W2D1 - Core Values and Ethics of Organization Development
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Anderson_5e_PPT_Ch03.PPTXChapter 3: Core Values and Ethics in Organization Development
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What Are Values? (1 of 2)
“An enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” (Rokeach, 1973, p. 5)
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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What Are Values? (2 of 2)
“OD is value-based and more importantly its core values provide the guiding light for both the OD process and its technology. The very identity of the field is reflected in the existence and application of the values it advocates. Without them, OD represents nothing more than a set of techniques.” (Margulies & Raia, 1990, p. 39)
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Why Are OD Values Important? (1 of 2)
They guide choices about how to proceed.
They provide a larger vision that extends. beyond any individual intervention or project.
They distinguish OD from other methods of consulting and change.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Why Are OD Values Important? (2 of 2)
They can help to prompt dialogue and clarify positions.
They can help us evaluate how we did.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Core Values of Organization Development
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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| Away From . . . | Toward . . . |
| A view of people as essentially bad | A view of people as essentially good |
| Avoidance of negative evaluation of individuals | Confirming them as human beings |
| Seeing individuals as fixed | Seeing them as being in process |
| Resisting and fearing individual differences | Accepting and utilizing them |
| Utilizing an individual primarily with reference to his or her job description | Viewing him or her as a whole person |
| Walling-off the expression of feelings | Making possible both appropriate expression and effective use |
| Game-playing | Authentic behavior |
| Use of status for maintaining power and personal prestige | Use of status for organizationally relevant purposes |
| Distrusting people | Trusting them |
| Avoiding facing others with relevant data | Making appropriate confrontation |
| Avoidance of risk taking | Willingness to risk |
| View of process work as being unproductive effort | Seeing process work as essential to effective task accomplishment |
| Primary emphasis on competition | Greater emphasis on collaboration |
Table 3.1 Organization Development Values
Source: Tannenbaum, R., & Davis, S. A. (1969). Values, man, and organizations. Industrial Management Review, 10(2), 67–86.
© 1969 from MIT Sloan Management Review/Massachusetts Institute of Technology.
Table 3.1: Organization Development Values
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Values, Assumptions, Beliefs of OD (1 of 3)
Participation:
Involvement, leadership style.
Groups and teams:
Value of teams; let teams flourish.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Values, Assumptions, Beliefs of OD (2 of 3)
Growth, development, and learning:
People, groups, and organizations are “in process.”
Fulfill human potential.
Whole person.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Values, Assumptions, Beliefs of OD (3 of 3)
Dialogue and collaboration:
Create cooperative, rather than competitive, systems.
Traditional hierarchy is obsolete.
Win-win is possible.
Authenticity, openness, trust:
Keys to healthy collaboration.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Challenges to OD Values (1 of 2)
Financial and economic tensions:
Practitioners may accept projects or actions for a paying client.
The push to see OD as technology/tools:
Practitioners may be pressured to implement fad or quick fix techniques.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Challenges to OD Values (2 of 2)
Management culture and expectations:
A push for speed may result in skipping data gathering; appearing out of touch when discussing values.
Research:
Academic research that seeks to evaluate outcomes sees OD as a set of techniques rather than being values-based.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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