Wk7 D1 and Wk7 Q1
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Anderson_5e_PPT_Ch14.PPTXChapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Sustaining Change (1 of 3)
Creating change is difficult enough, but often members revert to previous ways after an intervention. Why?
Change agent is no longer watching; the change isn’t given the attention it was earlier.
The change requires more attention or dedication than we have to give.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Sustaining Change (2 of 3)
Creating change is difficult enough, but often members revert to previous ways after an intervention. Why?
Organizational members may lack the skills to sustain the change.
The culture keeps pushing members back to old ways.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Sustaining Change (3 of 3)
There is a danger in overemphasis on sustaining change, as it may inhibit the next attempt at change when the organization needs to make the next improvement.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Mechanisms for Sustaining Change
Periodic team meetings.
Organization sensing meetings.
Periodic intergroup meetings.
Renewal conferences.
Goal-directed performance review.
Periodic visits from outside consultants.
Rewards.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluating OD Effectiveness (1 of 3)
“The evaluation process of OD practice can be compared to an annual physical examination—everyone agrees that it should be done, but no one, except a highly motivated researcher, wants to go to the trouble and expense of making it happen” (Burke, 1987).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluating OD Effectiveness (2 of 3)
Why is evaluation so rarely done?
Consultants’ lack of evaluation training.
Overreliance on quantitative, positivist designs.
Perceived lack of time for conducting evaluation.
No request by the client.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluating OD Effectiveness (3 of 3)
Why is evaluation so rarely done?
Change is a moving target.
No one takes responsibility for it (or the OD “lone ranger”).
Fear of evaluation.
Not part of many OD models/theories.
Fuzzy goals to begin with.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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What Can Be Evaluated? Examples of Process and Outcome Variables (1 of 3)
Individual, Team productivity.
Job satisfaction.
Satisfaction with coworker.
Satisfaction with manage:
Trust, communication, etc.
Belief in organization’s success.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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What Can Be Evaluated? Examples of Process and Outcome Variables (2 of 3)
Collaboration, conflict resolution, team role clarification.
Revenue.
Customer satisfaction, new customers, customer loyalty.
Work-cycle time.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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What Can Be Evaluated? Examples of Process and Outcome Variables (3 of 3)
Work quality.
Ability of client to manage this change alone next time.
Individual and Team learning/development.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluation Practice Tips (1 of 3)
See evaluation as both summative (looking back) and formative (looking forward) . . . more data gathering.
Key stakeholders have a stake in the success of the initiative and should have a voice in the evaluation (and interpretation).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluation Practice Tips (2 of 3)
Ask the client, “What will you do with the results?”
Identify the objectives during the contracting phase.
Use a combination of evaluation methods (qualitative, quantitative).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Evaluation Practice Tips (3 of 3)
Evaluation is different for every intervention/client.
Maintain a “success story” file.
DON’T wait until the end—evaluation can be a continual process.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Endings, Separation, and Exit (1 of 3)
Consulting is a temporary relationship—all engagements must come to an ethical end. Why “ethical”?
Stay too long, and you may risk developing a mutual dependency.
Separate too soon, and you may leave clients without the resources to continue on their own.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Endings, Separation, and Exit (2 of 3)
How do you know when it’s time to end?
The contract has been concluded, or the results have been met.
Interest wanes in further work, evidenced by missed meetings, delays, boredom, neglecting commitments (both consultant and client).
The consultant wants the outcomes more than the client.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Endings, Separation, and Exit (3 of 3)
Ending tip: Have an ending meeting to conclude intentionally.
As Weisbord puts it, “Better a clean death than lingering agony.”
Conduct an ending feedback meeting.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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