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Introduction to Organizational Development

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Dr Anju Chawla
Dr Anju Chawla

This document provides an introduction to organizational development (OD). It begins with the most comprehensive definition of OD by French and Bell, which describes it as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, problem-solving and culture. It emphasizes the importance of intact work teams. The definition stresses that OD focuses on processes and culture, encourages collaboration, views organizations as complex systems, and relies on an action research model. Successful OD requires the involvement of change agents who can facilitate collaboration to define and resolve problems. The document then discusses how to assess an organization's readiness for change and outlines the typical action research process involved in OD interventions.

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INTRODUCTION TO ORGANISATIONAL DEVELOPMENT Interaction Session1 By Anju Chawla
Most Comprehensive definition by French & Bell Organization development 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 ongoing, collaborative management of organization culture—with special emphasis on the culture of intact work teams and other team configurations using the Consultant’ facilitator role and the theory and technology of applied behavioral science, including action research.
By LONG-TERM EFFORT we mean that organizational change and development take time —several years in most cases. Ralph Kilmann's book, Beyond the Quick Fix, tell the story correctly: There is no "quick fix" when it comes to lasting organizational improvement. In fact, it is more accurate to describe "improvement" as a never-ending journey of continuous change.
The phrase led and supported by TOP MANAGEMENT states an imperative;Top management must lead and actively encourage the change effort. Organizational change is hard, serious business: it includes pain and setbacks as well as successes. Top management must initiate the improvement "journey" and be committed to seeing it through. Most OD programs that fail do so because lop management was ambivalent, lost its commitment, or became distracted with other duties.
By VISIONING PROCESSES we mean those processes through which organization members develop a viable, coherent, and shared picture of the nature of the products and services the organization offers, the ways those goods will be produced and Delivered to customers, and what the organization and its members can expect from each other. Visioning means creating a picture of the desired future that includes salient Features of the human side of the organization and then working together to make that picture a reality.
By EMPOWERMENT PROCESSES we mean those leadership behaviors and human resource practices that enable organization members to develop and use their talents as fully as possible toward individual growth and organizational success. It means involving large numbers of people in building the vision of tomorrow,developing the strategy for getting there, and making it happen. For empowerment to become a fact of life, it must be built into the very fabric of the organization its strategy, structure, processes, and culture.
By LEARNING PROCESSES we mean those interacting, listening, and self-examining processes that facilitate individual, team, and organizational learning. Peter Senge describes learning organizations as " organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together."
PROBLEM-SOLVING PROCESSES refer to the ways organization members diagnose situations, solve problems, make decisions, and take actions on problems, opportunities, and challenges in the organization's environment and its internal functioning. It is believed that solutions to problems are enhanced by tapping deeply into the creativity, commitment, vitality, and common purposes of all members of the organization, in contrast to having only a select few involved.
By ONGOING COLLABORATIVE MANAGEMENT of the organization's culture we mean. first,that one of the most important things to manage in organizations is the culture-, the prevailing pattern of values, attitudes, beliefs, assumptions, expectations, activities, interactions. norms, sentiments, and artifacts. And second, managing the culture should be a collaborative business, one of widespread participation in creating and managing a culture that satisfies the wants and needs of individuals at the same lime that it fosters the organization's purposes.
Collaborative management of the culture means that every-one, not just a small group, has a stake in making the organization work. Just as visioning, empowerment, learning, and problem-solving processes are opportunities for collaboration in organization development, so is managing the culture. By 'INTACT WORK TEAMS and other configurations we recognize that teams are central to accomplishing work in organizations. We think teams are the basic building blocks of organizations. When teams function well, individuals and the total organization function well. Further, team culture can be collaboratively managed to ensure effectiveness.
The most prevalent form of teams in organizations is intact work teams consisting of superior and subordinates with a specific job to perform. Team building and role and goal clarification interventions are standard activities in OD programs directed toward intact work teams. But in many organizations today, intact work teams do not have a boss in the traditional sense—they learn manage themselves, These self-directed teams assume complete responsibility for planning and executing work assignments. In addition to team building and role and goal clarification, members are trained in competencies such as planning, maintaining quality control, and using management information. Over time, self-directed teams control performance appraisals, hiring, firing, and training the results are usually gratifying both for the team members and for the organization.
The phrase using CONSULTANT FACILITATOR role conveys our belief that leaders can benefit from seeking professional assistance in planning and implementing OD initiatives. By the THEORY AND TECHNOLOGY OF APPLIED BEHAVIORAL SCIENCE we mean insights from the sciences dedicated to understanding people in organizations, how they function, and how they can function better.therefore in addition to the behavioral sciences such as psychology, sociology and so on applied disciplines such as adult education, psychotherapy, social work, economics, and political science make contributions to the practice of OD.
And finally, by ACTION RESEARCH we mean the participative model of collaborative and iterative diagnosis and taking action in which the leader, organization members,and OD practitioner work together to define and resolve problems and opportunities. Because of the extensive applicability of this model in OD, another definition of organization development could be organization improvement through participant action research.
The definition that have just been analyzed contains the elements which are important for OD. To summarize, here are the primary distinguishing characteristics of organization development. 1. OD focuses on culture and processes. 2. Specifically. OD encourages collaboration between organization leaders and members in managing culture and processes. 3. Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities.
4. OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides. 5. Participation and involvement in problem solving and decision making by all levels of the organization are hallmarks of OD. 6. OD focuses on total system change and views organizations as complex social systems. 7. OD practitioners are facilitators. Collaborators, and co- learners with the client system &An overarching goal is to make the client system and goal is to make this system able to solve its problems on its own by teaching the skills and knowledge of continuous learning through self-analytical methods.
8. OD views organization improvement as an ongoing process in the context of a constantly changing environment. 9. OD relies on an action research model with extensive participation by client system members. 10. OD takes a developmental view that seeks the betterment of both individuals and the organization. Attempting to create "win-win" solutions is standard practice in OD programs.
WHO DOES OD? To be successful, OD must have the buy-in, ownership, and involvement of all stakeholders, not just of the employees throughout the organization. OD is usually facilitated by change agents -- people or teams that have the responsibility for initiating and managing the change effort. These change agents may be either employees of the organization (internal consultants) or people from outside the organization (external consultants.) Effective change requires leadership with knowledge, and experience in change management. We strongly recommend that external or internal consultants be used,
External consultants can manage to affect ... the power structure in a way that most internal change agents cannot." Since experts from outside are less subject to the politics and motivations found within the organization, they can be more effective in facilitating significant and meaningful changes.
WHEN IS AN ORGANIZATION READY FOR OD? There is a formula, which we can use to decide if an organization is ready for change: Dissatisfaction x Vision x First Steps > Resistance to Change This means that three components must all be present to overcome the resistance to change in an organization: Dissatisfaction with the present situation, a vision of what is possible in the future, and achievable first
If any of the three is zero or near zero, the product will also be zero or near zero and the resistance to change will dominate. We use this model as an easy, quick diagnostic aid to decide if change is possible. OD can bring approaches to the organization that will enable these three components to surface, so we can begin the process of change.
OD IS A PROCESS Action Research is a process which serves as a model for most OD interventions. French and Bell describe Action Research as a "process of systematically collecting research data about an ongoing system relative to some OBJECTIVE, GOAL, OR NEED OF THAT SYSTEM; FEEDING THESE DATA BACK INTO THE SYSTEM; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data
THE STEPS IN ACTION RESEARCH ARE 1. ENTRY. This phase consists of marketing, i.e. finding needs for change within an organization. It is also the time to quickly grasp the nature of the organization, identify the appropriate decision maker, and build a trusting relationship. 1. 2. START-UP AND CONTRACTING. In this step, we identify critical success factors and the real issues, link into the organization's culture and processes, and clarify roles for the consultant(s) and employees. This is also the time to deal with resistance within the organization. A formal or
3. ASSESSMENT AND DIAGNOSIS. Here we collect data in order to find the opportunities and problems in the organization (refer to DxVxF>R above.) . This is also the time for the consultant to make a diagnosis, in order to recommend appropriate interventions.
4. FEEDBACK. This two-way process serves to tell those what we found out, based on an analysis of the data. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) This provides an opportunity for the organization's people to become involved in the change process, to learn about how different parts of the organization affect each other, and to participate in selecting
5. ACTION PLANNING. In this step we will distill recommendations from the assessment and feedback, consider alternative actions and focus our intervention(s) on activities that have the most leverage to effect positive change in the organization. An implementation plan will be developed that is based on the assessment data, is logically organized, results- oriented, measurable and rewarded. We must plan for a participative decision-making
6. INTERVENTION. Now, and only now, do we actually carry out the change process. It is important to follow the action plan, yet remain flexible enough to modify the process as the organization changes and as new information emerges. 7.EVALUATION. Successful OD must have made meaningful changes in the performance and efficiency of the people and their organization. We need to have an evaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process itself
7.ADOPTION. After steps have been made to change the organization and plans have been formulated, we follow- up by implementing processes to insure that this remains an ongoing activity within the organization, that commitments for action have been obtained, and that they will be carried out. 8. SEPARATION. We must recognize when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. We also should plan for future contacts, to
But for successful OD to take place, all of these steps must be followed. It works best if they are taken in the order described. And, since learning is really an iterative, not a sequential process, we must be prepared to re-enter this process when and where appropriate.
THANK YOU Any kind of queries or feedback in regard with the session can be mailed to anju.chawla1@gmail.com

More Related Content

Introduction to Organizational Development

  • 2. Most Comprehensive definition by French & Bell Organization development 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 ongoing, collaborative management of organization culture—with special emphasis on the culture of intact work teams and other team configurations using the Consultant’ facilitator role and the theory and technology of applied behavioral science, including action research.
  • 3. By LONG-TERM EFFORT we mean that organizational change and development take time —several years in most cases. Ralph Kilmann's book, Beyond the Quick Fix, tell the story correctly: There is no "quick fix" when it comes to lasting organizational improvement. In fact, it is more accurate to describe "improvement" as a never-ending journey of continuous change.
  • 4. The phrase led and supported by TOP MANAGEMENT states an imperative;Top management must lead and actively encourage the change effort. Organizational change is hard, serious business: it includes pain and setbacks as well as successes. Top management must initiate the improvement "journey" and be committed to seeing it through. Most OD programs that fail do so because lop management was ambivalent, lost its commitment, or became distracted with other duties.
  • 5. By VISIONING PROCESSES we mean those processes through which organization members develop a viable, coherent, and shared picture of the nature of the products and services the organization offers, the ways those goods will be produced and Delivered to customers, and what the organization and its members can expect from each other. Visioning means creating a picture of the desired future that includes salient Features of the human side of the organization and then working together to make that picture a reality.
  • 6. By EMPOWERMENT PROCESSES we mean those leadership behaviors and human resource practices that enable organization members to develop and use their talents as fully as possible toward individual growth and organizational success. It means involving large numbers of people in building the vision of tomorrow,developing the strategy for getting there, and making it happen. For empowerment to become a fact of life, it must be built into the very fabric of the organization its strategy, structure, processes, and culture.
  • 7. By LEARNING PROCESSES we mean those interacting, listening, and self-examining processes that facilitate individual, team, and organizational learning. Peter Senge describes learning organizations as " organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together."
  • 8. PROBLEM-SOLVING PROCESSES refer to the ways organization members diagnose situations, solve problems, make decisions, and take actions on problems, opportunities, and challenges in the organization's environment and its internal functioning. It is believed that solutions to problems are enhanced by tapping deeply into the creativity, commitment, vitality, and common purposes of all members of the organization, in contrast to having only a select few involved.
  • 9. By ONGOING COLLABORATIVE MANAGEMENT of the organization's culture we mean. first,that one of the most important things to manage in organizations is the culture-, the prevailing pattern of values, attitudes, beliefs, assumptions, expectations, activities, interactions. norms, sentiments, and artifacts. And second, managing the culture should be a collaborative business, one of widespread participation in creating and managing a culture that satisfies the wants and needs of individuals at the same lime that it fosters the organization's purposes.
  • 10. Collaborative management of the culture means that every-one, not just a small group, has a stake in making the organization work. Just as visioning, empowerment, learning, and problem-solving processes are opportunities for collaboration in organization development, so is managing the culture. By 'INTACT WORK TEAMS and other configurations we recognize that teams are central to accomplishing work in organizations. We think teams are the basic building blocks of organizations. When teams function well, individuals and the total organization function well. Further, team culture can be collaboratively managed to ensure effectiveness.
  • 11. The most prevalent form of teams in organizations is intact work teams consisting of superior and subordinates with a specific job to perform. Team building and role and goal clarification interventions are standard activities in OD programs directed toward intact work teams. But in many organizations today, intact work teams do not have a boss in the traditional sense—they learn manage themselves, These self-directed teams assume complete responsibility for planning and executing work assignments. In addition to team building and role and goal clarification, members are trained in competencies such as planning, maintaining quality control, and using management information. Over time, self-directed teams control performance appraisals, hiring, firing, and training the results are usually gratifying both for the team members and for the organization.
  • 12. The phrase using CONSULTANT FACILITATOR role conveys our belief that leaders can benefit from seeking professional assistance in planning and implementing OD initiatives. By the THEORY AND TECHNOLOGY OF APPLIED BEHAVIORAL SCIENCE we mean insights from the sciences dedicated to understanding people in organizations, how they function, and how they can function better.therefore in addition to the behavioral sciences such as psychology, sociology and so on applied disciplines such as adult education, psychotherapy, social work, economics, and political science make contributions to the practice of OD.
  • 13. And finally, by ACTION RESEARCH we mean the participative model of collaborative and iterative diagnosis and taking action in which the leader, organization members,and OD practitioner work together to define and resolve problems and opportunities. Because of the extensive applicability of this model in OD, another definition of organization development could be organization improvement through participant action research.
  • 14. The definition that have just been analyzed contains the elements which are important for OD. To summarize, here are the primary distinguishing characteristics of organization development. 1. OD focuses on culture and processes. 2. Specifically. OD encourages collaboration between organization leaders and members in managing culture and processes. 3. Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities.
  • 15. 4. OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides. 5. Participation and involvement in problem solving and decision making by all levels of the organization are hallmarks of OD. 6. OD focuses on total system change and views organizations as complex social systems. 7. OD practitioners are facilitators. Collaborators, and co- learners with the client system &An overarching goal is to make the client system and goal is to make this system able to solve its problems on its own by teaching the skills and knowledge of continuous learning through self-analytical methods.
  • 16. 8. OD views organization improvement as an ongoing process in the context of a constantly changing environment. 9. OD relies on an action research model with extensive participation by client system members. 10. OD takes a developmental view that seeks the betterment of both individuals and the organization. Attempting to create "win-win" solutions is standard practice in OD programs.
  • 17. WHO DOES OD? To be successful, OD must have the buy-in, ownership, and involvement of all stakeholders, not just of the employees throughout the organization. OD is usually facilitated by change agents -- people or teams that have the responsibility for initiating and managing the change effort. These change agents may be either employees of the organization (internal consultants) or people from outside the organization (external consultants.) Effective change requires leadership with knowledge, and experience in change management. We strongly recommend that external or internal consultants be used,
  • 18. External consultants can manage to affect ... the power structure in a way that most internal change agents cannot." Since experts from outside are less subject to the politics and motivations found within the organization, they can be more effective in facilitating significant and meaningful changes.
  • 19. WHEN IS AN ORGANIZATION READY FOR OD? There is a formula, which we can use to decide if an organization is ready for change: Dissatisfaction x Vision x First Steps > Resistance to Change This means that three components must all be present to overcome the resistance to change in an organization: Dissatisfaction with the present situation, a vision of what is possible in the future, and achievable first
  • 20. If any of the three is zero or near zero, the product will also be zero or near zero and the resistance to change will dominate. We use this model as an easy, quick diagnostic aid to decide if change is possible. OD can bring approaches to the organization that will enable these three components to surface, so we can begin the process of change.
  • 21. OD IS A PROCESS Action Research is a process which serves as a model for most OD interventions. French and Bell describe Action Research as a "process of systematically collecting research data about an ongoing system relative to some OBJECTIVE, GOAL, OR NEED OF THAT SYSTEM; FEEDING THESE DATA BACK INTO THE SYSTEM; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data
  • 22. THE STEPS IN ACTION RESEARCH ARE 1. ENTRY. This phase consists of marketing, i.e. finding needs for change within an organization. It is also the time to quickly grasp the nature of the organization, identify the appropriate decision maker, and build a trusting relationship. 1. 2. START-UP AND CONTRACTING. In this step, we identify critical success factors and the real issues, link into the organization's culture and processes, and clarify roles for the consultant(s) and employees. This is also the time to deal with resistance within the organization. A formal or
  • 23. 3. ASSESSMENT AND DIAGNOSIS. Here we collect data in order to find the opportunities and problems in the organization (refer to DxVxF>R above.) . This is also the time for the consultant to make a diagnosis, in order to recommend appropriate interventions.
  • 24. 4. FEEDBACK. This two-way process serves to tell those what we found out, based on an analysis of the data. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) This provides an opportunity for the organization's people to become involved in the change process, to learn about how different parts of the organization affect each other, and to participate in selecting
  • 25. 5. ACTION PLANNING. In this step we will distill recommendations from the assessment and feedback, consider alternative actions and focus our intervention(s) on activities that have the most leverage to effect positive change in the organization. An implementation plan will be developed that is based on the assessment data, is logically organized, results- oriented, measurable and rewarded. We must plan for a participative decision-making
  • 26. 6. INTERVENTION. Now, and only now, do we actually carry out the change process. It is important to follow the action plan, yet remain flexible enough to modify the process as the organization changes and as new information emerges. 7.EVALUATION. Successful OD must have made meaningful changes in the performance and efficiency of the people and their organization. We need to have an evaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process itself
  • 27. 7.ADOPTION. After steps have been made to change the organization and plans have been formulated, we follow- up by implementing processes to insure that this remains an ongoing activity within the organization, that commitments for action have been obtained, and that they will be carried out. 8. SEPARATION. We must recognize when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. We also should plan for future contacts, to
  • 28. But for successful OD to take place, all of these steps must be followed. It works best if they are taken in the order described. And, since learning is really an iterative, not a sequential process, we must be prepared to re-enter this process when and where appropriate.
  • 29. THANK YOU Any kind of queries or feedback in regard with the session can be mailed to anju.chawla1@gmail.com