Notes on Organisational Transformation vs Organisational Development Organisational Transformation 1. Transformative, radical & massive changes This suggests wholesale changes in every respect of the way an organisation is run. (very different structure, systems, processes, functions, tasks, etc)2. New Ways of Doing Things, New Paradigms This means fundamental changes in culture and mindsets. It also means to question old beliefs, values and assumptions in managing the organisation which may no longer be relevant. eed to differentiate between OT and OD1. !letcher suggests that "T evolved out of "# $ suggesting that "# is less severe.%. Old definitions of "#& '"rgani(ation #evelopment is an effort planned, organi(ation)wide, and managed from thetop, to increase organi(ation effectiveness and health through planned interventions in theorgani(ation*s *processes,* using behavioral)science knowledge.+ Beckhard, Organization development: Strategies and Models, Reading, MA: Addison-Wesle, !"#", p$ "$,. Newer definitions of "#& '"rgani(ation #evelopment is the attempt to influence the members of an organi(ation toe-pand their candidness with each other about their views of the organi(ation and theire-perience in it, and to take greater responsibility for their own actions as organi(ationmembers. The assumption behind "# is that when people pursue both of these ob.ectivessimultaneously, they are likely to discover newways of workingtogether that theye-perienceasmoreeffectiveforachievingtheir ownandtheir shared(organi(ational)goals. /nd that when this does not happen, such activity helps them to understand whyand to make meaningful choices about what to do in light of this understanding.+ %eilsen, Becoming an O& 'ractitioner, (ngle)ood *li++s, *A: 'rentice-,all, !"-., pp$ /-0$0. '/n approach to organi(ationalchange in which the employees themselves formulatethe change that1s required and implement it, usually with the aid of a trained consultant.+&essler, 1$, 2/3304$ ,5man reso5rce management, "th edition$ %e) 6erse: 'rentice ,all$ 2ince there are old and newer (see the years of the citations given above) definitions of"#, what does this suggest3It suggests that "# has been evolving.This supports what!letcher mentioned about "T being evolved out of "#.!letcher however suggests thatsuch evolution is dramatic rather than a slow progress. There are 4 significant approaches to "T. 5hat are they36age 1 of 2!$ Organisational Cltre Change 2Waddell et$ al$4 can affect strategy formation, implementation and performance positively senior managers must diagnose the e-isting culture and make changes ot easy $deals with changing fundamental beliefs, values and assumptions thatshape organisationalbehaviour. These are close to people1s hearts, has stronginertia and momentum.7ikely need a traumatic e-perience to alter. 8ouldbealong)drawnprocess, perhapsmoresuitablefortransactional ratherthan transformational change./$ !elf"designing organisations 2Waddell et$ al$4 "rganisations that are able to transform themselves in response to their changingenvironments. 9esponsibility of change is internal to implement new structures : processes. eed broad based participation.,. Organisational #earning $pproa%h 2Wardell et$ al$7 Senge4 /im is continuous improvement amidst changing circumstances. Identifying problems and developing strategies to correct them..$ $ppre%iative en&iry ' (D)$! 2Barret 8 9r4 /n approach that learns from successes to emulate for the future:$ Te%hnology and Organisational Transformation 2Barret 8 9r4 6reviously technology was used to re)engineer (transform) organisations. 2hift isnowawayfromtechnical changestomoreoverall changesinschoolsystems.6age 2 of 2