Topic 5 Developing People and Organ is at Ions

8/7/2019 Topic 5 Developing People and Organ is at Ions

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Leadership and Change

Developing People and Organisations

(Organisation Development)


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Lecture Structure Levels of Change and Development in

Organisations? (Individual; Team; Organisation)

Organisational Development (OD) Definitions, Aims and Underlying Assumptions of

OD? How does OD work

OD Approaches OD Techniques (Families of OD techniques;

innovative techniques) Final Thoughts on the OD approach to

Organisational change?

Group Activities

Summary and Conclusions


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Understanding the

Levels of Change in Organisations Systems thinking important when viewing

organisation change an Organisation is atotality of component parts

Useful to examine and analyse change in thevarious components

Three different yet overlapping levels:

(Inter) Individual (Inter) Group

Total system (Inter-organisation OrganisationDevelopment)


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Change often brought about at theindividual level through: Recruitment, Selection, Replacement and

Displacement

Training and Development

Coaching and Counselling

Individual Responses to Change Resisted (3 Types) or embraced?

All change is a loss experience

People need opportunity to discuss and deal

with their feelings

Understanding the Levels of Changein Organisations

Individual Level


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Levels of Change in OrganisationsGroup Level

Change often brought about at the grouplevel through: Team Building

Self Directed Groups

Importance of Inter-group relationships

Group Responses to Change

Resistance through: Turf Protection and Competition

Closing Ranks

Changing Allegiances and or ownership

Demanding New Leadership


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Levels of Change in Organisations:Organisational Level

Classic Definitions if Organisational Development (OD): An effort which is Planned, Organisation-wide and

Managed from the Top, to Increase organisationeffectiveness and health through Plannedintervention in

organisations processes, using behavioural science knowledge[Beckhard and Harris 1987]

A long range effort to improve an organisations problemsolving and renewal processes, particularly through more

effective and collaborative management of organisationculture with special emphasis on the culture of formal workteams with the assistance of a change agent or catalyst,and the use of the theory and technology of appliedbehavioural science. [French and Bell, 1999]


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What are the aims of OD?

Enhancing congruence betweenorganisational structure, processes,strategy, people and culture

Developing new and creativeorganisational solutions

Developing organisations self-renewing capacity [Beer, 1980]


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Underlying Assumptions of OD(Importance of People)

1. Individuals attitudes to work and resultantwork habits are reactions to how they aretreated and not linked to their intrinsicpersonality

2. Work organised around peoples needs as wellas organisational requirements produceshigher quality and productivity

3. Most individuals seek challenging work anddesire responsibility for accomplishing

organisational objectives to which they arecommitted

4. The basic building blocks of organisations aregroups of people therefore basic units ofchange are also groups


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5. Organisation Culture tends to suppress open

expression of feelings which adversely affectsproblem solving, personal growth, and worksatisfaction

6. Groups which learn to give feedback to membersin a constructive way facilitate individual growth

7. When change is introduced it will be mosteffective if the groups and individuals involvedhave a sense of ownership in the process

8. Basic value of all OD theory and practice is that

of choice. Through the collection and feedback ofrelevant data made available by trust, andopenness more choice becomes available to theorganisation, and to the individual, and hencebetter decisions can be made.

Underlying Assumptions of OD


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How does ODWork?OD Approaches and Techniques

OD Processes Lewins Three Phase OD Model The Action Research Approach

OD Intervention Techniques (the actioncomponent) Just one component of the OD formula sets of

structured activities in which selected organisationalunits (target groups or individuals) engage in a task ora sequence of tasks with the goals of organisationalimprovement and individual development (French andBell, 1999)

Families of OD interventions

Final Thoughts on OD


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How does ODWork?Lewins 3 Phase OD Model

UNFREEZING

Resistance to change lessened,need for change created(Equilibriumdisturbed)

MOVING

From oldbehaviourto the new(Changes)

REFREEZING

Change madepermanent


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How does ODWork?Reviewing Lewins 3 Step Model

Main criticisms

Too Simplistic and mechanistic assumptionsregarding organisational stability organisations are

never frozen (Kanter et al, 1992: 10) Suited only for small sale incremental and isolated

change

Ignores power and politics

Top down approach ignores bottom-up changeBut

Recent support for model from Burnes (2004)(See article on website)


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How does ODWork?Action Research Philosophy

Change needs both action and researchfocus

Action orientation Solve problems and change theorganisational system

Research orientation

Concepts guide the change Data needed to diagnose problem, identify

intervention, evaluate change


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EstablishEstablishClientClient--

ConsultantConsultantRelationsRelations

DisengageDisengageConsultantsConsultantsServicesServices

How does ODWork?The Action Research process[2]

DiagnoseDiagnose

NeedforNeedfor

ChangeChange

IntroduceIntroduce

ChangeChange

Evaluate/Evaluate/

StabilizeStabilize

ChangeChange

Source:McShane [2004]


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How does OD Work?: TheActionResearch process[3]

PRESENT STATE

(1a)

Diagnose currentsituation

FUTURE STATEFUTURE STATE

(1b)(1b)Develop aDevelop avisionvision

for changefor change

FUTURE STATEFUTURE STATE

(1b)(1b)Develop aDevelop avisionvision

for changefor change

(5)(5)Assess andAssess and

reinforcereinforcechangechange

(2)(2)

GainGaincommitmentcommitment

to the visionto the vision

(3)(3)Develop anDevelop anaction planaction plan

(4)(4)

ImplementImplementchangechange

JOURNEY TO THE FUTUREJOURNEY TO THE FUTURE

Source: Senior [2002]

THE CHANGE AGENT


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How does ODWork?Intervention Techniques (the action component)

Families of OD Interventions (See Frenchand Bell, 1999: 151 for details)

1. Diagnostic activities

2. Team-building activities

3. Inter-group activities

4. Survey Feedback activities

5. Education and training activities6. Techno-structural or structural activities

7. Process consultation activities


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How does ODWork?Intervention Techniques (the action component)

Families of OD Interventions

8. Grid organisation development activities

9. Third-Party peacemaking activities

10. Coaching and counselling activities

11. Life and career planning activities

12. Planning and goal setting activities13. Strategic management activities

14. Organisational transformation activities


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How does ODWork?Intervention Techniques

(More Recent Techniques) Open-space Technology;

Whoever comes is the right people Whatever happens is the only thing that could happen

Whenever it starts is the right time When it is over it is over The law of two feet

Future Search Conference Looking at the past, present and future

Developing of ideal future scenarios Find common ground Develop shared vision Action list for the individual, group, whole organisation


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(More Recent Techniques)

AppreciativeInquiry

Approach to organisational change based on

strengths rather than weaknesses, on a vision of whatis possible rather than an analysis of what is not(Barrett and Cooperrider, 1990)

Directs the groups attention away from its ownproblems and focuses participants on the groups

potential and positive elements. Reframes relationships around the positive rather

than being problem oriented


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(More Recent Techniques)Appreciative Inquiry Process

DiscoveryDiscovery

DiscoveringDiscovering

thebestofthebestof

whatiswhatis

DreamingDreaming

FormingForming

ideasaboutideasabout

whatmightwhatmight

bebe

DesigningDesigning

Engaging inEngaging in

dialoguedialogue

about whatabout what

shouldbeshouldbe

Delivering /Delivering /

DestinyDestiny

DevelopingDeveloping

objectivesobjectives

about whatabout what

willbewillbe


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(More Recent Techniques) Parallel Learning

Highly participative social structures

Members representative across the formalhierarchy

Sufficiently free from firms constraints

Develop solutions for organizational change

which are then applied back into the largerorganization


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OrganisationParallel

Structure

Parallel Learning Structures


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Get participation Successful change is inevitably a participative

process. Crucial question: who owns the problem?Cannot change others much if you believe change is

only for them and not for you Get resources

First of all, time to think Second, OD advice and help Third, backing of senior and top management for

implementation Start small, but start real

Start with pilot success of first test should be visibleto all and easily communicated

How does ODWork?

Final Thoughts on OD


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Summary and Conclusions

Change and Development can beunderstood on three main levels

OD a large scale plan to change total

organisation Many diverse techniques employed to bring

about Organisational Development

But need to understand the messycomplex nature at all levels


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Reading andReferences CooperriderandSrivastra (1987) Appreciativeinquiryintoorganisationallife,in,Research in Organisational Change andDevelopment,Pasmoreand Woodman (eds) Vol.1 JAIPress.

Beckhard, R and Harris, R.T. (1987) Organisational transitions:Managing Human Assets, Free Press: New York.

Beer, M. (1980) Organisation Change and Development,Goodyear: Santa Monica

Burnes, B. (2004) Kurt Lewin and the planned approach tochange: a reappraisal, Journal ofmanagementStudies, 41 (6):977-1002

French, W.L. and Bell,C.H. (1999)Organisation Development,Behaviour Science interventions for OrganisationalImprovement, EnglewoodCliffs:Prentice Hall.

Senior, B (2002)Senior, B. (2002) Organisational Change,London: Prentice-Hall.

McShane,S.L. (2004)Canadian Organizational Behaviour(FifthCanadianEdition),Toronto,McGraw-HillRyersonLimited.

Kanter, R.M., Stein, B.A. and Jick, T.A. (1992) The Challenge ofOrganisationalChange, New York: Free Press.

Topic 5 Developing People and Organ is at Ions

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