Week 2: History, Values, and Ethics

1. Week 2:History, Values, and Ethics San Jose State University

2. Week 2 • OD values, assumptions, and beliefs. • Foundation of OD • Planned change models • Action research process and an overview of the types of interventions will be introduced

3. Recap: What is OD? • Application of behavioral science knowledge and theory to collaborative interactions, supported by top management, that engage the system in a process of planned change that closes the gap between where the organization is and where it wants or ought to be.

4. Recap OD Goals • Improve individuals (development), teams, and organization functioning (effectiveness) • Give members the skills and knowledge to continuously improve

5. How? • Diagnosis/Discovery • Implementation/Intervention • Evaluation

6. Components needed to Achieve Goals • Top Management Support • Shared Vision: picture of desired future • Empowerment: use talents fully • Learning: continuous interaction, continual self-examining • Problem-Solving • Collaborative Management of Culture • Teamwork: standard interventions – team building, clarification of roles and goals • Consultant-Facilitator: objectivity, neutrality, expertise on process • Action Research: client is an integral participant decision-maker

7. History • 1911 Taylor’s “one best way”: repetitive tasks • 1922 Weber’s “bureaucracy”: hierarchy, division of labor, impersonal rules, rigid procedures • Follet’s participative leadership • 1924 Hawthorne Studies • 1940s Lewin’s Group Dynamics

8. OD has 4 major stems • T-Group/Laboratory Training Group (1940s, Kurt Lewin) • Survey Feedback • Action Research • Tavistock Socioclinical Approaches (1920s, Eric Trist)/QWL (QC) • 4 management systems, called Systems 1-4T: • Exploitive Authoritative • Benevolent Authoritative • Consultative • Participant Group • Strategic Change is a recent development

9. OD Values & Assumptions • Humanism: respect for people; importance of the person/intrinsic worth; potential to grow • Optimism: people are good/progress is possible and desirable • Democracy: right to be free from misuse of power; justice, and equity

10. Implications for Dealing with… • Individuals: “Listen, support, challenge, encourage…, allow failure, remove barriers, autonomy, responsibility, high standards, reward” • Groups: “Let teams flourish,” “leaders should invest,” team leadership guides and develops; interactions toward a goal • Organizations: people make the workplace; encourage cooperation vs. competition

11. Applications of OD • Individual Level • Job Redesign (JDS) • Organizational Behavior Management (OBM) • Group Level • Group process interventions • Leadership training • Team Development • Organizational Level • Intergroup intervention • Changing cultures • Socio-technical system changes

12. Practitioners’ Value… • Effectiveness/Efficiency • Open Communication/Confrontation • Empowering/Power Equalization • Enhance Productivity • Promoting Organizational Participation • Authenticity/trust

13. Ethics • Promise only what you can deliver • Care • Customize service • Person selling work is person doing the work • Teach client how to engage in OD • Service first • Do not sell yourself short for fads • Can consultant deliver what client is willing to buy? • But, not replacement (i.e., no insourcing) • Training leadership isn’t necessarily a good solution

14. Ethics • Cannot force change • Collusion • True to the source(s) of problems • Credit changes to the client • Take on only work you can handle. • Maintain your worth • Whole system is the client

15. Action Research • Lewin said, ‘there’s no action action without research, no research without action.’

16. Action Research 1 Preliminary Diagnosis 2 Data Gathering 3 Data Feedback 7 Evaluation 4 Exploration of Data 6 Action 5 Action Planning