should become part of the core of
your organization. Your corporate culture often determines
what gets done, so the values behind your vision must
show in day-to-day work. Make continuous efforts to
ensure that the change is seen in every aspect of your
organization. This will help give that change a solid place
in your organization's culture.

12. • High Performing Programming (HPP) model,
assists in organizational evaluation, forming a
vision, and creating environments that move the
process to the next developmental level
• It says that an organisation goes from Reactive level
to Responsive level to Proactive level and then
finally reaches the High performing level.
• Theses 4 stages are explained in the following slides

13. Reactive level
• The reactive organization is one of survival and
operates in the past.
• It is characterized by affixing blame, force-fed
communication, top down leadership, and
fragmented infrastructure.
• There is little ownership by staff, which feels the
organization is responsible for their practice.
• The staff sees the strategic direction of the
organization as management’s role. It is teacher-
driven and rewarded for volume, not value

14. Responsive level
• The responsive organization is operating in the present with a
hierarchical structure and a leadership style of coaching.
• It is focused on near-term goals and motivates with rewards,
which leadership helps to develop and implement.
• The responsive organization is characterized by cohesive
teamwork, and the ability to adapt to solve problems. In this
environment, the manager still owns most issues based on
needs that lack clarity and are not necessarily aligned.
• Learners are passive and feel no ownership for their continued
education. Technology that supports learning is more
connected, possibly including a learning management system
that is resource-intensive.

15. Proactive level
• Proactive organizations are future-oriented.
• They are strategic, goal-oriented, and focused on
the greater good and results; emphasis on the
bottom line decreases. Organizational structure is
matrix, and leaders have trust and mutual respect
for each other.
• Learners take responsibility for their own success.
The environment of professional development has
less variety for learning, but it is more intentional
and incorporates more coordinated learning
solutions, which include follow up and follow
through.

16. High Performing Levels
• High-performing work achieves high standards of
excellence. The organizational focus is on
excellence, seeking out new opportunities for
excellence, and releasing the flow of energy
necessary for accomplishing these innovations.
• Professional development is embedded in the work
and all parties are engaged. Ownership and
accountability makes it easier to do the right thing.
• Learning is shared among team members, and there
is an explicit and coherent message around quality,
metrics, improved communication, and ongoing
evaluation

17. • . The environment is dynamic, integrated, and
linked to business success. Immediate real-time
data and feedback are designed with patient
input.
• The role of educators is to manage complexity,
and they are master facilitators of learning that
is focused on business outcomes, performance,
and organizational objectives.
• Learning is valued as an end unto itself, and
transforms practice to excellence. Educators
function as coaches and are characterized by rich
and integrative dialogue, creativity, and wisdom.

18. THANK YOU.
Made by :
Mansi Kachroo
mansikachroo9@redffmail.com