Overview of action learning and od adlt 625
Transcript of Overview of action learning and od adlt 625
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Welcome to Change Strategies for
Human Resource Development Practitioners
ADLT 625 – Spring Semester 2011
Dr. Terry Carter
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Agenda
• Introductions• Overview of the Course Syllabi and
Assignments• Use of Blogs and the Wiki (
http://changestrategies2011.pbworks.com)
• Hopes, Desires, and Expectations• An Intro to Organization
Development
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OD the Nature of Organizational Change
• What do we mean by OD?– Planned change– Involves the total system– Supported by top management– Design to increase organizational
effectiveness
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How Do You Know When an Organization is
Ready for Change?
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The Learning Curve for Organizational Development
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Characteristics of OD Efforts
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Significant Shifts in Organizational Dynamics and Management Since 1969 …
From To • Growth • Moderate speed• Moderate complexity• Strategic planning• Consultant jargon• Management• Unilateral, top-down
management• Little concern for ethics• Micro perspective
• Consolidation• Warp speed• High complexity• Strategic implementation• Popular, accepted
concepts• Leadership• Multilateral, participative
management• High concern for ethics• Macro perspective on
change
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The Action Research Model for Change
Perception of Problem
Data Gathering and Diagnosis by Consultant
Feedback to Key Client Group
Joint action planning
New strategies or actions taken
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The OD History Tree
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Theoretical Roots
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Comparison of OD and OT
OD Traditional Data Collection and Feedback Methods
OT Whole- System I nteractive Change Events
Theory Base Action research
Open systems theory
Purpose I mproved organizational eff ectiveness
Alignment around a strategic direction, work redesign, system-wide issues
Data Base Source Availability
I nternal to organization Limited to units
Organization and external
stakeholders Widely shared
Responsibility
Driven by senior management Broadly shared by senior management with the whole system
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Comparison of OD and OT
ODTraditional Data Collectionand Feedback Methods
OTWhole- System I nteractive ChangeEvents
Time Slow: Waterfall process bylevel
Fast: Rapid response to data
ConsultantRole
Central to: Data collection Data interpretation Data feedback process
Structures and facilitates: Data collection Data analysis Action taking
ChangePotential
Sequential incremental change Simultaneous fundamental change