Organizational development –Concept and evolution-nature and characteristics. First order and second order Change. Foundations of Organizational Development. Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model. Parallel learning structures. Process of organizational development – Organizational Diagnosis .

1. Organizational Change and Development
Module 2 – MG University

2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

3. Contents
• Organizational development –Concept and evolution-
nature and characteristics.
• First order and second order Change.
• Foundations of Organizational Development.
• Conceptual frame work of OD –Action Research
Model-Positive Model-John Kotter’s eight-stage
process Model.
• Parallel learning structures.
• Process of organizational development –
Organizational Diagnosis .

4. Case Study – The OD Journey of TCS

5. Pre-OD Scenario
1) Mounting Revenue Pressures
2) Selectivity in Projects
3) Focus on Specialization
4) Efforts on Experimentation &
Innovation
5) Rewards & Recognition
6) Intergroup Co-ordination &
Knowledge Sharing
7) Branding & PR

6. Alignment & Structure at TCS

7. Scenario Building Workshops

8. Goal Alignment & Balance Scorecard
• A need to re-look at a few organizational processes and systems, as for
instance, the performance management and appraisal system at TCS.
• Teach-Train-Transfer workshop by expert OD consultants- to explore
means of institutionalizing goal-oriented performance management
organization.
• Personal Score Card-clearly outlined what would define goals, outputs,
performance management, Economic Value adds & the ways and means
for facilitating goal alignment.
• The Balanced Scorecard approach was proposed, introducing corporate
goals, which touched upon the following:
– Voice of the Shareholder - Financial Goals e.g. Wealth creation
– Vector of Technology – Technology Goals e.g. Quality, Cost, Delivery
dimensions
– Voice of the Customer – Customer/ Market Goals e.g. Customer Satisfaction
– Voice of the Employee – Learning & Development e.g. Employee Satisfaction

9. PROPEL
• The Intervention: Culture Building at TCS
• In consonance with the TCS belief of “Let us
make it a joy for all our stakeholders”.
• balance of fun, introspection and
interaction, while evoking commitment to
self development
Confluences
• Platform for problem solving, focus
on the Quality, Cost & Delivery
measures
Camps

11. Value Card
• It helped to effectively capture and track this
through the following steps:
– The situation summary was charted out
– Improvement goals, action plans and owners of each
plan were identified
– Success measures were identified against the
dimensions of Valuing, Strategizing, Improving, for
each actionable, along with timeframe for closure
– Impact was analyzed in terms of short term and long-
term actions.

12. Initiatives Deployed
Account
Excellence
Plan
Nakshaktra
Award
In Touch
Associate
Satisfaction
Survey
(Darpan)
Toast
Master
Club/ Lets
Talk
Fun @
Relationship
Level
Open House/
Town Halls
Walk The
Talk

13. Account Excellence Program
• Meeting all customer requirements
• Minimizing processes variances
• Reduction in Cost Of Quality
• Elimination of waste
• Enhanced Customer Support
• Efficient Product Service
• Flexibility to meet Customer demands
& Market changes
• Rework Reduction
• Continuous Process Improvements
• On-time delivery of major programs

14. Darpan
• Reflect & Improve
• There was a distinct
increase in the Associate
Satisfaction Index (ASI) in
Darpan 06, which,
interestingly, corresponded
to an increase in Customer
Satisfaction Index (CSI) as
well.

15. Paradigm Shift: Post OD Scenario
• The earlier tendency of self-sacrificing hard work
was replaced by a shift of focus to teamwork and
valuing of the employee.
• In a nutshell, the OD interventions at TCS have
helped build a culture of fostering systems
thinking & creating forums for dialogue, while
encouraging leadership at all levels.
• For the organization at large, OD helped to
reiterate the merits of valuing enquiry,
expressing differences, and constantly generating
new knowledge.

16. Introduction to organizational development

17. Intergroup conflictOrganization
Interpersonal conflicts
Low productivity
Poor alignment to organization’s strategy
Start Point

18. Introduction to Organizational Development
• The term organizational
development was coined by Richard
Beckhard in the mid-1950s.
• Organizational development is an
acronym of two words i.e.,
organization and development.
• The term consists of two words.
• Organization - A social unit of
people that is structured and
managed to meet a need or to pursue
collective goals.
• Development - The systematic use
of scientific and technical
knowledge to meet specific
objectives or requirements.

19. Objectives of Organizational Development
1. To increase employees' level of satisfaction
and commitment.
2. To confront problems instead of neglecting
them.
3. To effectively manage conflict.
4. To increase cooperation and collaboration
among the employees.
5. To increase the organization's problem
solving.
6. To put in place processes that will help
improve the ongoing operation of the
organization on a continuous basis.

20. Implications of Organizational Development
• For Individuals
– Most individuals believe in
their personal growth.
– Majority of the people are
desirous of making greater
contributions to the
organizations they are serving.

21. Implications of Organizational Development
• For Groups
a) One of the most important
factors in the organization is the
‘work group’ around whom the
organization functions.
b) More people prefer to be part
of the group because the group
accepts them.
c) Most people are capable of
making higher contributions to
the group’s effectiveness.

22. Implications of Organizational Development
• For Organization
a) Create learning organization
culture.
b)Adopt win-win strategy for
sustained growth.
c) Create cooperative dynamics
rather than competitive
organizational dynamics in
the organization.

23. Organizational Development: How
Effective Is It?
20
30
40
50
PercentageofStudiesShowingPositiveChanges
Individual
outcomes
(e.g., job
satisfaction)
Organizational
outcomes
(e.g., profit)
(23.55)
(48.70)
Organizational outcomes
more often benefited from
OD interventions than did
individual outcomes
(Source: Porras and Robertson, 1992.)

27. Scope of Organizational Development
• Organization Effectiveness
• Organization Design
• Organization Assessment
• Organization-Wide System/Process Change
• Performance Excellence
• Succession Planning
• Performance Coaching
• Team Intervention

28. Problems with OD
• Too little “O” in OD
– Few consultants are engaged
in the system-wide efforts
that are OD.
– Most are using OD
techniques in limited ways
because of “reductionist
thinking legacy”.

29. Problems with OD
• Too exclusive an
emphasis on human
processes
– excludes task and
content contributions
– prevents integration of
social and technical
systems
– potentially
distorts/over-simplifies
diagnoses

30. Problems with OD
• Rigid adherence to humanistic
values, making field’s strength a
weakness
– blindness to forces and
perspectives beyond human
factors
– humanistic values can “trump”
research on what works and
doesn’t
– advocacy for the “right” values vs.
helping clients
– Anti-leadership bias can lead to
seeing the client as the enemy
– devalue organizational politics

31. OD and HRM
• As HR takes on an increasingly
transformational role, OD will
enable HR professionals to:
– support transformation
– work on organization design
– design and deliver learning and
development interventions
– support clients in major change
and organization design
projects
– analyze and improve the overall
health of the organization
– keep the organization healthy
and fit for future challenges.

32. Key concepts – Organizational Change
• Organization change is the
process of learning and
behaving differently, in order
to achieve new and better
outcomes, by reordering the
system structures that drive
behavior.
– Organization change is a
departure from the status quo.
– It implies movement toward a
goal, an idealized state, or a
vision of what should be and
movement away from present
conditions, beliefs, or attitudes.

33. Key concepts –Change Agent
• Cummings and Worley
(2005) define a change
agent “as a person who
attempts to alter some
aspect of an organization
or an environment.
– Change agents may come
from inside an organization,
in which case they are
called internal consultants,
or they may come from
outside an organization, in
which case they are called
external consultants.”

34. Key concepts –Client
• The client is the
organization, group, or
individuals whose interests
the change agent primarily
serves.
– A key question for any OD
consultant to consider is
“Who is the client?” (Varney,
1977).
– On occasion, the “client” may
not be the one who originally
sponsored or participated in
the change effort.

35. Key concepts –Culture & Climate
• One focal point of OD is
making changes in an
organization’s culture.
• Culture should not be
confused with climate.
Culture refers to the overall
organization.
• Climate refers more
specifically to how things
are done in a local team,
department, or site.

36. Key concepts – Intervention
• Cummings and Worley
(2005) define intervention
as “any action on the part
of a change agent.
• [An] intervention carries
the implication that the
action is planned,
deliberate, and
presumably functional.”

37. Key concepts – Sponsor
• A sponsor is one who
underwrites,
legitimizes, and
champions a change
effort or OD
intervention.

38. Key concepts – Stakeholder
• A stakeholder is
anyone who has a
stake in an OD
intervention.
– Stakeholders may be
customers, suppliers,
distributors, employees,
and government
regulators.

39. Definitions of organizational development

40. Definition - Richard Beckhard
• Organization development 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.

41. Definition - Warner Burke
• OD is a planned process
of change in an
organization’s culture
through the utilization of
behavioral science
technology, research, and
theory.

42. Definition - Wendell L French
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.

43. Definition - Michael Beer
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; and (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. Characteristics of Organizational Development

46. Characteristics of Organizational Development
• Focus on culture and
process
– Organization development on
culture : following suitable
and positive culture level and
process success organization
development program.

47. Characteristics of Organizational Development
• Collaboration
– Organization development
encourages heartfelt
collaboration between top
management, managers and
employees.

48. Characteristics of Organizational Development
• Accomplishment of tasks
– Various kinds of teams and
groups play important roles
for accomplishment of
organization development
activities. Thus targets can
also be achieved.

49. Characteristics of Organizational Development
• Human and social sides
– Organization development
focuses on both human and
social sides. By doing so, it
intervenes in the
technological and structural
sides also.

50. Characteristics of Organizational Development
• Participation
– Participation and involvement of
managers and players can make
the organization development
process a success. It helps to
exchange views and ideal related
to organization development.

51. Characteristics of Organizational Development
• System change
– Organization development
focuses on total system
change. Because every change
is inevitable for the success of
any development program.

52. Characteristics of Organizational Development
• Facilitation
– There are three parties to
organization development
process. They are facilitators,
collaborators and co-learners in
the client system. Cooperation
of all these parties can help the
organization to develop.

53. Characteristics of Organizational Development
• Over arching goals
– An overarching goal of the
organization is to make the
client system able to solve its
problems. It is done by teaching
the skills and knowledge on
continuous learning through self
analytical methods.

54. Characteristics of Organizational Development
• Action research model
– Organization development
activities are undertaken
following the conclusions and
recommendations of action
research members related to
client system.

55. Characteristics of Organizational Development
• Developmental view
– Organization development takes
a developmental view for the
betterment of both process and
organization. Another practice in
organization development
programs is to create win-win
solutions.

56. History of organizational development

57. History of OD
• Kurt Lewin (1898–1947) is
widely recognized as the
founding father of OD,
although he died before
the concept became
current in the mid-1950s.
• From Lewin came the
ideas of group dynamics
and action research which
underpin the basic OD
process as well as
providing its collaborative
consultant/client ethos.

58. History of OD
• Institutionally, Lewin
founded the "Research
Center for Group
Dynamics" (RCGD) at MIT,
which moved to Michigan
after his death.
• RCGD colleagues were
among those who
founded the National
Training Laboratories
(NTL), from which the T-
Groups and group-based
OD emerged.

59. History of OD
• Douglas McGregor and Richard
Beckhard while "consulting
together at General Mills in the
1950s, the two coined the term
organization development (OD) to
describe an innovative bottoms-
up change effort that fit no
traditional consulting categories"

60. History of OD
• 1947 – National Training
Laboratories Founded NTL in USA
advances the research into applied
behavioural sciences, develops
understand of change agent role and
experiential learning.
• 1950’s – Human Relations
Movement Growth of social and
developmental psychology.

61. History of OD
• 1951 – Socio-Technical System Thinking
(STS) Tavistock Institute (UK) research
shows that combining social factors with
technological changes increases
effectiveness, efficiency and moral.
• 1967 – Survey Research Methods Likert
and Mann pioneer survey feedback to help
organizational leaders understand the
impact they have on the people and
performance of the organization.

62. History of OD
• 1968 – Creation of the T Group Lewin (USA)
and Tavistock Institute develops unstructured
group laboratory training, and action learning
sets.
• 1974 – OD as Planned approach to Change
Friedlander and Brown research OD as a
method of planned change effort
• 1980’s – General Systems Theory Neilsen and
Schein promote OD as activities that influence
the social processes within an organisation. -

63. History of OD
• 1997 – Organizational
Effectiveness Linking the
application of OD in planned
development interventions to
the improvement of
organizational effectiveness.
• 2000’s to Present – Complexity
Theory OD continues to be
informed by new insights and
research in a number of
disciplines including natural
sciences, biology and physics as
well as developments in the
social and behavioural sciences.

64. 1-64
Five Stems of OD Practice
CurrentPractice
Laboratory Training
Action Research/Survey Feedback
Participative Management
Quality of Work Life
Strategic Change
1950 1960 1970 1980 1990 2000

65. Assumptions in organizational development

66. Assumptions in OD
• The Organization
development has a number
of underlying assumptions
which can be examined so
as to determine how the OD
programmes can be utilized
to the fullest potential.
• These assumptions are
based upon French and Bell.

67. Assumptions in OD
• Most individuals have
drives towards personal
growth and development.
– The work habits are a
response to work
environment rather than
personality traits.
– Accordingly, efforts to change
work habits should be
directed towards changing
how the person is treated
rather than towards
attempting to change the
person.

68. Assumptions in OD
• Highest productivity can
be achieved when the
individual goals are
integrated with
organizational goals.
– Also with such integration,
the quality of the product is
highly improved.

69. Assumptions in OD
• Cooperation is more
effective than competition.
– Conflict and competition tend
to erode trust, prohibit
collaboration and eventually
limit the effectiveness of the
organization.
– In healthy organizations,
“efforts are made at all levels
to treat conflict as a problem
subject to problem solving
methods.

70. Assumptions in OD
• The suppression of
feelings adversely affects
problem solving, personal
growth and satisfaction
with one’s work.
– Accordingly, free expression
of feelings is an important
ingredient for commitment
to work.

71. Assumptions in OD
• The growth of individual
members is facilitated by
relationships, which are
open, supportive and
trusting.
– Accordingly, the level of
interpersonal trust, support
and cooperation should be
as high as possible.

72. Assumptions in OD
• The difference between
commitment and agreement
must be fully understood.
– Agreeing to do something is
totally different from being
committed to do something.
– Sense of commitment makes it
easy to accept change and the
implementation of change for
the purpose of organizational
development is even easier
when such a commitment is
based upon participation in the
process.

73. Assumptions in OD
• OD programmes, if they
are to succeed, must be
reinforced by the
organization’s total
human resources system.

74. Ethics and Values of organizational development

75. Ethics of OD
• RESPONSIBILITY TO
OURSELVES
– Acting with integrity and
Authenticity.
– Striving for self-knowledge
and personal growth
– Asserting individual
interests in ways that are
fair and equitable.

76. Ethics of OD
• RESPONSIBILITY FOR
PROFESSIONAL DEVELOPMENT
AND COMPETENCE
– Accepting responsibility for the
consequence of our acts.
– Developing and maintaining
individual competence and
establishing cooperative
relations with other
professionals.
– Recognizing our own needs and
desires, and dealing with them
responsibly in the performance
of our professional roles.

77. Ethics of OD
• RESPONSIBILTY TO CLIENTS
AND SIGNIFICANT OTHERS.
• Serving the long-term well-
being of our client system
and stakeholders.
• Conducting ourselves
honestly, responsibly, and
with appropriate openness.
• Establishing mutual
agreement on a fair
contract.

78. Ethics of OD
• RESPONSIBILITY TO THE OD
COMMUNITY.
– Contributing to the
continuing professional
development of other
practitioners and field of
practice.
– Promoting the sharing of
professional knowledge and
skill.
– Working with other
professionals in ways that
exemplify what the
profession stands for.

79. Ethics of OD
• SOCIAL RESPONSIBILITY.
– Acting with sensitivity to the
consequences of our
recommendations for our client
system and the larger systems
within they are a subsystem.
– Acting with awareness of our
cultural filters and with
sensitivity to multinational and
multicultural differences and
their implications.
– Promoting justice and serving
the well-being of all life on
earth. -

80. The Ethics of OD:
Summary of the Debate
OD is
unethical
• Imposes values of the
organization; coercive
and manipulative
• Potential for abuse
OD is
ethical
• The imposition of values
is an inherent part of life,
especially on the job
• Abuse comes from
individuals, not from
the technique itself,
which is neither good
nor evil

81. Antecedents Process Consequences
Ethical Dilemmas
• Misrepresentation
• Misuse of data
• Coercion
• Value and goal
conflict
• Technical
ineptness
Role Episode
• Role conflict
• Role ambiguity
Role of
the
Change
Agent
Role of
the
Client
System
Values
Goals
Needs
Abilities
A Model of Ethical Dilemmas

82. Values of OD
• Ethics based on values help
OD practitioners guide
themselves as they move
along the paths of their
work and lives.
• Values are set of manners
that individuals learn while
growing up. It is different
from ethics because ethics
are publicly agreed on, and
publicly stated, guidelines
for a practice in a
profession.

83. Values of OD
• Three types of OD Values
– Humanistic
– Optimistic
– Democratic

84. Humanistic Values
• They proclaim the
importance of the
individual.
• Respect the whole person.
• Treat people with respect
and dignity.
• Assume that every one
has intrinsic worth.
• View all people as having
the potential for growth
and development.

85. Organic Values
• They post that people are
basically good.
• Progress is possible and
desirable.
• Rationality, reason, and
goodwill are the tools for
making progress.

86. Democratic Values
• They assert the sanctity of
the individual.
• The right of people to be free
from misuse of power.
• Use of fair and equitable
treatment for all.
• Need for justice through rule
of law.

88. OD practitioner

89. The Organization Development Practitioner
• Internal and External
Consultants
• Professionals from other
disciplines who apply OD
practices (e.g., TQM managers,
IT/IS managers, compensation
and benefits managers)
• Managers and Administrators
who apply OD from their line
or staff positions

90. Role Demands on OD Practitioners
• Position
– Internal vs. External
• Marginality
– Ability to straddle boundaries
• Emotional Demands
– Emotional Intelligence
• Use of Knowledge and
Experience

91. Competencies of an Effective OD
Practitioner
KNOWLEDGE

92. Foundation Competencies
• Organization Behavior
– Organization Culture
– Work Design
– Interpersonal Relations
– Power and Politics
– Leadership
– Goal-Setting
– Conflict
– Ethics

93. • Individual Psychology
– Learning theory
– Motivation theory
– Perception theory
• Group Dynamics
– Roles
– Communication Processes
– Decision-Making Processes
– Stages of Group Development
– Leadership
Foundation Competencies

94. • Management and Organization
Theory
– Planning, organizing, leading, and
controlling
– Problem solving and decision making
– Systems theory
– Contingency theory
– Organization structure
– Characteristics of environment and
technology
– Models of organization and system
Foundation Competencies

95. • Research Methods / Statistics
– Measures of central tendency
– Measures of dispersion
– Basic sampling theory
– Basic experimental design
– Sample inferential statistics
• Comparative Cultural Perspectives
– Dimensions of natural culture
– Dimensions of industry culture
– Systems implications
Foundation Competencies

96. • Functional Knowledge of Business
– Interpersonal communication
– Collaboration / working together
– Problem solving
– Using new technology
– Conceptualizing
– Project management
– Present / education / coach
Foundation Competencies

97. Core Competencies
• Organization design
• Organization research
• System dynamics
• History of organization
• Theories and models for change

98. Competencies of an Effective OD
Practitioner
SKILLS

99. Core Competencies
• Managing the consulting process
• Analysis/diagnosis
• Designing/choosing appropriate, relevant
interventions
• Facilitation and process consultation
• Developing client capability
• Evaluating organization change

100. Client vs. Consultant Knowledge
Plans Implementation
Recommends/prescribes
Proposes criteria
Feeds back data
Probes and gathers data
Clarifies and interprets
Listens and reflects
Refuses to become involved
Use of Consultant’s
Knowledge and
Experience
Use of Client’s
Knowledge and
Experience

101. Future of OD
• the following concerns remain
constant for leaders and OD
practitioners. How do we:
– build a sustainable high-
performance organization in which
individual workers take an active
part in achieving the required
output?
– Appropriately build engaged,
proactive, empowered staff when
there are limited reward levers
organization can pull while needing
to hold staff accountable?
– Solve the problems of aligning and
integrating diverse cultural
elements?

102. Future of OD
• Ensure there are fluid two-way
communication channels – so that
information can flow upward as
well as downward within
hierarchies?
• Help organizations to be
externally sensitive and internally
agile?
• Build organizational climates that
will release human potential and
creativity at work and foster
continuous learning and renewal
culture within organizations?

103. Four Key Orientations of OD
• A systemic orientation
• A problem-solving
orientation
• A humanistic orientation
• An experiential learning
orientation

104. Four Key Orientations of OD
• A systemic orientation
– The understanding that all
parts of an organization
(structure, technology,
processes, people) are
highly connected. Problems
can occur at one or more
levels and have far reaching
consequences throughout
the organization

105. Four Key Orientations of OD
• A problem-solving
orientation
– A focus on problem
identification, data
gathering, option
generation, cost/benefit
analysis, decision-making,
action planning,
monitoring, review and
adaptability - in the light
of subjective experience

106. Four Key Orientations of OD
• A humanistic
orientation
– A positive belief
about the potential
of people, their
rights, their need for
autonomy and
support in varying
measures, and the
value of their
subjective
experience

107. Four Key Orientations of OD
• An experiential learning
orientation
– An acceptance that
training, development
and organizational
learning should be based
on the subjective
experiences of all those
involved.

108. Basic Organization Development Model
Diagnosis of
Situation
Introduction of
interventions
Progress
Monitoring
Feedback

109. Organization Development
Interventions
Organization
Development
Structural TechniquesRelationship Techniques
T-group Training
Team Building
Survey Feedback
Job Redesign
Management by Objectives
Supplemental Organizational
Processes

110. Organizational Learning
Exploitative
Learning
Exploratory
Learning

111. Organization Development Across
Cultures
Ethnocentric
Attitude and
Stereotyping
Flexibility
Knowledge of
Specific Cultures
Interpersonal
Sensitivity

112. OD Process
Operational Components of OD

115. The Diagnostic Phase
• The Diagnostic Phase Involves
• Client's top management to
recognize the problems and
have awareness of the need
for change in the organisation.
• The engagement of change
agent or consultant by client
organisation.
• Diagnosis in OD is a
collaborative process which
involves the client system and
consultant's joint collection
and analysis of data.

116. The Diagnostic Phase
• Emphasis is on continuous and
participative diagnosis.
• OD consultant may make use of
tools such as questionnaire
(survey) and interview schedules
(consultation meetings).
• In brief, OD diagnosis attempts to
analyze the current stale of the
organisation in terms of various
structures, systems and process in
order to identify actual and
potential strengths and
weaknesses.

117. Acton Plan/Strategy Development
• Sharing of joint diagnosis of
problems by the consultant
and client team to the top
management in an OD
workshop.
• In this workshop top
management jointly develops
action plans and strategies In
the form of interventions (e.g.
team-building and OD grid,
etc.) to bring about changes
or improvement.

118. Action and Stabilization Phase
• Implementation of
action plans—changes
through intervention.
• Long drawn series of
actions that may last
several months such as
grid OD intervention of
Blake and Mouton.

119. Action and Stabilization Phase
• This phase of interventions of
OD process takes place under
conditions of unfrozenness,
mobilizing efforts which is
necessary for changes to
have an impact.
• Allowing changes to stabilize
and to permeate the culture
of the organisation. To
ensure that the positive
clement of change
programme are diffused to
other parts of the
organisation.

120. Feedback of Changes. Evaluation and
Making Modification Phase
• This phase consists of
monitoring and reviewing the
progress of the actions by
collecting feedback about the
changes introduced.
• Making modification in case
need arise. Mid-course
corrections.
• In case some new problems
are revealed in the collection
of data (survey/consultation
process) another phase is
commenced.

121. Feedback of Changes. Evaluation and
Making Modification Phase
• In the event of achievement complete
success, it has to be ensured client team
is competent enough to maintain the
changed system without the support of
the consultant, as there is tendency
among organizations to revert to their
original states. Consultant can thus
withdraw.
• In nutshell, OD practitioners, both
internal and external consultants may
counsel decision makers on an individual
basis, work to improve working
relationships among the members of
working group or team.

122. Conditions for managing change
through OD process
• Management and all those
involved must have high and
visible commitment to the effort.
• People who are involved need to
have advance information that
enables them to know what is to
happen and what they are to do.
• The effort (especially the
evaluation and reward systems)
must be connected to other
parts of the organisation.
• The effort needs to be directed
by line managers and assisted by
a change agent if necessary.

123. Conditions for managing change
through OD process
• The effort must be based on good
diagnosis and must be consistent with
the conditions in the organisation.
• Management must remain committed
to the effort throughout all its steps,
from diagnosis's through
implementation and evaluation.
• Evaluation is essential and must
consist of more than asking people
how they felt about the effort.
• People must see clearly the
relationship between the alfort and
the organisation's mission goals.

124. Assessment of OD
• Assessing OD intervention
involves judging about
whether an intervention
has been implemented as
intended and if so,
whether it is having
desired results.

125. Assessment of OD
• There are two distinct types of
OD assessment: On intended to
guide the implementation of
intervention and another to
assess their overall impact.
• Assessment aimed at guiding
implementation may be called
implementation assessment
and assessment intended to
discover intervention outcomes
may be called evaluation
assessment.

126. Assessment of OD
• Assessment of OD involves
decision about measurement
and research design.
• Measurement issues focuses
on selecting variables and
designing good measures.
• Research design focuses on
setting up the conditions for
making valid assessments of
an OD interventions effect.

127. Implementation and evaluation
assessment

128. Cummings & Worley, 7e (c) 2001 South-
Western College Publishing
11-128
Implementation
Feedback
• Feedback aimed at
guiding
implementation efforts
• Milestones,
intermediate targets
• Measures of the
intervention’s progress
Evaluation
Feedback
• Feedback aimed at
determining impact of
intervention
• Goals, outcomes,
performance
• Measures of the
intervention’s effect

129. Conditions for Failure in OD
Effort

130. Conditions for Failure in OD Effort
• A continued discrpancy between
top management statements of
values and styles and their
actual work behaviour.
• A big program of activities
without any solid base of change
goals.
• Overdependence on outside
help: With the incresing
complexity of organizations and
of the demands of the
environment, it is easy to let
consultants or specialists `solve
the problem.’

131. Conditions for Failure in OD Effort
• A large gap between the
change effort at the top of
the organisation and efforts
in the middle of the
organisation.
• Trying to fit a major
organisation change into an
old structure.
• Lack of process-consultation
skills among key members
of the organisation.

132. Conditions for Failure in OD Effort
• Applying an intervention or
strategy inappropriately.
• Too rapid changeover in top
posts, and new people not
interested in OD.
• Lack of courage and
willingness of top
management to call a spade
a spade, in relaton to
strategy, task, relationships,
and concrete achievements.

133. Conditions for success in OD Effort
• There is a pressure on the top
management which induces
some arousal to action.
• There is some form of
intervention at the top, either a
new member of the
organisation, or a new staff
head in organisation
development.
• There is diagnosis of the
problem areas and this induces
an analysis of specific
problems.

134. Conditions for success in OD Effort
• There is reinforcement in
the system from positive
results and this produces
acceptance of the new
practices.
• There is pressure from the
environment, internal or
external for change.
• There is collaboratory
problem indentification
between people in the
organisation.

135. Conditions for success in OD Effort
• There is a willingness to face
the data of the situation and
to work with it on changing
the situation.
• The system rewards people
for the efforts of changing
and improvement, in
addition to rewarding them
for short-term results.
• There is leadership and
inspired vision among key
people.

136. Action research

137. Action Research
• Dual purpose of action
research:
– Making action more
effective.
– Building a body of scientific
knowledge around that
action.
• Action refers to: Programs
and interventions
designed to solve
problems and improve
conditions.

138. A Process and An Approach
• Action research is a process, an
ongoing series of events and
actions.
• Definition:
– Action research is the process of
systematically collecting research
data about an ongoing system
relative to some objective, goal, or
need of that system;
– feeding these data back into the
system;
– taking actions by altering selected
variables within the system based
both on the data and on hypotheses;
and
– evaluating the results of actions by
collecting more data.

139. Action research
• It was conceptualized by Kurt Lewin
and later elaborated and expanded
on by other behavioral scientists.
• Concerned with social change and,
more particularly, with effective,
permanent social change, Lewin
believed that the motivation to
change was strongly related to
action.
• If people are active in decisions
affecting them, they are more likely to
adopt new ways.
• "Rational social management", he
said, "proceeds in a spiral of steps,
each of which is composed of a circle
of planning, action, and fact-finding
about the result of action".

140. Kurt Lewin’s Action Research Model
• The process of change
involves three steps
– Unfreezing: Faced with a
dilemma or disconfirmation,
the individual or group
becomes aware of a need to
change.
– Changing: The situation is
diagnosed and new models of
behavior are explored and
tested.
– Refreezing: Application of
new behavior is evaluated,
and if reinforcing, adopted.

141. Action research
• Action research is depicted
as a cyclical process of
change.
• The cycle begins with a
series of planning actions
initiated by the client and
the change agent working
together.
• The principal elements of
this stage include a
preliminary diagnosis, data
gathering, feedback of
results, and joint action
planning.

142. Action research
• In the language of
systems theory, this is the
input phase, in which the
client system becomes
aware of problems as yet
unidentified, realizes it
may need outside help to
effect changes, and
shares with the
consultant the process of
problem diagnosis.

143. Action research
• The second stage of
action research is the
action, or transformation,
phase.
• This stage includes actions
relating to learning
processes (perhaps in the
form of role analysis) and
to planning and executing
behavioral changes in the
client organization.

144. Action research
• Included in this stage is
action-planning activity
carried out jointly by the
consultant and members
of the client system.
• Following the workshop or
learning sessions, these
action steps are carried
out on the job as part of
the transformation stage.

145. Action research
• The third stage of action
research is the output, or
results, phase.
• This stage includes actual
changes in behavior (if any)
resulting from corrective
action steps taken following
the second stage.

146. Action research
• Data are again gathered from
the client system so that
progress can be determined
and necessary adjustments in
learning activities can be
made.
• Minor adjustments of this
nature can be made in
learning activities via
Feedback Loop B.
• Major adjustments and
reevaluations would return
the OD project to the first, or
planning, stage for basic
changes in the program.

147. Action research
• Data are not simply returned
in the form of a written
report but instead are fed
back in open joint sessions,
and the client and the change
agent collaborate in
identifying and ranking
specific problems, in devising
methods for finding their real
causes, and in developing
plans for coping with them
realistically and practically.

148. Action research
• Scientific method in
the form of data
gathering, forming
hypotheses, testing
hypotheses, and
measuring results,
although not pursued
as rigorously as in the
laboratory, is
nevertheless an
integral part of the
process.

149. Action research
• Also sets in motion a
long-range, cyclical,
self-correcting
mechanism for
maintaining and
enhancing the
effectiveness of the
client's system by
leaving the system with
practical and useful
tools for self-analysis
and self-renewal.

150. Action Research Process

151. Growth of OD in Global Settings
• The rapid development
of foreign economies.
• The increasing
worldwide availability
of technical and
financial resources.
• The emergence of a
global economy.

152. Cross-cultural Dimensions
• Power Distance
• Uncertainty
Avoidance
• Achievement
Orientation
• Individualism
• Context

153. Power Distance
• Extent to which members
of a society accept that
status and power are
distributed unequally in
an organization.
• Organizations in these
cultures tend to be
autocratic, possess clear
status differences, and
have little employee
participation.

154. Uncertainty Avoidance
• The extent to which
members of a society
tolerate the unfamiliar
and unpredictable.
• Organizations in these
cultures tend to value
experts, prefer clear
roles, avoid conflict,
and resist change.

155. Individualism
• The extent to which people
in a society believe they
should be responsible for
themselves and their
immediate family.
• Organizations in these
cultures tend to encourage
personal initiative, value
time and autonomy, and
accept competition.

156. Achievement Orientation
• The extent to which people
in a society value
assertiveness and the
acquisition of material
goods
• Organizations in these
cultures tend to associate
achievement with wealth
and recognition, value
decisiveness, and support
clear sex roles

157. Context
• The extent to which
meaning in
communication is carried
in the words.
• Organizations in high
context cultures tend to
value ceremony and ritual,
the structure is less formal,
there are fewer written
policies, and people are
often late for
appointments.

158. Cultural and Economic Contexts of
International OD Practice

159. Worldwide Organizations
• Offer products or services
worldwide.
• Balance product and functional
concerns with geographic
issues.
• Coordination must address
complex personnel and cross-
cultural issues.
• Its competitive position in one
national market is affected by
its competitive position in
other national markets.

160. Trends Affecting OD Practice

161. Trends Affecting OD Practice
• Environmental
Trends
 Wealth is becoming
more concentrated
 Economy is more
globalized.
 Ideologies are shifting
from consumption to
coexistence and
ecological
sustainability.

162. Trends Affecting OD Practice
 Workforce Trends
 Workforce is
becoming older, more
diverse, more
educated.
 Shift toward
contingent
employment &
change in
psychological
contract.
 No careers.

163. Trends Affecting OD Practice
• Technology Trends
 Internet growth will
increase.
 E-commerce growth.
 Increased rate and
pervasiveness of
technological change.

164. Trends Affecting OD Practice
 Organizational Trends
 Organizations will
become both smaller
and larger; more and
less decentralized.
 Virtual, networked,
alliance based.
 Truly global
management structures
and cultures.