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Organization Development (OD)

Organization Development (OD). Introduction to Organization Development. Learning Objectives. To provide a definition of Organization Development (OD) To distinguish OD and planned change from other forms of organization change To describe the historical development of OD

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Organization Development (OD)

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  1. Organization Development (OD) Introduction to Organization Development

  2. Learning Objectives • To provide a definition of Organization Development (OD) • To distinguish OD and planned change from other forms of organization change • To describe the historical development of OD • To consider the planned change process • To examine the role of the OD practitioner

  3. 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.

  4. 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.

  5. 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.

  6. 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; 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.

  7. Organization Development is... a systemwide 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.

  8. Five Stems of OD Practice Laboratory Training Action Research/Survey Feedback Normative Approaches Current Practice Quality of Work Life Strategic Change 1950 1960 1970 1980 1990 2000 Today

  9. The Nature of Planned Change

  10. Lewin’s Change Model Unfreezing Movement Refreezing

  11. Action Research Model Problem Identification Joint diagnosis Consultation with a behavioral scientist Joint action planning Action Data gathering & preliminary diagnosis Data gathering after action Feedback to Client

  12. Positive Model Initiate the Inquiry Inquire into Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future

  13. Comparison of Planned Change Models • Similarities • Change preceded by diagnosis or preparation • Apply behavioral science knowledge • Stress involvement of organization members • Recognize the role of a consultant • Differences • General vs. specific activities • Centrality of consultant role • Problem-solving vs. social constructionism

  14. General Model of Planned Change Planning and Implementing Change Evaluating and Institutionalizing Change Entering and Contracting Diagnosing

  15. Different Types of Planned Change • Magnitude of Change • Incremental • Quantum • Degree of Organization • Overorganized • Underorganized • Domestic vs. International Settings

  16. Critique of Planned Change • Conceptualization of Planned Change • Change is not linear • Change is not rational • The relationship between change and performance is unclear • Practice of Planned Change • Limited consulting skills and focus • Quick fixes vs. development approaches

  17. The Organization Development Practitioner

  18. 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

  19. Competencies of an OD Practitioner • Intrapersonal skills • Self-awareness • Interpersonal skills • Ability to work with others and groups • General consultation skills • Ability to manage consulting process • Organization development theory • Knowledge of change processes

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

  21. Client vs. Consultant Knowledge Use of Consultant’s Knowledge and Experience 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 Client’s Knowledge and Experience

  22. Professional Ethics • Ethical Guidelines • Ethical Dilemmas • Misrepresentation • Misuse of Data • Coercion • Value and Goal Conflicts • Technical Ineptness

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

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