What is Organizational Development - Discussion Entry
NOBLE STUDENT
OrgDevelopment_11e_Ch01_PowerPoint.pptxCHAPTER
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General Introduction to Organization Development
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Learning Objectives
Define and describe the practice and study of organization development (OD).
Describe the history and relevance of OD.
Distinguish OD and planned change from other forms of organization change.
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Organization Development Defined
Organization development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
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Organization Development Defined
Consistent Theme with OD Definitions
An outcome of OD activities is organizational effectiveness
They stress the applicability of knowledge gained through the social and behavior sciences (such as sociology, business management, psychology, and more) to organizational settings
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What’s the Purpose of OD?
Change
Rarely simple and met without skepticism
Significant changes today are facing organizations and their teams and individual employees
Change is required of team members, who now are likely to work virtually in collaboration with members from around the globe
Cultural differences, changes in communication technologies, and a changing diverse workforce can produce challenges
Employees learn new skills as jobs change or are eliminated
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What OD Looks Like
Increasing employee participation
Senior Management Coaching
Team Development
Creating New Business Initiatives
Creating long-term strategic change engagement
OD efforts are intended to develop systemic changes that are long lasting
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How are Change Management and Organization Development Different (1)
Organization Development
Enables “development” of individuals and the organization
Promotes values of human self-determination, potential, and growth
Concerns an organization’s capability to solve its own problems and adapt to its environment
Helps organizations develop knowledge to change and improve
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How are Change Management and Organization Development Different (2)
Change Management
Helps organizations implement specific changes (e.g., new technologies or a new organization structure)
Values and practices are highly pragmatic aimed to make change processes effective and efficient
Places importance on how well change is implemented and at what cost and speed, not whether the organization or its members have learned
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Relevance of Organization Development
OD helps organizations create effective responses and change capabilities in uncertain and changing conditions
Globalization of markets, environments and functions
Introduction of new technologies and digitalization
Managerial innovation through restructuring and new forms of work and organization
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The Nature of Planned Change
Organizations can used planned changed to
Solove problems
Learn from experience
Reframe shared perceptions
Adapt to external environmental changes
Improve performance
Influence future changes
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Theories of Planned Change
All approaches to OD rely on some theory about planned change
The Three-Step change model
The Action Research model
The Positive model
The Continuous Change model
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Theories of Planned Change
Three-Step Change Model
Kurt Lewin, father of the three-step change model
He conceived of change as modification of those forces keeping a system’s behavior stable
Unfreezing. This step usually involves reducing those forces maintaining the organization’s behavior at its present level. Unfreezing is sometimes accomplished through a process of “psychological disconfirmation”. By introducing information that shows discrepancies between behaviors or results desired by organization members and those behaviors or results currently exhibited, members can be motivated to engage in change activities.
Moving. This step shifts the behavior of the organization, department, or individual to a new level. It involves intervening in the system to develop new behaviors, values, and attitudes through changes in organizational structures and processes.
Refreezing. This step stabilizes the organization at a new state of equilibrium. It is frequently accomplished using support mechanisms that reinforce the new organizational state, such as organizational culture, rewards, and structures.
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Theories of Planned Change
Action Research Model
This process is usually cyclical in which initial research about the organization provides information to guide subsequent action
The results of the action are assessed to provide further information to guide further action, and so on
It places heavy emphasis on data gathering and diagnosis prior to action planning and implementation, as well as careful evaluation of results after action is taken
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Theories of Planned Change
Positive Model
Unlike the Three-step model and the Action Research model, the Positive Model focuses on what the organization is doing right
This model helps its members understand their organization when it is working at its best and build off those capabilities to achieve even better results
The positive model has been applied to planned changed primarily through a process called Appreciate Inquiry (AI)
The five-step process of AI
1.) Initiate the inquiry
2.) Inquire into best practices
3.) Discover the themes
4.) Envision a preferred future
5.) Design and deliver ways to create the future
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Theories of Planned Change
Continuous Change Model
This model is a response to how organizations need to adapt to today’s environments
The continuous model of change addresses these dynamic change requirements. It proposes that the four change activities occur simultaneously
1.) Discovering. This activity enables members to see the “big picture” and the potential ways an organization will have an adapt to change
2.) Designing. This activity involve understanding the strengths and weaknesses of different business strategies, organization design elements, and interventions so that change initiatives can be assembled into a coherent framework.
3.) Tailoring. Continuous change involves a good deal of customizing activities to assemble, coordinate, and fit different change initiatives to an organizational situation that is itself changing.
4.) Assessing. Continuous change eschews traditional change evaluation as too time consuming. It uses more fluid and rapid processes to assess whether the coordinated changes are having intended effects, so necessary adjustments can be made rapidly.
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