Organization Development

2022Dialogic1.ppt

Organisation Development

MANG 6254 Dialogic OD

A new OD Approach

Session Learning Outcomes

Distinguish between Diagnostic and Dialogic theoretical assumptions
Locate dialogic approaches in the history of OD
Connect Dialogic OD theory and practice with the idea of changing Organisational Discourse
Recognise the application of theory in Dialogic OD interventions
Identify ways in which theory can be applied to practice

Assumptions of Diagnostic OD

The original formulation of OD has strong positivistic orientation
The classical OD approach to action research as a data-based change method – no action without research and no research without action
Early OD theorists believed that one of the core tasks of a change agent is the creation of valid data
Organization exists as an entity that need examination prior to prescribing remedies
Diagnosis refer to gather data to compare a given organization against a model or desired future state

The OD Diagnostic Consultancy Cycle

Summary of Meta-Framings of Change

Traditional Discourse of Change	Emerging Discourse of Change
Dominant Root Metaphors	Change as a journey Organization as sick/ill	Change as a conversation Organization as mystery
Key Stakeholders	Consultants (as doctors and navigators) & client system representatives (as patients and co-travellers)	Local managers & employees (as change agents and mutual participants in a dialogue)
Nature of the Change Process	Discrete change orientation (destination-oriented journey)	Continuous change orientation (ongoing conversation)
Environmental Imperatives	Relatively stable and predictable world	Hyper-turbulent and rapidly changing world
Focus of Change	Emphasis on problems (negative framing)	Emphasis on improvement (positive framing)
Targets of Change	Tangible objects and artefacts (e.g. rules and procedures, the design of work, aspects of organizational structure)	Intangible phenomena (e.g. norms, morale, commitment, identity, power relationships)

Old (Diagnostic) OD Approaches

Change Source	Mechanical Sciences (1900s to Present)	Biological Sciences (1960s to Present)	Interpretive Sciences (1980s to Present)	Complexity Sciences (1990s to Present)
Perspective of Organizations	Determinate, closed systems	Contingent, open systems	Generative, meaning making systems	Complex adaptive systems
Intervention Focus	Efficiency, plans, structure, IT, productivity	Alignment, congruence, strategic plans	Discourse, meaning making, culture, norms	Chaos, self- organization, emergent design
Change Emphasis	Fix & Re-engineer	Adapt & Re-position	Reframe & Rename	Flux & Emergent Facilitation

New (Dialogic) OD Approaches

Change Source	Mechanical Sciences (1900s to Present)	Biological Sciences (1960s to Present)	Interpretive Sciences (1980s to Present)	Complexity Sciences (1990s to Present)
Perspective of Organizations	Determinate, closed systems	Contingent, open systems	Generative, meaning making systems	Complex adaptive systems
Intervention Focus	Efficiency, plans, structure, IT, productivity	Alignment, congruence, strategic plans	Discourse, meaning making, culture, norms	Chaos, self- organization, emergent design
Change Emphasis	Fix & Re-engineer	Adapt & Re-position	Reframe & Rename	Flux & Emergent Facilitation

Bushe and Marshak’s ‘paradigm’ of Dialogic OD (2009)

The change process emphasizes changing the conversations that normally take place in the system
The purpose of inquiry is to surface, legitimate, and/or learn from the variety of perspectives, cultures, and/or narratives in the system
The change process results in new images, narratives, texts, and socially constructed realities that affect how people think and act
The change process is consistent with traditional organization development values of collaboration, free and informed choice, and capacity building in the client system

References

BAKHTIN, M., 1984 Problems of Dostoevsky’s Poetics . Minneapolis :University of Michigan Press
CHEUNG-JUDGE, M. and HOLBECHE, L., 2011. Organisation Development-A practitioners guide for OD and HR. 1st edn. London: Kogan Page.
LOCK, A. AND STRONG,T., 2010 Social Constructionism . Cambridge: Cambridge University Press
BUSHE,G., 2013 (2013) Dialogic OD :a Theory of Practice. OD Practitioner Vol 45 (1) pp 11-13
CANTORE,S. and HICK, W.,2013. Dialogic OD in Practice-Conversational approaches to change in a UK Primary School OD Practitioner Vol 45 (1) pp 5-10
GRANT, D. and MARSHAK, R.J. (2011) 'Toward a discourse-centered understanding of organizational change'. The Journal of Applied Behavioral Science 47(2), 204-235.
BUSHE, G.R. and MARSHAK, R.J. (2009) 'Revisioning organization development'. The Journal of Applied Behavioral Science 45(3), 348-368.
OSWICK, C.(2016) Discourse, Social Contructivism, Organizing and OD Lecture to PG Cert Organisational Change June 2016 London.