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Organizational developement : Continuous change
Chapter twenty-one discusses organizational development (OD) interventions that foster continuous change within organizations, focusing on self-designing organizations, organization learning, and knowledge management. It outlines essential characteristics of learning organizations, such as promoting teamwork and innovation, and examines different learning processes that contribute to organizational performance. Additionally, it highlights the concept of built-to-change organizations, which are structured for constant adaptability in a dynamic environment.
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Organizational developement : Continuous change
- 1. Chapter Twenty One: ContinuousChange AMRITA SCHOOL OF BUSINESS, AMRITAPURI SETHUPARVATHY A V ROSHAN ELANGO
- 2. Learning Objectives for ChapterTwenty One To understand OD interventions that enable organizations to continuously change To compare and contrast three different types of OD interventions aimed developing organizations capable of continuous change interventions: self designing organization interventions, organization learning and knowledge management interventions, and built to change organization interventions
- 3. Self-Designing Organizations Systemicchange process altering most features of the organization Process is ongoing, never finished—continuous improvement and change Learning as You Go—on-site innovation Need support of multiple stakeholders All levels of the organization adopt new strategies and change behaviors
- 4. The Self-Design Strategy Layingthe Foundation Acquiring Knowledge Diagnosing Designing Implementing and Assessing Valuing
- 5. Organization Learning & KnowledgeManagement Organization Learning interventions emphasize the structures and social processes that enable employees and teams to learn and share knowledge Knowledge Learning focuses on the tools and techniques that enable organizations to collect, organize, and translate information into useful knowledge
- 6. Organization Learning: An IntegrativeFramework Organization Characteristics Structure Information Systems HR Practices Culture Leadership Organization Learning Processes Discovery Invention Production Generalization Organization Knowledge Tacit Explicit Competitive Strategy Organization Performance Knowledge ManagementOrganization Learning
- 7. Characteristics of aLearning Organization Structures emphasize teamwork, information sharing, empowerment Information systems facilitate rapid acquisition and sharing of complex information to manage knowledge for competitive advantage Human resources reinforce new skills and knowledge Organization culture encourages innovation Leaders model openness and freedom to try new things while communicating a compelling vision
- 8. Organization Learning Processes Single loop learning Most common form of learning Aimed at adapting and improving the status quo Double loop learning Generative learning Questions and changes existing assumptions and conditions Deuterolearning Learning how to learn Learning how to improve single and double loop learning
- 9. Discover Theories inUse Dialogue Action Maps Left-Hand, Right-Hand Column The Ladder of Inference
- 10. The Ladder ofInference I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings added I add MEANINGS (cultural and personal) I select DATA from what I observe I OBSERVE data and experiences
- 11. Knowledge and Performance Organization knowledge must be relevant and applied effectively to the competitive strategy Link organization learning processes to organization performance Growing emphasis on the value of intellectual assets and services
- 12. Knowledge Management Interventions GeneratingKnowledge Identify knowledge for competitive strategy Develop ways to acquire or create that knowledge Organizing Knowledge Put knowledge into a usable form Codification and Personalization Distributing Knowledge Making knowledge easy to access, use & reuse
- 13. Built-To-Change Organizations Organizations aredesigned with the ability to change constantly to create the best sustainable source of competitive advantage. Organizations operate in complex and rapidly changing environments
- 14. Built-To-Change Design Guidelines ManagingTalent Reward System Structure Information and Decision Processes Leadership
- 15. Built to ChangeApplication Stages Create a Change-Friendly Identity Pursue Proximity Build an Orchestration Capability Establish Strategic Adjustment a Normal Condition Seek Virtuous Spirals