Understanding o.d

UNDERSTANDING O.D

Dr. NITIKA SHARMA

DEFINE O.D Organization Development (O.D) is a

planned effort, organization wide, and managed from top, to increase organization effectiveness through planned interventions in the organization’s processes using behavioural science knowledge.

Organization Development is a response to change, a complex education strategy intended to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to new technologies, markets and challenges.

O.D MEANS…..

ASK QUESTION Is your current organization:

Designed to meet business goals Functioning as designed Supported with the skills required

Effective O.D means creating an environment that respond quickly to variety of changes.

OD IS:…

It is a:

Planned, systematic process and long term effort

Focus is on the Organization—” Total Systems Change”, i.e. all the units and subunits involved within the system

Orientation is in “Action” – achieving desired results as a result of planned change

It is about organization and people in the Organization

It is understanding and appreciating Individuals, groups, teams and organization dynamics to function better.

Goal oriented approach

Is a “self renewal” or “self learning” process

It’s central feature is ‘ Involvement & Participation’

Is a process that focuses on:

ORGANIZATION CULTURE

ORGANIZATION PROCESSES

ORGANIZATION STRUCTURE

OD IS:… Contd..

1) Improve functioning of Individuals, Teams and total Organization.

2) Impart necessary skills and knowledge that will enable organizational members continuously improve functioning on their own.

TWO GOALS OF O.D

OD is neither "anything done to better

an organization" nor is it "the training

function of the organization"; it is a

particular kind of change process

designed to bring about a particular

kind of end result.

CONTRACTUAL RELATIONSHIP

Organization development is a "contractual relationship between a change agent and a sponsoring organization entered into for the purpose of using applied behavioral science and or other organizational change perspectives in a systems context to improve organizational performance and the capacity of the organization to improve itself".

Who Is Change Agent?

The change agent can be internal or external to thye organization. He is not a technical expert skilled in such functional areas as accounting, production, or finance. But, he is a behavioral scientist who knows how to get people in an organization involved in solving their own problems

SUMMING O.D

O.D is a long-term effort, led and supported by top management, to improve an organization’s visioning, empowerment, learning and problem solving processes, through an on-going, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-utilizing the consultant-facilitator role and the theory and technology of applied behavioural science, including action-research.

ACTION-RESEARCH MODEL

Action-Research Model consists of 3 ingredients:

Highly participative nature of OD

Consultant role of collaborator and co-

learner

The iterative process of diagnosis and

action

INPUT TRANSFORMATION

OUTPUT

ACTION-RESEARCH MODEL

PLANNING

. Preliminary diagnosis. Data gathering

. Feedback of results. Action Planning

ACTION

. Learning Processes. Action Planning

. Action Steps

RESULTS

. Change in behaviour. Data gathering

. Data measurement

Unfreezing Changing Refreezing

Feedback Loop A Feedback Loop B

Feedback Loop C

OD Beliefs, Values & Assumptions

Beliefs > is a cognitive concept, a proposition how the world works, that individual accepts as true.

Values > are judgmental beliefs I.e. Right or wrong

Assumptions > are belief that are regarded as valuable, taken for granted and very rarely questioned and examined.

The O.D values tends to be:

OPTIMISTIC

HUMANISTIC

DEMOCRATIC

OD Beliefs, Values & Assumptions

Contd…

By Richard Beckhard Basic building block of an organization are

groups. So, the basic unit of change is team, not individual.

Development goal is reduction of inappropriate competition between parts of an organization and development of collaborative environment

Develop open communication, mutual trust and confidence between and across levels

“ People support what they help create.” Active participation and sense of ownership

ORGANIZATIONAL CHANGE

MEANING: Is inevitable

Any imbalance or movement from the

current situation

According to Lewin it is movement from one

equilibrium point to another equilibrium

point.

It challenges the status quo

It is either PLANNED Change Or UNPLANNED

Change

Examples of organization-wide change

include a change in mission, restructuring

operations (e.g., restructuring to self-

managed teams, layoffs, etc.), new

technologies, mergers, major collaborations,

"rightsizing", new programs such as Total

Quality Management, re-engineering, etc…

ORGANIZATIONAL CHANGE

Contd…

TYPES OF CHANGE

A) Transformational Change

B) Incremental Change

C) Top-Down Change

D) Bottom-up Change

FORCES FOR CHANGEExternal

Marketplace

Regulation

Technology

Economic Forces

Internal

Long Range Plans

New Equipment

Work Force

Comp and Benefits

Employee Attitudes

External Forces

Environmental Dynamics

These changes include new government

regulations, changing social and political

trends, new tax laws, changes in labor

market conditions, or new strategies

taken by competitors.

External Forces

New Technologies

The introduction of new equipment,

tools, methods, automated machinery,

and computerization allows employees

and supervisors to do their jobs better

and faster.

Internal Forces

Include changes in the organization’s

overall strategy, reorganizations,

changes in the composition of the work

force, introduction of new equipment,

and the need to modify employee

attitudes.

Foundations Of O.D

Burke-Litwin Model:

Variables involved in the First order

change and Second order change

Systems Theory

Burke- Litwin Model First Order Change

(Transactional change) Evolutionary, Adaptive Change, Focus on Org. Climate, Procedures, Policies and skill required

Second Order Change Transformational Change Revolutionary, Fundamental change, Focus on Leadership, Org. culture, strategy,

mission

Transformational factors are more powerful to bring Organization change

Strategies of Changing According to chin & benne

Empirical- Rational strategies

Normative-Reeducative strategies

Power-Coercive strategies

O.D represents a combination of normative-Reeducative and empirical rational strategies

Resistance To Change Resistance occurs when they

perceive change as threat to them. Resistance are of many forms:

Active Passive Overt Covert Individual Organized Timid Aggressive

Sources of Resistance to Change

Organization LevelForce

Group LevelForce

Subunit LevelForce

Individual levelForce

Change

Individual level Force

Fear of Loss Lack of trust Uncertainty Selective Perception Logical and emotional reasons

Group Level Force

Group Norms

Group Cohesiveness

Group Think

Sub-unit Level Force

Differences in Orientation

Power and conflict

Organizational Level force

Organization structure

Organization Culture

Organization Strategy

Techniques For Reducing Resistance

1. Education & Communication

2. Participation

3. Facilitation & Support

4. Negotiation

5. Manipulation & Cooptation

6. Coercion

Kurt Lewin’s Approach of Change Process

Manage OD Process

Examining what Leaders, Organization

members, and OD practioners do as they

implement OD programs.

Diagnosis forms foundation for intervening,

& intervening involves implementing

various change inducing Action programs

Basic Components of OD Programs

DIAGNOSIS

ACTION

PROGRAM MANAGEMENT

Diagnosis

Collection of Data regarding: System, or sub-units, Processes, culture, Or any other areas of interest

Ask Questions: What are the problem areas What are its strengths What are unrealized opportunities What are the discrepancies

According to Beckhard:Two broad areas of diagnosis analysis

One is diagnosis of various sub-systems or total

systems as: Natural work teams (Department,

Research teams) or

May be levels namely: Top, Middle, or Low level

Second area is Organization process--- Decision

making process, Communication process, Inter-

group relationship, conflict, goal-setting process

Diagnosiscontd..

Action

All activities and interests to improve

organization functioning

Plans are developed to correct problems;

seize opportunities by capitalizing on

strengths,

Are OD interventions that addresses issues

primary on 3 areas:

1. Structure Complexity Formalization Centralization Job redesign

2. Technology Work processes, methods

3. People Attitudes Expectations Perceptions Behaviour

ActionContd..

Program Management

All activities to ensure success of the

program such as developing OD strategy,

monitoring & dealing with complexities and

threats.

Look for Resistance to change

Ensure techniques for reduction of

resistance

Six Box Model

By Marvin Weisboard

It explain where to look and what to look for diagnosing problems.

Six critical areas to investigate

Six Box Model contd…

1. Purposes-What business are we in?

2. Structure-How do we divide up the work?

3. Rewards- Do all needed tasks have incentives?

4. Helpful Mechanisms- Have we adequate

coordinating

technologies?

5. Relationships-How do we manage conflict among

people?

and with technologies?

6. Leadership-Does someone keep the boxes in

balance?

Third Wave Consulting

By Marvin Weisboard: Movement from problem centered “

sickness” model of organization diagnosis

to “ wellness” model

The Action Component : OD Interventions

Is a process for improving organizational processes by

Changes in organization’s culture Changes in organization’s processes By sets of structured activities for org.

improvement

One of four conditions give rise to need of OD interventions:

Problem; corrective actions implemented to fix the problem

Unrealized opportunity; actions implemented to seize the opportunity

Features of the organization out of alignment; actions to “ get things back”

Reworking on Vision; actions to build necessary structures, processes and culture to support new vision.

The Action Component : OD Interventions

The Nature of OD Interventions

A well designed OD program is according to overall OD strategy.

The strategy is based on questions like: What are the overall change/ improvement

goals of the program? What parts of the organization are ready and

receptive to the OD programs What are the key leverage points (individual

and groups) in the organization? What are the resources available, external and

internal facilitators?

Planning actions, executing actions, and evaluating the consequences of actions are an integral part of OD.


There is underlying difference between traditional training & development and OD by 2 ways: Interventions have 2 goals: a learning or

educational goal and an accomplishing –a task goal OD problem solving interventions focus on real

organizational problems, central to the needs of org.


1) Behavioral Science Knowledge and Technology

Practitioners rely heavily on the knowledge and methodologies of the behavioural sciences.

Deal with aspects of individual motivation, personality, dimensions of interpersonal behaviour, group dynamics, social processes, culture formation and adult learning in choosing what to do and designing how to do it.

OD’s Distinguishing Characteristics

2) Value-base: Humanism, Participation, Choice and Development:

Value sets that form the core of OD practice are stated above.

Norms of interaction that promote authenticity, honesty, openness, respect, and dignity; and opportunities for people to grow and develop their potential


3) Process of Client-centric Interventions OD process is designed on the basis of continuous

flow of diagnostic and evaluative data about the client, desired future or problem being addressed, the execution and emerging /unanticipated events

Design work takes into account: Client capacity ( ability to understand and take action on

what’s happening in the present state) Client readiness (motivation to change) Type, level and complexity of problems, opportunities,

depth of desired future state or vision System complexity (human system, interacting players…)


4) Active Process Management

Important part of OD is managing the total processby:

Monitoring and managing the process path ( checking for deviations– resistances)

Ensuring execution ( intention, quality and timing)


5) Client-Consultant Relationship


6) Multiple Desired Outcomes

OD effort brings two classes of intended outcomes:

a) Individual Development and

b) Organization Improvement


a) Individual Development:OD processes are geared to help individuals grow and develop

Learning helps in people’s capacity to lead and manage change in future.

Change in knowledge, skills, behaviour and mindsets


b) Organization Improvement

Performance and

Culture


Performance

Performance involves mission related results, viewed through metrics like

Revenues, Profit Customer service, Clients served Production, cycle time Market share, value of firm Quality

Other internal factors acting as indicators of performance are:

Employee satisfaction Quality of work life Operation measures

Performance

Culture

Creates the shared values & culture of

OCTAPACE

Understanding o.d

Documents

Transcript of Understanding o.d