Historical Development of OD _2nd Class_10!8!2015

*Historical Development of OD1950 1960 19701980 1990 2000 TodayLaboratory TrainingAction Research/Survey FeedbackNormative Approaches Quality of Work Life Strategic Change Current PracticeProf Tejaswini_Course Faculty ODIB

Prof Tejaswini_Course Faculty ODIB

Laboratory Training Background T- group is a small, unstructured group in which participants learn from their own interactions and evolving dynamics about such issues as interpersonal relations, personal growth, leadership, and group dynamics.

It began in 1964 at Research Center for Group Dynamics at the Massachusetts Institute of Technology.( Community n Committee research on training community leaders ).*Prof Tejaswini_Course Faculty ODIB


T- Group TrainingWorkshop was developed and all community leaders were brought together to learn about leadership and to discuss problems.At the end of each day, researches discussed privately what behaviors and group dynamics they observed.Conclusions of the program Feedback about group interaction was a great learning experience.The Process of Group Building had potential for learning that could be transferred to back-home situations.*Prof Tejaswini_Course Faculty ODIB


T-Group Training Naval Research and the National Education Association provided financial backing to form the National Training Laboratories.In 1950s three trends emergedEmergence of regional laboutoriesThe expansion of summer program sessions to year-round sessionsThe expansion of T group into industry and business.McGregor, Robert Blake( Exxon Mobile ), Richard Beckhard ( General Mills) termed the word Organizational Development*Prof Tejaswini_Course Faculty ODIB


Action Research & Survey Feedback Background It constitutes the second major stem in the history of organizational development.This approach is developed by staff members of survey research center of the University of Michigan.There are two important contributions in this field they are as under. - Rensis Likert - Floyd Mann*Prof Tejaswini_Course Faculty ODIB


Survey ResearchKurt Lewin formed the Research Center for Group Dynamics at MIT in 1945. After he died in 1947, his staff moved to the University of Michigan to join the Survey Research Center as part of the Institute for Social Research. It was headed by Rensis Likert, a pioneer in developing scientific approaches to attitude surveys (five-point Likert scale).

*Prof Tejaswini_Course Faculty ODIB


Action Research StemIn the 1940s John Collier, Kurt Lewin, and William Whyte discovered that research needed to be closely linked to action if organizational members were to use it to manage change. Action research has two results: 1) Organizational members use research on themselves to guide action and change, while 2) Researchers were able to study the process to gain new information. Two noted action research studies was the work of Lewin and his students at the Hardwood Manufacturing Company (Marrow, Bowers & Seashore, 1967) and the Lester Coch and John Frenchs classic research on overcoming resistance to change (Coch & French, 1948).



Action Research StemThe major findings of the survey were first reported to the top management and then transmitted to the organisation.

Feedback sessions were conducted in task groups

Repeat of the survey

Significant positive changes were seen in terms of Job Satisfaction.

Data Collection, Data Feedback, Action planning, implementation and follow-up of data collection were done in action research and survey feedback.*Prof Tejaswini_Course Faculty ODIB


*Normative backgroundA Human Relations Approach represented one best way to manage organizations. This included Likerts Participative Management style and Blake and Moutons Grid OD Program with org Effectiveness.



*Normative backgroundLikerts Participative Mgt Program characterized org as having one of four types of management systems

Exploitive authoritative system Top Down ApproachBenevolent authoritative system Mgt is more paternalistic and similar to exploitativeConsultative systems Employees are involved, final decision is with management, employees are moderately satisfiedParticipative systems



*Research by Likert Participative systems using a survey feedback process on Profile of Organisational Characteristics

Six organisational features were considered Leadership,Motivation, Communication, Decision, Goals and Control



Blake and Moutons Grid *Prof Tejaswini_Course Faculty ODIB


Research by Blake He research on overcoming barriers to corporate excellence.

Phase 1 Personal Style and Learning Methods of problem solvingPhase 2 Team DevelopmentPhase3 Intergroup DevelopmentPhase 4- Ideal Model for organisational excellencePhase 5 ImplementationPahse 6 Evaluation of the organisation



Productivity and Quality of Work Life Organizations are open sociotechnical systemsOrganize around process not tasksFlatten the hierarchyUse teams to manage everythingLet customers drive performanceReward team performanceOpen to interact with its environmentFive Components



Productivity and Quality of Work Life The structural subsystemFormal design policies and procedures division of work and patterns of authorityThe technical subsystemTechniques, equipt., used to produce the outputThe Psychosocial subsystem (culture)Social relationships, behavioral patterns, norms, rolesThe goals and values systemBasic mission and vision of the organizationThe managerial subsystemSpans entire organization by directing, organizing, and coordinating all activities directed toward the basic mission



Productivity and Quality of Work Life Joint participation by unions and managementJob Enrichment Self managed teamsLabor management committees

This lead to the evolution of Employee Involvement, Total Quality Management, Six Sigma programs rather than QWL



Strategic Change BackgroundStrategic Change involves improving the alignment among an orgs environment, strategy, and org design.

Merger and AcquisitionAlliance formationNetwork Development*Prof Tejaswini_Course Faculty ODIB


Examples in OD

Senior Management Coaching @HQ UK

Problem identified Increasing competition, command and control is no more working.

Improvement needed - Wanted to evolve the Culture of empowered teams

Interventions Development of shared values, Introducing IT-systems that shared and exchanged information across divisions, team building, collaborative management style, leadership coaching program.

Results Delegation of work to the teams, Team solved the problems and became more confident.

Team Development in a Problem Identified Employees stress, emotional exhaustion, burnoutImprovements needed Wanted to create a leadership teamInterventions Workshop to develop trust and better working environment amongst each other, Role play They took one anothers role in order to be able to see how others see them.Results Learnt problem solving techniques, clarified roles, established group goals, Better sense of belonging, trust and safety, and better understanding of self and others

Strategic Change Engagement @ Problem identified Stiff competition

Areas of improvement Strategic change, global expansion, reorganize into three division structure, decentralization to be executed.

Interventions Vision and mission reframed, Involved top mgt, new work process, employee survey to gauge the feel of employees, upward communication, Personal development, communication skills sessions.

Results employees had a positive feeling, more trust among employees and managers, on-going improvements of the units, change in strategy, structure, culture

OD - InfosysIn a recent Infosys research study, we asked clients to identify the top problems they experienced during major projects.Interestingly, over 75 percent of the major issues encountered were people type issues. Therefore, to help our clients manage change, we have a dedicated, global organizational transformation unit with more than 200 practitioners.

Prof Tejaswini_Course Faculty ODIB*


Prof Tejaswini_Course Faculty ODIB*


Steps in ODAwareness of the need for change The entry of the Change agent/ consultant at the request of client systemDevelopment of the consultant-client relationship by clarifying mutual expectations and goals of the contractInformation collection by the consultant to asses the state of the organizationJoint Diagnosis of problems by the consultant and client based on data analyzedDevelopment of action plans and strategies to bring about change or improvementImplementation of the action plansMonitoring and reviewing the progress of the actionsStabilization of the changesTermination of the client-consultant contract*Prof Tejaswini_Course Faculty ODIB


Three models in OD are Lewins Change Model having three stages: Unfreezing, Movement and Refreezing

Planning Model - Scouting, Entry, Diagnosis, Planning, Action, Stabilization Evaluation and Termination

Action Research Model Problem Identification, Inviting a Behavioral Science Expert, Data gathering / Preliminary diagnosis, Feedback to groups, Joint Diagnosis of Problem, Action and Data gathering after Action.*Prof Tejaswini_Course Faculty ODIB


*Lewins Change ModelUnfreezingMovementRefreezingProf Tejaswini_Course Faculty ODIB


*Lewins Change ModelAccording to Lewin, any living system is always in a state of change.Equilibrium is achieved by two sets of forces pushing in opposite directions.One set strives to maintain the status quo while the other pushes for change. When the two sets are about equal, equilibrium or present levels of behaviour are maintained. In order to change the equilibrium, either the set of forces maintaining the status quo has to be weakened, or the set pushing for change has to be strengthened, or both. Weakening the forces that maintain status quo brings about less tension and resistance compared to increasing forces for change.



*Lewins Change ModelUnfreezing: This involves reducing the forces that maintain behavior at present levels. In a group process, this can be initiated by getting key individuals to brainstorm and prepare a desired state outline, agree on where they want to take the company in the future and what behaviors will be necessary to get them there. The next step is to highlight the discrepancy between present and desired behavior. This often weakens the maintaining forces and gets the unfreezing process started.



*Lewins Change ModelMoving: This step shifts the behavior of the organization, department or individual to a new level.It involves intervening in the system to develop new behavior, values and attitudes through changes in organizational structure and processes



*Lewins Change ModelRefreezing: This step stabilizes theorganization at a new state of equilibrium. It is frequently accomplished through the use of supporting mechanisms that reinforce the new organizational state, such as organizational culture ,norms, policies and structures.



UnfreezeDetermine what needs to change.Survey the organization to understand the current state.Understand why change has to take place.Ensure there is strong support from upper management.UseStakeholder AnalysisandStakeholder Managementto identify and win the support of key people within the organization.Frame the issue as one of organization-wide importance.Create the need for change.Create a compelling message as to why change has to occur.Use your vision and strategy as supporting evidence.Communicate the vision in terms of the change required.Emphasize the "why".Manage and understand the doubts and concerns.Remain open to employee concerns and address in terms of the need to change.



Change - MovingCommunicate often.Do so throughout the planning and implementation of the changes.Describe the benefits.Explain exactly the how the changes will effect everyone.Prepare everyone for what is coming.Dispel rumors.Answer questions openly and honestly.Deal with problems immediately.Relate the need for change back to operational necessities.Empower action.Provide lots of opportunity for employee involvement.Have line managers provide day-to-day direction.Involve people in the process.Generate short-term wins to reinforce the change.Negotiate with external stakeholders as necessary (such as employee organizations).



RefreezeAnchor the changes into the culture.Identity what supports the change.Identify barriers to sustaining change.Develop ways to sustain the change.Ensure leadership support.Create a reward system.Establish feedback systems.Adapt the organizational structure as necessary.Provide support and training.Keep everyone informed and supported.Celebrate success!



*Action Research ModelFeedback to ClientData gathering after action

Problem Identification

Joint action planning

Consultation with a behavioral scientist

Data gathering & preliminary diagnosis

Joint diagnosis

Action



*Action Research ModelProblem Identification: This stage usually begins when a key executive in the organization or someone with power and influences sense that the organization has one or more problem that might be solved with the help of an OD practitioner.Consultation with a behavioral science expert: During the initial contact, the OD practitioner and the client carefully assess each other. The practitioner has his or her normative development theory or frame of reference and must be conscious of those assumptions and values. Sharing them with the client from the beginning establishes an open and collaborative atmosphere.



*Action Research ModelData Gathering and preliminary diagnosis: This step is usually completed by the OD practitioner, often in conjunction with organization members. It involves gathering appropriate information and analyzing it to determine the underlying causes of organizational problems. The four basis methods of data collection are interviews, process observation, questionnaires and organizational performance data. Feedback to a key client or group: Because action research is a collaborative activity, the diagnostic data are feedback to the client, usually in a group or work team meeting.



*Action Research ModelThe feedback step, in which members are given the information gathered by the OD practitioner, helps them determine the strength and weaknesses of the organization or the department under study.Joint diagnosis of the problem: At this point, members discuss the feedback and explore with the OD practitioner whether they want to work on identified problems. A close interrelationship exists among data gathering, feedback and diagnosis because the consultants summarizes the basic data from the client members and resents the data to them for validation and further diagnosis.



*Action Research ModelJoint action planning: The OD practitioner and client members jointly agree on further action to be taken. This is the beginning of the moving process as the organization decides how best to reach a different equilibrium.At this stage, the specific action to be taken depends on the culture, technology and environment of the organization; the diagnosis of the problem and the time and expense of the intervention.Action: This stage involves the actual change from one organizational state to another. It may include new methods and procedures, reorganizing structures and work design and reinforcing new behaviors.



*Action Research ModelData gathering after action : Because action research is a cyclical process, data must also be gathered after the action has been taken to measure and determine the effects of the action and feed the results back to the organization . This in turn, may lead to rediagnosis and new action.



*General Model of Planned ChangeEvaluatingandInstitutionalizingChangePlanningandImplementingChangeDiagnosingEnteringandContractingProf Tejaswini_Course Faculty ODIB


*General Model of Planned ChangeEntering and contracting: The first set of activities in planned change concerns entering and contracting.

Those events help managers decide whether they want to engage further in a planned change program and to commit resources to such a process.

Entering an organization involves gathering initial data to understand the problems facing the organization or the positive opportunities for inquiry.

Once this information is collected, the problems or opportunities are discussed with mangers and other organization members to develop a contract or agreement to engage in planned changeProf Tejaswini_Course Faculty ODIB


*General Model of Planned ChangeDiagnosing: In this stage of planned change, the client system is carefully studied.

Diagnosis can focus on understanding organizational problems, including their causes and consequences or an identifying the organizations positive attributes.

The diagnostic process is one of the most important activities in OD.

It includes choosing an appropriate model for understanding the organization and gathering, analyzing and feeding back information to managers and organization members about the problems or opportunities that exist.



*General Model of Planned ChangePlanning and implementing change: In this stage, organization members and practitioners jointly plan and implement OD interventions. They design interventions to achieve the organizations vision or goals and make action plans to implement them. There are several criteria for designing interventions, including the organizations readiness for change, its current change capability, its culture and power distribution and the change agents skills and abilities. - Human resource interventions at the individual, group and total system levels.- Interventions that modify an organizations structure and technology. - Human resource interventions that seek to improve member performance. - Strategic interventions that involve managing the organizations relationship to its external environment.



*General Model of Planned ChangeEvaluating and institutionalizing change: The final stage in planned changed involves evaluating the effects of the intervention and managing the institutionalization of successful change programs.

Feedback to organization members about the interventions results provides information about whether the change should be continued , modified or suspended.

Institutionalizing successful changes involves reinforcing them through feedback , rewards and training.Prof Tejaswini_Course Faculty ODIB


Historical Development of OD _2nd Class_10!8!2015

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