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UNDERSTANDING O.D.

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Organisational Development approachto change

treats the organization as a system.

A system is an orderly group of logicallyrelated parts, principles and beliefs.

Alternatively, it is a grouping orarrangement that relate or interact witheach other in such a way as to form a

whole.

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Organisational Development

An Organisational Improvement Strategy

Evolved out of Group Dynamics andManaging Change studied in 50s and 60s

Involves Long-term, Planned and SustainedEfforts

To help businesses function better.

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How do we do that?

By knowing that Change for the Better

is not an happy accident, but has to beworked on

Second, we can get someone whoknows, to help us do that

Third, we always find out what is, beforewe decide what should be

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How do we do that2

Fourth, by knowing that what people think, feeland believe is very important to know

Fifth, by knowing that HOW we do things is as

important as WHAT we do Sixth, how work is designed and people are

connected, impacts their work,

and seventh, any change for the better must betotal, not piecemeal

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Some things that are Basic, Essential,to OD

they come up again and again

in the discussion and practice of OD These, we translate as

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Major themes for OD

Planned Change

Through Collaborative Consulting

and Action Research, with a Focus on Culture, Processes & Structures

For Change in Total System

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These elaborated mean:

Long-term effort Led and supported by top management Empowerment processes Learning processes

Problem solving processes Ongoing collaborative management of the

organizational culture Intact work teams and other configurations Cross- functional teams Consultant- facilitator role Theory and technology of applied behavioural science Action research

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How do we define OD?

OD is a long-term effort

Led and supported by top management

To improve an organisations ability

To solve its own problems

By continuously working together

On managing the Culture

Using behavioural skills (adapted from French & Bell, 1999)

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Prerequisites for OD

Top Support is a must.

In fact, in good cases of OD at work,

some top leader is the one who senses something is wrong and then

decides to do something about it

and begins by calling an outside expert The OD expert knows his limitations

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What makes OD different from other types ofconsulting? What distinguishes it?

There are some peculiar things that ODdoes that other consulting may not do.

Foremost is the fact that OD Consulting isProcess Facilitation consulting, NOTContent consulting.

What does that mean?

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If for example, you want to know how to

recruit better people, the contentconsultant will give you a fewpsychometric tests you can use, train your

people in interview skills, etc. The OD consultant will get all your HR

people and other managers together and

get themto evolve their own tests orinterview techniques.

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Second, OD Consulting focuses on Culture

OD believesCulture is Critical

Culture in turn, is the bunch of Values, Beliefsand Assumptions that people in a company haveor share.

Beliefs- how we think the world works

Values-what we think is good or bad

Assumptions-beliefs taken for granted to be true

and beyond question.All three are truths for people Cognitive

Facts.

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Thirdly, OD encourages Collaboration

i.e., Leaders and Members in a companymust worktogetherto solve problems.

Fourth, OD looks at businesses asSocioTechnical

Systems

Fifth, Teams are theunits of action inOD and sixth

OD aims atWin-Win

solutions for all.

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So, whats the whole deal withOD?

Functions within the business system, but in itsown way

OD is a radical departure from traditional

command & control management models aimed at slow but lasting change in companies

Capable of making people learn all the time

Creates a capacity for continuous self-renewaltoconfront rapid environmental change

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Summarising the essence of OD

OD is

Process Consulting, focused on

Collaboration Culture

Socio-Technical Systems

Teams and Win-Win Solutions

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Why OD?...

Multiple Challenges

Rise of Knowledge Work

How can companies Cope, Survive, Adapt,Prosper in vexing times

The Old Ways of Working

Are Not Working

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Hence OD

OD offers a better way

When All Want More

All need to Share and

All need to Collaborate

OD is about the need to share

Power, Authority, Control, and about

Collective Responsibility, at the Workplace

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The Hard Lesson

Democracy is Inevitable

which is to say.

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Translation1

Enhancing Congruence between Structure,Process, Strategy, Culture and People

Developing New, Creative OrganisationalSolutions

Developing Organisations Self-Renewal

Capacity (Beer, 1980)

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Translations2 & 3

Enhancing Individual Development

Improving Organisational Performance

Through Alteration of On-the-Job Behaviours

(Porras & Robertson, 1992)

A Planned Change in Organisational Culture

Through Behaviour Technology ( Burke, 1994)

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The Goals of OD

Better Fit between People and Company

Learning for Imaginative Responses

To Business Problems

Helping Companies Learn How to Learn Helping People and Companies

To Do A Better Job

Helping Companies Become and Stay Fit

By Being and Behaving Better

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Models and theories of Planned change

Three stage model (Kurt Lewin)

Unfreeze, Change, Refreeze

7 Phase Model by- Lippitt, Watson, Westley 1. Develop Need 2. Establish Relationship

3. Diagnose Situation 4.Identify Alternatives 5. Intervene 6. Stabilise 7. Handover

The Burke-Litwin Model of Organizational Change

First-Order Second-Order

Structure 1. Mission and Strategy

Management Practices 2. Leadership Systems 3. Organizational Culture

(Transactional) (Transformational)

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Diagnosis component 1

Identifies- strengths, opportunities, problem areas

1. What are the organisations strengths?

2. What are its problems?

3. What are its unrealized opportunities?

4. Discrepancy between desired situation and currentsituation?

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Diagnosis component 2

The first area of diagnosis is that of various sub-systems ofthe organization

e.g. teams, levels in the organisation

The second area is that of the organizational processes

e.g. decision-making processes, communication styles , relationshipsbetween groups, management of conflicts, setting of goals and

planning methods.

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The Action Component includes

OD interventions- as a:

Set of structured activities

In which selected organisation units

Engage in a sequence of tasks That will lead to org. improvement

Linked to explicit goals and objectives

Combine the dual features of learning and action

Focus on real problems

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Program Management component

Is an evolving process rather than linear progression

Phases of OD programs

ENTRY

CONTRACTING DIAGNOSIS

FEEDBACK

PLANNING CHANGE

INTERVENTION

EVALUATION

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A thought for OD practitioners

OD program management is:

Complex, dynamic, difficult

But at the same time..

sense of accomplishment is great for

Org members, leaders and practitionersalike.

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Thank You