This document provides guidelines for an organizational development change proposal (OCP) paper assignment. It instructs students to select an issue within their organization, analyze it through the lenses of Bolman and Deal's four frames (structural, human resources, political, symbolic), and develop recommendations and an intervention design using one assumption from each frame. It also notes key elements to address such as potential resistance to change and next steps. The format should be 1-2 pages single spaced with pseudonyms to ensure confidentiality.

1. Organization: Health Care Inc.
Employees: 15-20 thousand worldwide
Employee Occupations: Nurses, IT Specialist, Human
Resources, Administration Staff, Management, Nursing
Assistants (various levels & positions)
Goal of team: The business needs to expand to remain
competitive in the worldwide marketplace. A team needs to be
created to help the organization evaluate, justify, and propose
ideas.
Business Module: Contract Nurses and Nursing Assistants to
organizations worldwide.
DUE WEDNESDAY BY MIDNIGHT EST!!
LDR 504 Fall 2016
Guidelines and Format for Writing-up Your OD Change
Proposal
Background
The OD Change Proposal (OCP) is developed directly from your
field observations and journaling. In your field observation you
are using Bolman & Deal’s assumptions for the four frames
(structural, human resources, political and symbolic) to analyze
your organization or a unit within your organization. From
those observations your are journaling whether the assumptions
are “operative” in your organization and if so recording a
couple of examples. The field observation and journaling is also
designed to give you perspective, understanding and insight into
the organization that goes beyond limited or technical problem
solving to an adaptive organizational change strategy.

2. Step One
Select one or two issues (these may be problems or other
dysfunctional behaviors and actions in a variety of areas –
planning, decision-making, communication, leadership, etc., as
well, as opportunities or need for adaptive change – responding
to client/customer/community needs, improving and developing
new programs, etc.) and follow these through the four
perspectives.
We will discuss these issues in our telephone consultations.
Step Two
You will use your observation and analysis formulated during
the course and posted on the Student Dialogue Forum to develop
recommendations, and design interventions to address these
issues using one assumption from each of the four frames.
Step Three
Write-up your recommendations and design intervention that
reflects your application of the four frames and the
understanding and rationale for the change. Here you also want
to connect any underlying resistance to change and what needs
to happen to move the project forward.
So you are looking at:
1) A presenting issue(s), problem or opportunity in your
organization;
2) How does one of the assumptions from each of the four
frames relate to that issue? The assumption drives the rationale
for the change.
3) Your recommendations and design for what you feel will
make an effective proposal for change.
4) What is the potential resistance and/or obstacles you see in
implementing this change?

3. Format and other important information about the Paper
· Please use a standard font, 12-point size and 1 ½ line space.
One page of text in this format is approximately 275 words.
· This paper does not require outside sources. It does require a
solid understanding and application of the texts we use in the
course to your professional experience.
· LDR 503 & LDR 504 are companion courses. We cover
material that integrates well but does have a different emphasis.
That said, you should not conflate the papers for the two
courses. Dr Edson and I work closely together so please do not
directly use material you have used for 503 in 504 or vice versa.
· To insure confidentiality, your paper should use pseudonyms
for the organization and any people mentioned. We sometimes
refer to that as scrubbing the document meaning you are
removing identifying information.
· Upload your OD Change Proposal Wednesday, December 14th.
The Upload is open until 12 midnight PDT.
BOOK THAT WAS USED IN THIS CLASS WAS
“REFRAMING ORGANIZATIONS” 5TH EDITION
EXCEPTIONAL PROFF: WHAT WILL NEED TO BE SAID IS
THE ISSUES IN RECRUITMENT RETENTION..
PROMOTIONS..
FIRST START OFF WITH AN INTRO.. THEN GO INTO THE
STRUCTURAL FRAME, HUMAN RESOURCES (USE MODEL
2 (INTERESTED IN DEVELOPMENT), POLITICAL FRAME
(SCARECITY OF RESOURCES), SYMBOLIC FRAME (THE
LOST OF INSTITUTIONAL MEMORY DUE TO THE RATE
OF RETIREES OCCURING), AND LAST BUT NOT LEAST
THE RESITATNCE TO POTENTIAL CHANGE…
IF YOU HAVE ANY QUESTIONS PLEASE DO NO HESITATE
TO CALL ME PROFF… NO NAME NEEDED FOR

4. DEPARTMENT SPECIFIC.
3
Building Blocks of a Team
Building an effective team takes a great leader who is not afraid
of correcting the team members and making the difficult
decisions that establish the team’s performance standards. Most
importantly, it is requisite for a leader to understand the people
in the team by noting their strengths as well as their motivators
towards working with other people. Challenges posed by
egotistic team members ought not to be dismissed but tamed in
a manner that upholds the individual’s productivity while
suppressing their weaknesses (Mallory & Nehlen, 2005). In
other words, team building is not only an art but also a science
that integrates strengths and aligns them towards the
achievement of set goals.
In the forming stage, the team members meet each other and get
acquainted with the task at hand. As they get to know each
other, a leader should portray positivity to ensure that the team
members perceive each other with similar capabilities despite
their allocated roles. Subsequently, the storming phase allows
the leader to focus the team on the task by enabling them to
identify each other’s strengths (Wilde, 2008). By doing so, the
team members learn how to work together by combining the
diverse capabilities. The norming and performing phases of
developing a team brings the team even closer as they can share
ideas and find solutions to emerging disparities without the
direct involvement of the leader. Notably, it is vital for the
leader to establish ground rules, which offer guidelines to the
team during the execution of tasks. In this case, I would insist
on punctuality in the delivery of results, politeness when
dealing with the clients, and humility towards uncourteous

5. clients.
With an employee base of twenty thousand, a team of a hundred
would suffice because with this number each facility across the
globe would be represented. Representation is vital in the
formation of a team because it creates a direct link to the
businesses operations across all affiliate facilities (Earley &
Gibson, 2012). The majority of this number would be practicing
nurses owing to their direct exposure to the patients with the
others representing employees in management levels across the
core each department. Again, ideas would be criticized more
with each involve person offering their perspective. For
instance, if an idea to establish a new facility comes up, the
finance department’s representative would offer critical
information on the availability and allocation of financial
resources.
Motivation remains a significant aspect in fostering high
employee productivity and sustaining the same for longer
periods. In this case of motivating the team members in their
assigned tasks, I would develop a target for each task as well as
a timeline for the same and offer incentives that target is
surpassed or achieved before time. As such, each team member
would remain focused on their goals not to mention the
increased efforts towards achieving the set reward. The rewards
could range from monetary to promotional forms with a
predetermined balance between the two. Pertinent to handling
emotions, I would emphasize that the team members learn
emotional triggers of their teammates as well as teach coping
skills for the same. These two strategies would avoid emotional
outbursts triggered by the behavior of others and simultaneously
aid in handling them from a team’s level (Masoeu, 2014). Also,
I would teach positive actions such as the responses to a person
experiencing an emotional outburst not to mention the
importance of apologies.
As the pillars of success for my team, I would accentuate the
clear definition of goals, the vitality of healthy relationships
within the team, and the role of integrating the diverse skills

6. that each team member brings to the table. Evidently, diverse
teams are far more efficient as compared to teams formed by
individuals who possess an analogous expertise.
References
Earley, P. C. & Gibson, C. B. (2012). MultinationalWork
Teams: A New Perspective. Routledge Publishers.
Mallory, B., & Nehlen, D. (2005). Complete guide to special
teams: Techniques of Formation. Champaign, IL: Human
Kinetics.
Masoeu, E. (2014). Coping Constructively with Emotions in
Teams. AuthorHouse.
Wilde, D. J. (2008). Teamology: The construction and
organization of effective teams. New York: Springer.