UNDERSTANDING O.

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
OD IS:… Contd..

 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
TWO GOALS OF O.D
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.
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
 ACTION-RESEARCH MODEL
 INPUT  TRANSFORMATION OUTPUT
PLANNING ACTION RESULTS
. Preliminary diagnosis
. Learning Processes . Change in behaviour
. Data gathering
. Action Planning . Data gathering
. Feedback of results
. Action Steps . Data measurement
. Action Planning

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.
OD Beliefs, Values & Assumptions
Contd…

 The O.D values tends to be:

 OPTIMISTIC

 HUMANISTIC

 DEMOCRATIC
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
 ORGANIZATIONAL CHANGE
Contd…

 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…
TYPES OF CHANGE

A) Transformational Change

B) Incremental Change

C) Top-Down Change

D) Bottom-up Change
 FORCES FOR CHANGE
External Internal

 Marketplace  Long Range Plans

 Regulation  New Equipment

 Work Force
 Technology
 Comp and Benefits
 Economic Forces
 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 Level Group Level

Force Force

Change

Subunit Level Individual level

Force Force
 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
 Diagnosis contd..

 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
 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:
Action Contd..
1. Structure
 Complexity
 Formalization
 Centralization
 Job redesign
2. Technology
 Work processes, methods

3. People
 Attitudes
 Expectations
 Perceptions
 Behaviour
 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
The Action Component : OD
Interventions
 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 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?
 The Nature of OD Interventions

 Planning actions, executing actions, and

evaluating the consequences of actions
are an integral part of OD.
 The Nature of OD Interventions
 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.
 OD’s Distinguishing Characteristics

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
 OD’s Distinguishing Characteristics
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…)
 OD’s Distinguishing Characteristics
4) Active Process Management

Important part of OD is managing the total process by:

 Monitoring and managing the process path ( checking

for deviations– resistances)

 Ensuring execution ( intention, quality and timing)

 OD’s Distinguishing Characteristics

5) Client-Consultant Relationship
 OD’s Distinguishing Characteristics

6) Multiple Desired Outcomes

OD effort brings two classes of intended outcomes:

a) Individual Development and

b) Organization Improvement
 OD’s Distinguishing Characteristics
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
 OD’s Distinguishing Characteristics

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
 Performance
 Other internal factors acting as indicators
of performance are:

 Employee satisfaction
 Quality of work life
 Operation measures
 Culture

 Creates the shared values & culture of

OCTAPACE