managing od process
TRANSCRIPT
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Managing the OD Process
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DIAGNOSIS
OD programs have 3 basic components: diagnosis, action and program management.
Diagnostic tools: The six-box model. Third Wave Consulting.
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The Six-Box Model
Marvin Weisbord in 1976. Tells practitioners where to look for and what to look for in
diagnosing organizational problems. 6 critical areas:
Purposes. Structure. Rewards. Helpful mechanism. Relationships. Leadership.
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Third-Wave Consulting
4 useful practices: Assess the potential for action. Get the whole system in the room. Focus on the future, Structure tasks that pe
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THE ACTION COMPONENTS:OD INTERVENTION
OD intervention is a set of structured activities in which selected organizational units engage in a sequence of tasks that will lead to organizational improvement.
Interventions are actions taken to produce desired changes.
Conditions the need for OD intervention: The organization has a problem. The organization sees an unrealized opportunities; something it
wants is beyond its reach.
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The nature of OD intervention
Dual aspects of OD interventions – learning and action. OD development interventions tend to focus on real
problems rather than hypothetical problems. Developing skills and knowledge to solve real problems.
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THE PROGRAMMANAGEMENT COMPONENT
Phases of OD programs: Entry. Contracting. Diagnosis. Feedback. Planning change. Intervention. Evaluation.
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Entry: initial contract between consultant and client. Contracting: establishing mutual expectations, reaching agreement
on expenditures of time, money, resources, and energy. Diagnosis: fact-finding phase. Feedback: returning the analyzed information to the client system. Planning change: the clients deciding what action steps to take
based on the information they have just learned. Intervention: implements sets of actions designed to correct the
problems or seize the opportunities. Evaluation: assessing the effects of the program.
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Model for Managing Change
Cummings and Worley identify 5 sets of activities required for effective change management: Motivating change Creating a vision Developing political support Managing the transition Sustaining momentum
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Pitfalls and avoidance
John Kotter studied 100 companies that involved in planned change programs and identified 8 mistakes that caused the program fail: Not establishing a great enough sense of urgency. Not creating a powerful enough guiding coalition. Lacking a vision. Under communicating the vision. Not removing obstacles to the new vision. Not systematically planning for and creating short-term wins. Declaring victory too soon. Not anchoring changes in the corporation’s culture.
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Successful organizational transformation
Establishing a sense of urgency. Forming a powerful guiding coalition. Creating a vision. Communicating the vision. Empowering others to act on the vision. Planning for and creating short-term wins. Consolidating improvements and producing still more change. Institutionalizing new approaches.