Organization Development and Change

1. Organization Development and Change Chapter 12 Werner & DeSimone (2006)

2. Learning Objectives After learning this chapter, you should be able to: • Define the organization development (OD). • Understand the basic theories and concepts of OD. • Describe the planned-change model. • Explain the roles of the change agent, manager, and people within the system in developing an intervention strategy. • Understand the basic steps involved in designing an implementation strategy. • Describe several types of intervention strategies. • Explain the different types of organization transformation intervention strategies. Werner & DeSimone (2006)

3. Organization Development (OD) Definition: “A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.” Werner & DeSimone (2006)

4. Organization Development Theories Two main categories of OD theories: • Change process theory – How does change take place? • Implementation theory – How can change strategies be put into practice? Werner & DeSimone (2006)

5. Organization Development Theories • Change process theory – seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages: • Unfreezing • Change through cognitive restructuring • Refreezing Werner & DeSimone (2006)

6. Organization Development Theories • Implementation theory – how specific intervention strategies are designed and carried out. Four main types: • Human process-based theory • Technostructural theory • Sociotechnical systems theory • Organization transformation theory Werner & DeSimone (2006)

7. Caution About Organization Development Research • Concerns have been expressed about much of the OD research that has been conducted: • Lack of experimental designs • Lack of resources available • Limitations in field research designs used • Potential bias by researchers • Lack of motivation to conduct strong research Werner & DeSimone (2006)

8. Model of Planned Change By Permission: Porres & Silvers (1991) Werner & DeSimone (2006)

9. Model of Planned Change – 2 Porras & Silvers Model: • Change intervention (two categories): • Organization transformation • Organization development • Organizational target variables: • Vision (beliefs, purpose, mission) • Work setting (organizing arrangements, social factors, technology, physical setting) Werner & DeSimone (2006)

10. Model of Planned Change – 3 Porras & Silvers Model: • Individual organizational member: • Cognitive change • Behavior change Werner & DeSimone (2006)

11. Model of Planned Change – 4 Porras & Silvers Model: • Organizational outcomes: • Improved organizational performance • Enhanced individual development • Question: What is the value of this model? Werner & DeSimone (2006)

12. Designing an Intervention Strategy Specific Roles: • Change Manager • Oversees the design of the strategy; bears ultimate responsibility • Change Agent • Assists the change manager; facilitates the activities involved • Internal Change Agent (often an HRD professional) • External Change Agent (consultant) • Individuals • Labor Unions Werner & DeSimone (2006)

13. Designing an Intervention Strategy – 2 Systems Approach: • Diagnose the Environment • e.g., force field analysis • Develop an Action Plan • objectives, activities, “details” • Evaluate the Results of the Intervention Werner & DeSimone (2006)

14. Types of Interventions: Human Process-Based • Survey Feedback • The systematic collection of survey data • Fed back to groups to promote problem solving and change • Team Building • A process to improve a group’s problem-solving abilities • Example: process consultation Werner & DeSimone (2006)

15. Types of Interventions: Technostructural • Job Enlargement • Adding variety through similar tasks • Job Enrichment • Increasing responsibility, knowledge of results, and meaningfulness of work • Alternative Work Schedules • Compressed workweek • Flextime work schedule Werner & DeSimone (2006)

16. Types of Interventions: Sociotechnical Systems • Quality Circles • Involving employees in work decisions • Total Quality Management (TQM) • Continuous improvement efforts • Self-Managing Teams (SMTs) • Team members have authority to make decisions and regulate the team’s activities Werner & DeSimone (2006)

17. Types of Interventions: Organizational Transformation • Cultural Interventions • Efforts to change the values, norms, or ways of thinking in an organization • Strategic Changes • Fundamental changes in the purpose or mission of an organization • Becoming a Learning Organization • Beyond TQM, to continuous learning and improvement for all employees • High Performance Work Systems Werner & DeSimone (2006)

18. Some Concluding Thoughts on Organization Development • Effectiveness: There is evidence for the effectiveness of particular OD interventions. However, there is much room for improvement (in the research designs used, and the results obtained). • Recent efforts have stressed “change management.” Werner & DeSimone (2006)

19. Some Concluding Thoughts on Organization Development – 2 • Many HRD applications can be viewed as OD interventions: • Human Process-Based: career development, coaching, orientation • Technostructural: skills/technical training • Sociotechnical: team and quality training • Organization transformation: EAPs, management development Werner & DeSimone (2006)

20. Summary • Organization development can be difficult! • Reluctance/resistance to change • Success is most likely with: • An appropriate model of change • The appropriate methods/interventions • A systems approach (e.g., high performance work systems, HRD process model) • Need a dual focus on organizational performance and employee well-being Werner & DeSimone (2006)