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1. INTRODUCTION TO
ORGANIZATIONAL
DEVELOPMENT
O R G A N I Z AT I O N A L D E V E L O P M E N T
U N I T – 1

2. UNIT-1
a. Definition, nature and history of organization development
b. Approaches to OD: laboratory training stem, survey research and
feedback stem, action research stem and sociotechnical stem
c. Values, assumptions and beliefs in organization development
d. Competencies of an effective organization development practitioner

3. DEVELOPMENT
Development is the process of growing or causing something to grow
or become larger or more advanced
Or
The act or process of creating something over a period of time.
Or
The state of being created or made more advanced.

4. DEFINITIONS OF OD
• A long-range effort to improve an organization’s ability to cope with
change and its problem-solving and renewal processes through effective
management of organization culture.
• Acccording to Richard Beckhard (1969), organization development is an
effort
1. planned,
2. organization-wide, and
3. managed from the top,
4. to increase organization effectiveness and health
5. through planned interventions in the organization’s “processes”’ using
behavioral-science knowledge.

5. DEFINITION OD: UDAI PAREEK
• Organizational Development: may be defined as a planned and systematic attempt at increasing self
learning and self renewal capabilities of the organization and changing the organization culture
towards what we call as OCTAPACE (Openness, Confrontation, Trust, Autonomy, Proactivity,
Authenticity, Collaboration and Experimentation)
 OD is not making organization or individual dependent but to Empower them
 OD is a long-term effort.
 OD is led and supported by top management

6. DEFINITION: CUMMINGS & WORLEY
• OD as “A system-wide application of the knowledge of behavioural science to planned
development and reinforcement of organizational strategies, structure and processes
aimed at improving organization effectiveness”.
• OD includes methodologies and approaches to:
1. Strategic planning
2. Organization design
3. Leadership development
4. Change and performance management
5. Coaching, diversity and Work-life balance

7. ABOVE DEFINITION: CONCLUDE
• OD is a collection of methodology and various procedures to increase the productivity
and effectiveness of an organization. It is a change process designed to bring about a
particular kind of end result.

8. SIGNIFICANCE OF DEFINITION OF OD
• It focuses on culture and processes
• It focusses on the human and social side of the organization
• It realizes on the action research model with extensive participation by client system
participation
• It takes a developmental view that aims at the betterment of both individual and the
organization i.e “win-win” solutions
• It encourages the involvement and participation by all the level of organisation in the
problem solving and decision-making.

9. OD HAS 3 FUNCTIONS
1.To Improve:
 Visioning
 Empowerment
 Learning
 Problem Solving
2. Through:
 Ongoing, Collaborative management of Organizational Culture
 Team and team configuration

10. OD HAS 3 FUNCTIONS
3. Using:
 Consultant – Facilitator Role
 Application of behavioral science principles
 Visioning creates desired picture of the future
 OD uses process consultation model

11. 2ND GENERATION OD
1. Interest in Organizational transformation
2. Interest in Organizational Culture
3. Interest in Organizational Learning
4. Interest in Organizational Teams
5. Interest in Visioning and Future Search
6. Rediscovering large melting and getting whole system in a room
( Beckhards – confrontations meetings) Advocates total Management group in one day
system diagnose and make plan to improve conditions)

12. THE OD MODEL
I.
Anticipating
Change
II.
Consulting
for High
Performance
III.
Developing
High
Performance
IV.
Motivating
High
Performance
V. Changing
for Success
VI. Focusing
on the
Future

13. LEVELS OF DEVELOPMENT
Individual
Development
Group
Development
Organizational
Development
Societal
Development

14. NATURE OF OD
OD
Planned
Change
Collaborative
Performance Humanistic
Systems
Scientific

15. • Characteristics of OD
– Interactive process.
– Normative re-educative strategy.
– Organization as a system approach.
– Data-based approach to planned change.
– Experience based.
– Emphasis on goal setting and planning.
– Focus on intact work teams.
– Applied behavior science.
– Uses a participation/empowerment model.

16. HISTORY OF OD
• OD has evolved over the past 40 years from application of
behavioral science knowledge and techniques to solving
organizational problems.
• Started in the late 1940s at MIT and is deeply rooted in the
pioneering work of applied social scientists such as Kurt Lewin.
• Also strongly influenced by the work of psychologists such as Carl
Rogers and Abraham Maslow.
• The term ‘Organizational Development’ is widely attributed to
Robert Blake & Jane Mouton, and Herbert Shepard.

17. NTL – Laboratory
Training Methods
• McGregor &
Beckhard
• Union Carbide,
1957
• Shepard &
Blake
• Applied
behavior
science
interventions at
Esso.
Survey Research
& Feedback
• Likert & Mann
• Survey Research
Centre
• Research Center
for Group
Dynamics
(RCGD)
• Interlocking
series of
conferences
Extent of OD
Applications
• OD network
• Organizational
Behavior Group
• Professionals
divisions of OD
at NTLs, APA.
• Doctoral
programs for
OD

18. APPROACHES
TO OD

19. OD
The
Laboratory
Training Stem
The Survey
Research and
Feedback
Stem
The Action
Research
Stem
The
Sociotechnical
and
Socioclinical
Stem

20. 1. LABORATORY TRAINING STEM
• Laboratory training, essentially unstructured small group situations in which
participants learn from their own actions and the group’s evolving dynamics.
• It began to develop about 1946 from various experiments in using discussion groups
to achieve changes in behaviour.
• Major contributors to this concept were from behavioural scientists Kurt Lewin
followed by experts Robert Tannenbaum, Chris Argyris, Douglas McGregor, Herbert
Shepard, Robert Blake, Jane Mouton and Richard Beckhard.
• Lewin further participated in the beginning of laboratory awareness training or T –
Groups.

21. 2. THE SURVEY RESEARCH FEEDBACK
STEM
• Second major stem in the History of OD
• Involves a specialised form of organization research.
• Revolves around the techniques and approach developed over a period of years by staff
members at the Survey Research Center (SRC) at the University of Michigan.
• Results of this experimental study lend support to the idea that an intensive, group
discussion procedure for utilizing the results of an employee questionnaire survey can be
an effective tool for introducing positive change in a business organizatio

22. 2. THE SURVEY RESEARCH FEEDBACK
STEM
• Effectiveness of these studies were more than the traditional training courses as it
deals with the system of human relationships as a whole (superior and subordinate can
change together) and it deals with each manager, supervisor, and an employee in the
context of his own job, his own problems, and his own work relationships.
• Major contributors were Rensis Likert, Floydd Mann and otherss

23. 3. THE ACTION RESEARCH STEM
• Is the third stem which is collaborative, client consultant inquiry.
• Participant action research is used with the most frequency in OD.
• The laboratory training stem in the history of OD has a heavy component of action
research.
• The survey feedback stem is the history of a specialized form of action research and
• Tavistock projects have had a strong action research thrust
• Scholars and Practitioners who have invented and utilized action research in the
evolution of OD were William F. Whyte and Hamilton.
• Kurt Lewin conducted several experiments in the mid 1940s and early 1950’s.
• This approach is one of the most important methods for OD interventions in
organizations

24. THE ACTION RESEARCH STEM
Preliminary
diagnosis
Data gathering Data feedback
Exploration of
the data
Action planning
Action
implementation
Evaluation and
assessment

25. Sociotechnical
Stem
Tavistock clinic,
England (1920)
Psychotherapy
based on
psychoanalytic
insights
A group focus
Focus on
nonexecutive
ranks
Redesign of
work

26. SOCIOTECHNICAL SYSTEM
Goals and
Values
Subsystem
Technical
Subsystem
Structural
Subsystem
Psychosoci
al
Subsystem
Manageri
al
Subsyste
m

27. 4. SOCIO-TECHNICAL AND SOCIO-
CLINICAL STEM
• Fourth stem in the history of OD
• Evolution of socio-clinical and sociotechnical approached to helping groups and
organizations
• The socio-technical approach focussed on the non-executive ranks of organisations
and especially the redesign of work
• A group focus emerged early in the work of Tavistock in the context of family therapy
in which the child and the parent received treatment simultaneously.
• The action research mode also emerged at Tavistock in attempts to give practical help
to families, organizations and communities.
• Major contributors were made by W.R. Bion, John Richman, Eric Trist and others

28. UNDERLYING
VALUES AND
ASSUMPTIONS

29. • Assumptions about People as Individuals:
– Drive towards personal growth.
– Higher level of contribution to the attainment of organizational goals.
• Assumptions about People in Groups and about Leadership:
– Work group is the psychologically relevant reference group.
– Wish to be accepted and to interact cooperatively.
– Group members must assist each other with effective leadership and
member behavior.
– Suppressed feelings and attitudes adversely affect problem-solving,
personal growth, and job satisfaction.
– Level of interpersonal trust, support and cooperation is low.
– Solutions for attitudinal and motivational problems are transactional.

30. • Assumptions about People in Organizational Systems:
– The linking pin function.
– The interplay of dynamics has a powerful effect on attitudes and behavior
of people in both groups.
– “win-lose” conflict strategies are not optimal in the long run.
– Time and patience.
– Improved performance through OD must be sustained by changes in all
HR functions.
• Assumptions that relate to Values in Organization:
– Collaborative effort and end product of the system.
– Welfare of all system members.

31. Value and
Belief
Systems of
Change
Agents
Self-
fulfilling
prophecy
Feelings and
sentiments
Action and
research
Power-
equalization

32. OD
PRACTITIONER

33. TYPES OF OD PRACTITIONERS
• External Consultant
• Advantages
– Different viewpoint.
– Objectivity.
– Increased leverage.
– Independent attitude.
• Disadvantages:
– Unfamiliar with the systems.
– Unfamiliar with culture,
communication networks, power
systems.
• Internal Consultants
• Advantages:
– Familiar with culture and norms.
– Familiar with system.
– Knows the power structure.
• Disadvantages:
– Lack of specialized skills.
– Lack of objectivity.
– Lack of necessary power and
authority.

34. TYPES OF CONSULTANTS
Cheerleader Pathfinder
Stabilizer Analyzer
Persuader
Emphasis on Effectiveness
Emphasis
on
Morale

35. THE CHEERLEADER STYLE
• Most enthusiastic in the paractioners approach
• Characterized by upbeat and motivated
• This style is used when the happiness of those being directed is deemed important,
and is also helpful when change issues could affect morale

36. THE STABILIZER STYLE
• Work in a manner that is neither overt nor undercover
• Is highlighted by the practioners ability to work with teams and groups I n a calm and
rational manner, with the goal of causing as little disruption as possible.
• Is preferred by upper management and larger organizations to assist with change in policy
or procedure that may be viewed as negative or out of character for the organization.
• Stabilizer keeps a balance between the needs and goals of management and the layman’s
thought processes and feelings.

37. THE ANALYZER STYLE
• Organizational practioner uses analytical techniques to work on problems, issues,
concerns and logistics.
• This method places the overall goals and needs of the organization, as an entity, above
the needs of individual members of the organization or specific teams
• This method is useful in situations in which the organization is willing and able to
handle backlash, while allowing the organizational practioner to remain focused on
solely working toward goals and solutions alone, without having to handle the input of
others. This is task oriented style.

38. THE PERSUADER STYLE
• Works on maintaining harmony in situations where changes in process or policy could
have a negative impact on morale, work environment or thought process.
• This method requires the organizational practitioner to remain neutral in both though
and approach
• Maintaining a low-key approach and staying on task are among the ways in which this
style is unique
• This is the least confrontational approach, as the organizational practioner works
independently on tasks and does not seek the input of others, but rather helps
persuade others that the task is right on track.

39. THE PATHFINDER STYLE
• The Pathfinder Style is the most team oriented and focused method one can choose
• Primary functions of this style is for the organizational practioner to lead a team by
rallying team members to keep everyone focused on the same goal.
• Premise of this style is rooted in the theory that strength exists in numbers
• Organizatonal practioner leading the charge is referred to as a “pathfinder”, as it is up
to the practitioner to keep everyone moving in the same direction and actively
involved.

40. Leadership
Skills
Project
Management
Skills
Communication
Skills
Problem
Solving Skills
Interpersonal
Skills
Personal Skills
The Consulting Wheel

41. BURKE’S DEFINITION OF OD
OD is a planned process of change in an organization’s culture through
the utilization of behavioral science technology, research, and theory.
41

42. FRENCH’S DEFINITION OF OD
OD refers to a long-range effort to improve an organization’s problem-
solving capabilities and its ability to cope with changes in its external
environment with the help of external or internal behavioral-scientist
consultants.
42

43. BECKHARD’S DEFINITION OF OD
OD is an effort (1) planned, (2) organization-wide, and (3) managed from the
top, to (4) increase organization effectiveness and health through (5) planned
interventions in the organization’s “processes,” using behavioral science
knowledge.
43

44. BEER’S DEFINITION OF OD
OD is a system-wide process of data collection,
diagnosis, action planning, intervention, and evaluation
aimed at:
(1) Enhancing congruence between organizational
structure, process, strategy, people, and culture
(2) Developing new and creative organizational
solutions
(3) Developing the organization’s self-renewing
capacity. It occurs through collaboration of
organizational members working with a change agent
using behavioral science theory, research, and
technology
44

45. ORGANIZATION DEVELOPMENT IS...
a system-wide application and transfer of behavioral science knowledge
to the planned development, improvement, and reinforcement of the
strategies, structures, and processes that lead to organization
effectiveness.
45

46. FIVE STEMS OF OD PRACTICE
46
1950 1960 1970 1980 1990 2000
Today
Current
Practice
Laboratory Training
Action Research/Survey Feedback
Normative Approaches
Quality of Work Life
Strategic Change

47. Entering &
Contracting
(Chapter 4)
Diagnosing
(Chapter 5)
Collecting, Analyzing,
and Feeding Back
Diagnostic Information
(Chapter 6)
Designing
Interventions
(Chapter 7)
Managing Change
(Chapter 8)
Evaluating and
Institutionalizing OD
Interventions
(Chapter 9)
OVERVIEW OF THE BOOK
47
Part 1: Overview of the Book
The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter
3)
Part 2: The Process of Organization Development

48. OVERVIEW OF THE BOOK
48
Part 3:
Human Process
Interventions
Interpersonal and
Group Process
Approaches
(Chapter 10)
Organization
Process
Approaches
(Chapter 11)
Part 4:
Technostructura
l
Interventions
Restructuring
Organizations
(Chapter 12)
Employee
Involvement
(Chapter 13)
Work Design
(Chapter 14)
Part 5:
Human
Resource
Management
Interventions
Performance
Management
(Chapter 15)
Developing Talent
(Chapter 16)
Managing
Workforce
Diversity and
Wellness
(Chapter 17)
Part 6:
Strategic
Change
Interventions
Transformational
Change
(Chapter 18)
Continuous Change
(Chapter 19)
Transorganizational
Change
(Chapter 20)
Organization Development
for Economic, Ecological
and Social Outcomes
(Chapter 21)
OD in Health Care,
School Systems, the Public
Sector, and Family-Owned
Businesses
(Chapter 22)
Future Directions
in Organization
Development
(Chapter 23)
Part 7: Special Applications of Organization Development