Managing the Organizational Development Process

CHAPTER: 6

Md. Musharrof Hossain

Head- HRM, icddr,b

President - BSHRM

Components of OD process

OD programs have 3 basic components:

Diagnosis

Action and

Program management

DIAGNOSIS

The diagnostic component represents a continuous collection of data about the total system, its subunits, its processes, & its culture.

Diagnostic tools:

The six-box model.

Third Wave Consulting.

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.

Six-Box Organizational Model Six-Box Organizational Model

Purposes: What business are we in?

Leadership Helpful Mechanisms: Do we have adequate technologies?

Rewards: Do all needed tasks have incentives?

Structure: How do we divide up the work?

Relationships: How Do we manage conflict Among people? With technologies?

Environment: Where do we work?

Third-Wave Consulting

First wave refers to AGRICULTURAL REVOLUTION

Second wave refers to INDUSTRIAL REVOLUTION

Third wave refers to the INFORMATION & TECHNOLOGICAL REVOLUTION

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 people can do for themselves

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.

Conditions The Need For OD Intervention:

Four conditions that give rise to the need for OD interventions:

The organization has a problem.

The organization sees an unrealized opportunities; something it wants is beyond its reach.

Features of organization are out of alignment ( alignment action – to get things back ‘in sync’)

Yesterday’s vision is no longer good enough ( action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)

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.

Intervention strategies

Intervention strategies are based on results of the diagnostic process and the specified goals of the client system.

Human Process Interventions

Individual Group based

Inter-group based

Techno structural interventions

Balance score card

Outsourcing

Downsizing

The Program Management Component

The program management component encompasses all activities designed to ensure success of the program.

The Program Management Component

Phases of OD programs:

Entry.

Contracting.

Diagnosis.

Feedback.

Planning change.

Intervention.

Evaluation.

The Program Management Component

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.

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

Pitfalls & 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.

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.

Question

Thanks