OD
OD
OD
Contents
Understanding OD Definitions History Underlying Assumptions & Values
What is OD?
Essar Group- Institutionalizing a Coaching Culture LSIP
Definitions
Definitions
OD is an effort 1) planned, 2) organization wide & 3) managed from the top to, 4) increase organization effectiveness and health through 5) planned interventions in the organizations processes, using behavioralscience knowledge (Beckhard, 1969)
O.D may be defined as a systematic, integrated and planned approach to improve the effectiveness of an enterprise. It is designed to solve problems that adversely affect the operational efficiency at all levels (Koontz,1980)
OD is a planned process of change in an organizations culture through the utilization of behavioral science technologies, research and theory (Burke, 1994)
OD is a long-term effort, led & supported by top management, to improve the organizations visioning, empowerment, learning and problemsolving process, through an on-going, collaborative management of organization culture with special emphasis on the culture of intact work teams & other team configurations using the consultant-facilitator role & the theory and technology of applied behavioral science, including action research.
Characteristics of OD
Focuses on culture & processes Encourages collaboration between leaders & other employees in managing culture & processes Teams are the target of most OD activities Focuses on the Human & Social side of orgn Participation in problem solving & decision making by all levels Views organizations as complex social systems Its goals is to make the orgn solve its own problems through self-analysis Developmental view for betterment of both individuals & the orgn
History
A small, unstructured group in which participants learn from their own interactions & evolving dynamics about issues such as interpersonal relations, personal growth, leadership & group dynamics Founded by Research Centre for Group Dynamics (RCGD) in 1945 by Kurt Lewin Later contribution by Kurt Lewin, Kenneth Benne and Leland Bradford. (leaders of learning group) Added methods like role-plays and flip charts Evolved into NTL National Training Laboratory This type of method used in adult education and group therapy.
Exercise 1: "Imagine a person with whom you have some unfinished business. If you remember two flip a coin in your mind to pick one." Help any group member who is having difficulty identifying someone. "Imagine yourself facing that person. Notice the shape of their face, their expression, their posture, what they are wearing, etc. (go through the five senses to set the scene). Talk to that person or allow them to talk to you." Exercise 2:Pictures at an Exhibition "Allow a memorable portrait to come in to your mind. Let it emerge on the wall of your mind. What are you feeling as it is emerging? Who is in it? What kind of frame does it have? Is your place in the picture or outside of it? As it becomes clearer what kind of feelings are you having? Role reverse and speak for each person in the portrait. Choose group members to represent the people in your portrait and arrange them. What would you like to change in your portrait?"
Action Spectrogram: "Arrange yourself across the room in terms of how into the treatment program (this group) you are now with this wall representing being very into it and this opposite one representing being very much out of the program (or group)." Allow each member take a position and state the reason for their choice of position. Observe commonalities and themes. Human Map: "Rearrange yourselves spatially around the room to show where you were born. This way is North, this way South, and East, and West. Talk with each other to find your right place. Now move to where you were before you arrived here." The director now can work with one specific person and let them tell how they got to where they are now. Questions like "what significant things are happening there," or "what are you feeling like there," or "who did you leave behind" can lead into a psychodramatic enactment.
Took sessions on team building Used vertically structured groups i.e. with all managers of a given work unit present for personal and organisational topics
CHRIS ARGYRIS
First to conduct team building sessions for CEO and Top executive teams. Worked with renowned members of National Training Laboratory (NTL) and himself contributed to laboratory training
Helped in application of T-Group skills to complex organisations. Used behavioural science knowledge to help line managers be more effective in groups..
Used a combination of the case method, exrecises & lectures with the lab method Focused on inter-group as well as interpersonal relations e.g. inter-functional problem solving Rejected the stranger-type labs to inter-group projects
Developed the Managerial Grid Focused on system rather than individuals within tehsystem
Techniques and approach developed by staff members at the Survey Research Center of the University of Michigan over a period of years. They discovered that research needed to be closely linked to action if the organization members were to use it to manage change A key component of most action research was studies was the systematic collection of survey data that was fed back to the client organization The findings are first reported to top management & then communicated through the organization The feedback sessions were conducted in task groups with bosses & subordinates discussing the data together
Contributors
RENSIS LIKERT Techniques for the measurement of attitudes. Used five point Likert scale
Contributors
FLOYD MANN, RENSIS LIKERT Evolution of the survey-feedback methodology Change occurred when managers shared survey results with subordinates and planned improvement actions with them
Contributors
Eric Trist
Coal mine where he applied the concept of leaderless groups & encouraged miners to form teams and run all processes rather than the traditional assemblyline structure o Work redesign & semi autonomous work teams
o
Tavistock
Included the non executive ranks of orgn, with greater focus on teams o Use of action research & greater participation
o
Normative Approaches
Strategic Change
1950
1960
1970
1980
1990
2000
TODAY
Second Generation of OD
1. 2. 3. 4. 5. 6. 7.
8.
9. 10.
Interest in Organizational Transformation Interest in Organizational Culture Interest in Learning Organizations Intensified interest in teams TQM Interest in visioning Large Meetings Quality of work life programmes Valuing Diversity Appreciative Inquiry
Underlying Assumptions
The basic building blocks of orgns are groups, therefore the basic units of change are groups, not individuals Orgns can benefit from reducing inappropriate competition between parts of an organization & developing more collaborative conditions Decision making in healthy organizations is located where the information sources are, rather than in a particular role/ hierarchy Orgns/ depts & individuals, manage their affairs against goals Healthy orgns develop open communication, mutual trust & confidence between & across levels People support what they help create people must be allowed to participate in planning & driving change to build a sense of ownership
Underlying Values
Individual is and should be more independent and autonomous. Individual has and should have choice with regard to his work and leisure. Once the basic needs are met, Individuals strive for realizing self worth and their potential Where individual needs are in conflict with organizational requirements, individual perhaps would choose to meet his own needs rather than submerge them in organizations needs. Work should be made meaningful and stimulating thus providing for intrinsic rewards in addition to adequate extrinsic rewards. Managers should manage by influence than through force or reward power. The power vested in bosses is and should be reduced
Salient issues in OD
The OD effort should begin at the top level of the management and permeate the organization till it reaches the lower levels. The external consultant helps in problem identification, problem solving and implementing action plan without creating dependency needs in the client system. In other words, the external agent helps the client to help himself so that the latter develops ability to function independently The client is either a particular target group or the total organization. Either of them as the client system has varying implications for OD effort. Identifying the needed change depends upon determining the nature and type of the problem within the organization. This may be done in terms of diagnostic studies that also tap the felt needs among employees
Salient issues in OD
Identifying and defining the problem as accurately as possible is a must as it determines the rest of the activity such as the appropriate intervention techniques, support from the client group and evaluation of the effectiveness of OD effort The change may occur in individual behaviour, organizational behaviour or both. Some of the intervention techniques are applied at individual level, and the others at the organizational level. While the earlier approaches have concentrated on individual changes, the present trend emphasizes on the holistic approach of dealing with groups or teams However, there is no one best way to intervene. Hence, intervention techniques appropriate to problems at hand should be employed
An effective manager...: anticipates the need for change as opposed to reacting after the event to the emergency; diagnoses the nature of change that is required and carefully considers a number of alternatives that might improve organisational functioning, as opposed to taking the fastest way to escape the problem; and manages the change process over a period of time so that it is effective and accepted as opposed to lurching from one crisis to another.
(Pugh, D. (1993). Understanding and managing change. In Maybey, C. and Mayon-White, B. (Eds.) Managing Change, Second edition. London, P.C.P.).
MOVING
From old behaviour to the new (Changes)
Shaking up Disconfirmation of old ways of doing things Questioning & challenging of established wisdom Arouse dissatisfaction with the current state. Activate and strengthen top management support. Use participation in decision making. Build in rewards.
Making the actual changes to move to the new state of existence Includes the development of new strategies, structures, systems & responsibilities and the shedding of old ones Establish goals Institute smaller, acceptable changes that reinforce and support change Develop management structures for change Maintain open, two-way communication
Stabilizing, institutionalizing the changes. Making sure the organisation doesn't go backwards to the old state Reinforcement of the changes through symbols, such as changed logos, dress, building design, structures Build success experiences. Reward desired behaviour. Develop structures to institutionalize the change. Make change work The term Re-freezing may not be appropriate in an era of continuous change, so maybe this stage involves something more like stabilising.
Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded this model into a seven-stage model representing the consulting process
Phase 1 Developing a need for change. Phase 2 Establishing the change relationship. Phase 3 Diagnosing the client systems problem. Examining alternative routes, establishing goals Phase 4 and intentions of action. Phase 5 Transforming intentions into actual change efforts. Phase 6 Stabilizing change. Phase 7 Achieving a terminal relationship.
Action
Feedback to Client
OD interventions that are directed towards structure, management practices, and systems (policies & procedures) result in first order change.
OD interventions that are directed towards mission and strategy, leadership, and organization culture result in second order change.
Transformational factors
Transactional factors
1 2
Physical setting
Technology
Social Factors
Culture, management style, informal networks, individual attributes
Physical Settings
Space configuration, physical ambiance
Technology
Machinery, tools, IT, job design
Systems Theory
Organizations are open systems All open systems are input-throughput-output mechanisms
Inputs: information, money, people, raw material , etc. Throughput: Working on the inputs through conversion process that transform the inputs Output: performance, the end product exported to the environment
Every system has a boundary, but in open systems these are permeable i.e. they permit the exchange of info/ resources & energy between the system & the environment Therefore any change within the organization or in its environment will impact the entire system. Thus when a change is desired, it is essential to consider every element in the system & ensure alignment of all elements
Systems Theory
Organizations are open systems in active exchange with their environment
Systems Theory
Sociotechnical Systems Theory (STS) All organizations comprised of two interdependent systems: 1. Social system 2. Technical system To achieve high productivity and employee satisfaction, organizations must optimize both systems.
Successf ul Change
Implementation
Concept and Design
Business Need
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR
What is the nature of the change? Why is the change happening? What is the risk of not changing?
Personal motivation to support the change Organizational drivers to support the change
Knowledge, skills and behaviors required during and after the change Understanding how to change
Demonstrated ability to implement the change Barriers that may inhibit implementing the change
Diagnosing
ORGANIZATIONAL DIAGNOSES
information, money, people, raw material , etc. Throughput: Working on the inputs through conversion process that transform the inputs Output: performance, the end product exported to the environment
Boundaries:
Defining
outflow Open systems have multiple sub-systems. As an OD consultant the boundaries for diagnosis keep changing
Feedback
All information is not feedback Only info used to control the future functioning of the orgn is considered feedback Feedback helps to diagnose the current state and those aspects that are required to change In closed system s, there is a direct cause effect relationship between initial condition & final output In open systems similar output may be achieved with different initial conditions and by using different methods Therefore the OD consultant needs to develop multiple alternatives
Equifinality:
Alignment
A
systems effectiveness depends on the degree to which the different sub-systems are aligned with each other Therefore the OD consultant needs to look at the whole system
Levels of Diagnosis
At an Overall Organization Level i.e. Company strategy, structure & process At the level of business units, divisions, subsidiary companies At a departmental level AT an individual level
The key is to know for what to look for at each level. Organization Design Group Design Job Design The degree of alignment among the different elements will impact the effectiveness of the organization's current strategy
Input: General Environment, Industry Structure Design Components: Strategy, Structure, Technology, HR Systems, Measurement Systems, Culture Output: Organization Effectiveness i.e. Performnace, Productivity, Share price, etc.
Input: Organization Design Design Components: Task Structure, Goal Clarity, Team functioning, Performance Norms, Group Compositions Output: Team Effectiveness i.e. Quality of work life, team performance
Input: Organization Design, Group Design, Personal Characteristics Design Components: Task Identify, Skill variety, Autonomy, Feedback on results, Task significance Output: Individual Effectiveness i.e. Job satisfaction, performance, absenteeism, personal development, etc.
Marvin Weisbord identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box.
Relationships Leadership
Structure
Helpful Mechanisms
Rewards
1. Questionnaires
Could use standardized tools which provide more valid and reliable data Or customized instruments designed by a consultant for a specific client Advantages:
Responses are easily quantified & summarized Easy to use with large samples Relatively inexpensive Can obtain large volume of data
Disadvantages:
Non-empathic & impersonal may not get honest responses Predetermined questions may lead to missing out of some important issues Over interpretation of data Response bias tendency to answer question sin a socially acceptable manner
2. Interviews
Could be unstructured, using broad questions about organizational functioning as a whole Could be highly structured, using guided questions which are very specific Could be individual or group interviews. A popular type of group interview is the focus group or sensing meeting whch is used to understand a particular issue in greater depth
Advantages:
Allows data collection on a range of issues can adapt your interview, as it throws up new data Source of rich data Empathetic- people open up Can build rapport with client orgn
Disadvantages:
Expensive Bias in interviewer responses Take time to conduct and analyze the data Biases of self-reportingperson may say things that he may not really believe in, but feels are socially acceptable
3. Observations
A direct way of collecting data is by observing organizational behaviours in their functional settings Can be done by walking through, becoming a part of a work team or may use videos or tapes.
Advantages:
Collects actual data on behavior, rather than reports of behavior, therefore not colored by perceptions Real-time, not retrospectivedescribes bahvior occurring in the present, rather than the past Adaptive consultant can modify what he chooses to observe
Disadvantages:
Coding & interpretation difficulty Sampling inconsistencies should be representative of the study group- not skewed towards any sub-group Observer bias and questionable reliability he needs to be trained & skilled Expensive
4. Unobtrusive measures
Data not collected directly from respondents, but from secondary sources like company records & reports e.g. attrition, productivity, profitability, processes, etc. Advantages:
An objective view of organizational functioning No response bias Easily quantified
Disadvantages:
Access & retrieval difficulties Validity concerns when systems / procedures change, same data may be collected differently e.g. productivity improvements may be shown, when the method for measuring changes Coding & interpretation difficulty
OD INTERVENTIONS
Types of Interventions
Human Process Interventions Coaching Training & Dev Process Consultation Third Party Intervention Team Building
Strategic Interventions Integrated Strategic Change Merges & Acquisitions Alliances Networks Culture Change Self Designing Orgns Orgn Learning & Knowledge Mgmt.
COACHING
Coaching
is
process
where leaders help others to develop their capacity to learn, perform and create the future they truly desire.
The Preferred Future Climate of trust Inspiring workplace Delighted stakeholders A sense of pride
Principles of Coaching
A coach does not give solutions to the coachee It is the coachee and not the coach who does most of the work in coaching The coachee must be given a trusting, conducive and warm environment where he or she can speak his /her mind freely The coach only ASKS never tells
Invite self
assessment
Offer specific
examples for feedback
Avoid/check
assumptions
Agree support
GROW Model
Step 1: GOAL Agree the focus and specific objectives for the conversation Step 2: REALITY What is current situation What has contributed to current situation Step 3: OPTIONS Explore possible solutions or next steps. Potential road blocks and unintended consequences What additional resources or assistance would be required Step 4: WRAP UP What are they going to do Get a commitment to action from the mentee. Plan for possible obstacles.
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PROCESS INTERVENTIONS
Process interventions: sensitize the group to its own internal processes; how they work together, intra group relationships, how problems are addressed and decisions are taken, etc. Content interventions: help the group determine what they will work on. It includes goal setting & review processes, how new learning is incorporated in an on-going manner, etc. Structural Interventions: Looks at inputs required, resources available, customer inputs, etc.
resources for change Building a support system for change agents Developing new competencies & skills Reinforcing new behaviors Staying the course