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ORGANIZATIONAL DEVELOPMENT

Only Change is Constant• Books to be Read:1. Organization Development – French & Bell2. Organization Development – V. G. Kondalkar3. Organization Development & Change – Cummings & Worley4. Organizational Development & Transformation- French, Bell & Zawacki

Dr Sardana Islam KhanAssistant Professor

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Chapter 2: What is Organisational Development?

Professional field of social action and area of scientific inquiry– Applies behavioural science knowledge to the strategies and structures that lead to organisational effectiveness.– Uses behavioural science technology, research and theory to change an organisation’s culture – a planned process

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Burke’s Definition of OD

– OD is a planned process of change in an organisation’s culture through the utilisation of behavioral science technology, research, and theory

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French’s Definition of OD

– OD refers to a long-range effort to improve an organisation’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants

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Beckhard’s Definition of OD

OD is an effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation

effectiveness and health through (5) planned interventions in the organisation’s “processes,” using

behavioral science knowledge

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Beer’s Definition of OD

OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) enhancing congruence between organisational structure, process, strategy, people, and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through collaboration of organisational members working with a change agent using behavioral science theory, research, and technology

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ORGANIZATIONAL DEVELOPMENT

Organizational Development or O.D. is a planned effort initiated by process specialists to help an organization develop its diagnostic skills, coping capabilities, linkage strategies( in the form of temporary and semi-permanent systems) and a culture of mutuality.

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ORGANIZATIONAL DEVELOPMENT………

• A planned effort – thinking and planning • initiated by process specialists • Diagnostic skills- data collection-overtime• Coping capabilities-problem-solving, confront and cope• Linking strategies-Indl.& Organl. Goals• Culture of Mutuality-OCTAPACE-fostering of certain

values and open and proactive systems viz. openness, confrontation, trust, authenticity, pro-activeness, autonomy, collaboration and experimentation.

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Definition of O.D.by Edgar Schein

• An organization is the planned coordination of the activities of a number of people for the achievement of some common explicit purpose or goals through the division of labour and function, and through a hierarchy of authority and responsibility.

• Development is the act, process, result or state of being developed-which in turn means to advance, to promote the growth of, to evolve the possibility of, to further, to improve or to enhance something

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Two elements stand out

(a)Development may be an act, process or an end state

(b)Development means making something better

O. D. is the act, process or result of furthering, advancing, or promoting the growth of an organization

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OD definition (Cont….)

• The O. D. Approach to Change treats the organization as a system.

• A system is an orderly group of logically related parts, principles and beliefs. Alternatively, it is a grouping or arrangement that relate or interact with each other in such a way as to form a whole.

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Characteristics of O. D. Approach

This approach has the following characteristics:

(a) Total view not a limited view

(b) Relationship between the Orgn. and the environment

and the internal dynamics of the Orgn.

(c) Teams-temporary, semi-permanent and permanent-continous improvement

(d) Inter-personal Communication

(e) Individuals- self awareness and self acceptance-developing skills, knowledge and ability of individuals

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Inter-teams-inter face-manage conflicts, developing collaboration, attainment of goals.Organization-stable entity which sets the goals. To carry on the efforts begun by the outside consultant/ expert through an internal O. D. Facilitator.

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From a Behavioural science perspective:

• ‘O.D. is a long –range effort to improve an Orgn’s problem solving and renewal processes, particularly through a more effective and collaborative management of organizational culture with special emphasis on the culture of formal work teams- with the assistance of a change agent, or catalyst, and the use of theory and technology of applied behavioural science including Action Research.’

• Renewal is the process of initiating , creating and confronting needed changes to make it possible for organizations to become more viable, to adapt to new conditions, to solve problems, to learn from experiences and to move towards greater maturity.

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ORGANISATIONAL DEVELOPMENT

O. D. is a systemic and systematic change effort, using behavioural science knowledge and skill, to transform an orgn. to a new state.O.D. is system-wide and value-based collaborative process of applying behavioural science knowledge to the adaptive development , improvement and reinforcement of such organizational features as the strategies, structures, processes, people and cultures that lead to organizational effectiveness

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The characteristics of O. D.

1. It is a system-wise process2. It is value-based3. It is collaborative 4. It is based on behavioral science knowledge5. It is concerned with strategies, structures,

processes, people and culture6. It is about organizational effectiveness

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The important aspects(a) Long-term effort(b) Led and supported by top management(c) Visioning processes-viable, coherent and shared picture(d) Empowerment processes(e) Learning processes(f) Problem solving processes(g) Ongoing collaborative management of the organizational culture(h) Intact work teams and other configurations (i) Cross- functional teams(j) Consultant- facilitator role(k) Theory and technology of applied behavioral science(l) Action research

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“Organization transformation can occur in response to or in anticipation of major changes in the organization’s environment or technology. In addition these changes are often associated with significant alterations in the firm’s business strategy, which, in turn, may require modifying corporate culture as well as internal structures and processes to support the new direction. Such fundamental change entails new paradigm for organizing and managing organizations. It involves qualitatively different ways of perceiving, thinking, and behaving in the organizations.”

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• Beer (1980), the aim of OD are (1) enhancing congruence between organizational structure, processes, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organization’s self-renewing capacity.

• OD is a system wide application of behavioural science knowledge to the planned development and re-enforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness (Cummings and Worley, 1993).

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• “Organizational Development is a long-term behavioural philosophy initiated by the top management. It relates to use of latest technologies and organizational processes to affect planned change by establishing cultural framework based on vision, empowerment and employee well being leading to attainment of quality of work life and organizational effectiveness thus creating a learned organization.”

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Chapter 4

Values, assumptions and beliefs in OD

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OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT PROGRAMME

1. Individual and group development.

2. Development of organization culture and processes by constant interaction between members irrespective of levels of hierarchy.

3. Inculcating team spirit.

4. Empowerment of social side of employees.

5. Focus of value development.Contd..

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OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT PROGRAMME

6. Employee participation, problem-solving and decision-making at various levels.

7. Evaluate present systems and introduction of new systems thereby achieving total system change if required.

8. Transformation and achievement of competitive edge of the organization.

9. Achieve organization growth by total human inputs by way of research and development, innovations, creativity and exploiting human talent.

10.Behaviour modification and self managed team as the basic unit of an organization.

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Warren Bennis Normative goal

• Improvement in interpersonal competence• A shift in values so that human factors and

feelings come to be considered legitimate• Development of more effective team

management• Development of better methods of conflict

resolution• Development of organic rather than mechanical

systems.

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Richard Beckhard’s Assumpsions• The basic building block of an organization are groups

(teams)• An always relevant change goal is the reduction of

inappropriate competition between parts of organizations• Decision making depends on where the information

sources are rather than in a particular role or level of hierarchy

• Organizations, subunits and individuals continuously manage their affair against goals

• “People support what they help to create”

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Robert Tannenbaum’s “Values in transition”

• Away from a view of people as essentially bad toward a view of people as basically good.

• Away from avoidance of negative evaluation of individuals toward confirming them as human beings

• Away from a view of individuals as fixed, toward seeing them as being in process

• Away from resisting and fearing individual differences toward accepting and utilizing them

• Away from utilizing an individual primarily with reference to his or her job description toward viewing an individual as a whole person

• Away from walling off the expression of feelings toward making possible both appropriate expression and effective use

• Away from marksmanship and game playing toward authentic behavior.

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• Away from use of status from maintaining power and personal prestige toward use of status for organizationally relevant purposes

• Away from distrusting people toward trusting them• Away from avoidance of risk taking toward willingness to

risk• Away from a view of process work as being unproductive

effort toward seeing it as essential to effective task accomplishment

• Away from a primary emphasis on competition toward a much greater emphasis on collaboration.

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Implications

1. For Individuals

a) Most individuals believe in their personal growth. Even today, training and development, promotion to the next higher position dominates the organization philosophy.

b) Majority of the people are desirous of making greater contributions to the organizations they are serving. Achievements of organizational goals are however, subject to limitations or environmental constraints. It is for the organizations to tap the skills that are available in abundance.

Contd..

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– This leads to adopt the following organization strategy for development:

• Ask questions to resolve doubts.

• Listen to superior’s advice.

• Support employees in their venture.

• Accept challenge.

• Leaders to encourage creativity and promote risk taking.

• Give additional responsibility to subordinates.

• Set high standards of quality.

• Empower employees.

• Initiate suitable reward system that should be compatible, if not more than the industry norms.

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2. For Groups

a) One of the most important factors in the organization is the ‘work group’ around whom the organization functions. This includes the peer group and the leader (boss)

b) More people prefer to be part of the group because the group accepts them.

c) Most people are capable of making higher contributions to the group’s effectiveness.

Contd..

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– Following strategy is required to be adopted for group development based on the above assumptions:

a) Invest in training and development of the group. Money and time spent on this is an investment for the organization. Leaders should also invest in development of skills and thus help create a position organizational climate.

b) Let the team flourish. Teams are the best approach to get the work done. Apart from the above teams enjoy emotional and job satisfaction when they work in groups.

c) Leaders should adopt team leadership style and not autocratic leadership style. To do this, jobs should be allotted to the team and not to the individual.

Contd..

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d) It is not possible for one individual (leader) to perform both, the leadership and maintenance functions. It is therefore necessary for team members to assist leader in performance of his duties.

e) Group should be trained in conflict management, stress management, group decision-making, collaboration, and effective interpersonal communication. This will improve organizational effectiveness. Empowerment is the corner stone of the successful organizations.

f) Leaders should pay particular attention to the feelings of the employees. It should be understood that suppressed feeling and attitudes adversely affect problem-solving, personal growth and job satisfaction.

g) Development of group cohesiveness.

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3. For Organizations

a) Create learning organization culture.

b) Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitive organizational dynamics in the organization.

d) Needs and aspirations of the employees in the organization must be met. This leads to greater participation of the employees. Organizations should adopt developmental outlook and seek opportunities in which people can experience personal and professional growth. Such orientation creates a self-fulfilling prophecy.

Contd..

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f) People must be treated with due respect and considered important. The credit of success must be given to the employees unconditioned.

g) Promote organizational citizenship.

4. It is possible to create organizations that are humane, democratic and empowering on one hand and high performing in terms of productivity, quality of output, profitability, and growth on the other. It is the responsibility of every entrepreneur to ensure that the needs of the society are met.

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ORGANIZATIONAL DEVELOPMENTTop values associated with O. D. today:1. Increasing effectiveness and efficiency2. Creating openness in communication3. Empowering employees to act4. Enhancing productivity5. Promoting organizational participation

Values considered to be most important:6. Empowering employees to act7. Creating openness in communication8. Facilitating ownership of process and outcome9. Promoting a culture of collaboration10. Promoting inquiry and continuous learning

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CHAPTER 5

Foundations of OD

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ORGANISATIONAL DEVELOPMENTOrganizational Development is planned change in the organizational context. In this context of change it is necessary to refer to Kurt LewinHe has provided two principle ideas viz.

What is occurring at any point of time is a resultant in a field of opposing forces e. g. production level at a particular point of time is the resultant equilibrium of some forces pushing towards higher levels of production and other forces pushing towards lower levels of production. The production levels tend to remain at the same levels as the field of forces remains constant. Another example could be the level of morale.

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Kurt Lewintwo principle ideas

The second contribution is the change itself. He has described a three- stage process viz. (a) Unfreezing the old behaviour (b) Moving to a new level of behaviour

(c ) Refreezing the behavior at the new lev

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Kurt Lewin’s Three –Stage Model (as modified by Lippitt & others)1. Developing a need for change. (Lewin’s unfreezing phase)2. Establishing a change relationship. In this phase a client system in

need of help and a change agent from outside the system establish a working relationship

3. Clarifying or diagnosing the clients system’s problem4. Examining alternative routes and goals; establishing goals and

intentions of actions5. Transforming intentions into actual change efforts.Phases 3, 4 and 5

correspond to Lewin’s moving phase6. Generalizing and stabilizing change. This corresponds to Lewin’s

refreezing phase7. Achieving a terminal relationship, that is, terminating the client-

consultant relationship

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The Burke-Litwin Model of Organizational Change

(a)First-order change- transactional, evolutionary, adaptive, incremental, or continuous change

(b)Second-order change- transformational, revolutionary, radical, or discontinuous change n.b.. O. D. programs are directed toward both first-order and second order change with an increasing emphasis on second –order transformational change.

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The Burke-Litwin Model of Organizational Change

First-Order Second-Order1. Structure 1. Mission and Strategy2. Management Practices 2. Leadership3. Systems 3. Organizational Culture

(Transactional) (Transformational)Distinguishing Organizational Climate and Organizational Culture.Climate- people’s perceptions and attitudes about the organizationCulture- deep seated assumptions about values and beliefs that are

enduring, often unconscious and difficult to change

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ORGANIZATIONAL DEVELOPMENT( First)

ManagementPractices

Structure

SystemsPolicies & Procedures

Work Unit Climate

Motivation

IndividualNeeds & Values

TaskRequirements &IndividualSkills/Abilities

Individual &

Organizational

Performance

IndividualNeeds &Values

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ORGANIZATION DEVELOPMENT(Second)

ExternalEnvironment.

Leadership

Mission &Strategy

OrganizationalCulture

Individual &OrganizationalPerformance

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The Burke-Litwin Model of Organizational Performance and Change

External Environment

Leadership Organizational Culture

Mission &Strategy

StructureManagementPractices

Systems(Policies &Procedures)

Work UnitClimate

Motivation

Individual &OrganizationalPerformance

Task Requires& IndividualSkills/ Abilities

IndividualNeeds & Values

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Porras and Robertson Model of Organizational Change

• This model is all about how organization development works• The basic premise is that OD interventions alter features of the

work setting causing changes in individuals’ behaviors, which in turn lead to individual and organizational improvement.

• Organizational change occurs only when individuals change their behavior, and these behavior changes occur when elements of the work setting have been modified by OD interventions.

• The work setting plays a central role in this model and consists of four factors: organizing arrangement, social factors, physical setting and technology.

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Organizational work setting factors

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Organizational work setting factors

• Model in the previous slide shows how OD interventions can be linked to factors in the work setting.

• OD interventions that focus on goals ,strategies and rewards will affect organizing arrangements.

• Interventions that focus on culture, management style and interaction process will affect social factors.

• Interventions that focus on job design and work flow design will affect the technology.

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A Change-based Organizational framework

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A Change-based Organizational framework

• Model in the previous slide shows the work setting in the larger organizational framework

• The premise modeled here is that work setting factors influence organizational members’ cognition ( they learn what is expected,required,rewarded),which influences the job behavior.

• Which in turn determines organizational performance and individual development

• This is how OD works according to Porras and Robertson.• This OD model has been found very useful for OD

practitioners and organizational leaders.

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Systems theory

• System is an arrangement of interrelated parts-Hanna

• System operate through the input, output and throughput mechanism

• Inputs: money, people, raw material, information etc.

• Through-put: conversion or transformation• Output : Final product or service

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Features of Open Systems

• Goal oriented• Follows law of Entropy• Emphasize on feedback• Coded information• Dynamic Homeostasis• Existence of subsystems• Differentiation

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System in interaction

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Congruence among System Elements

Input FactorsI. EnvironmentII. ResourcesIII. History Organizational ElementsI. StrategyII. WorkIII. PeopleIV. Formal and Informal organization Output FactorsI. SystemII. UnitIII. Individual

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The Congruence model showing the Organization as a System

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Variations of Open Systems Theory• Two major variations of open systems theory-

sociotechnical systems theory (STS)and open systems planning (OSP)

• Sociotechnical systems theory includes a number of principles such as optimizing the social and technical systems, forming autonomous work groups, training group members in multiple skills, giving information and feedback to the people doing the work and identifying core tasks help STS consultants structure organizations and tasks for maximum effectiveness and efficiency.

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Open system planning entails –

Scanning the environment to determine the expectations of external organizations and stakeholders

Developing scenarios of possible futures both realistic and ideal

Developing action plan to ensure that a desirable future occur.

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Action Research

• The action research model is a data-based, problem-solving method that replicates the steps involved in the scientific method of inquiry underlies most OD activities.

• Action Research involves three processes: data collection, feedback of the data to the client system members and action planning based on the data.

• Action Research is a method that combines learning and doing or implementing change efforts.

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Chapter 6

Managing the OD Process

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O. D. PROCESS: Diagnosis,Action & Program Management

The O. D. process consists of three components-diagnosis, action and program management.

• Diagnosis component consists of continuous collection of data about the total system, its sub-units its processes, and its culture.

• The action component consists of all the activities and interventions designed to improve the organization’s functioning.

• The program management component is designed to ensure success of the program.

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Step 1: Diagnosis involves;

1. What are its strengths?

2. What are its problems?

3. What are its unrealized opportunities?

4. Discrepancy between desired situation and current situation?

Step 2: Action Plans are developed to correct problems, seize opportunities and maintains areas of strengths .These are interventions specifically to address issues at the individual, group, inter-group, or organizational levels.

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Step 3: Results- this stage consists of a fact-finding about the results of the actions. Did they have the desired effects? Have the problems been solved or the opportunities exploited?Answer-yes: move to new problems/issuesAnswer- No: Move to step 4Step 4: Initiate new action plans and interventionsThe process is diagnosis-action-evaluation-action

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An O. D. Programme thus starts with diagnosis and employs data collecting and data analyzing throughout. These activities are required to provide an accurate account of things as they are needed for two reasons-first to know the state of things or ‘what is’: the second is to know the effects or consequences of actionsThe first area of diagnosis is that of various sub-systems of the total organization e.g. teamsThe second area are the organizational processes e.g. decision-making communication styles , relationships between groups, management of conflicts, setting of goals and planning methods.

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THE SIX-BOX MODEL-a diagnostic tool(Marvin Weisbord)

Leadership

Purpose

Structure

RewardsHelpfulMechanisms

Relation-ships

Environment

What businessare we in?

How do wedivide the work?

How do we manageconflict among people?with technologies?

Does someone keep the boxes in balance?

Have we adequatecoordinatingtechnologies?

Do all needed taskshave incentives?

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Third-Wave Consulting• About ten years after the six box model appears, Weisbord

wrote an article titled “To-ward Third –Wave managing and consulting” in which he reconsiders diagnosis and intervention.

• Third wave refers to the assertion by futurist Alvin Toffler that the world has progressed through the agricultural revolution (first wave),the industrial revolution (second wave),and is poised on the brink of an information and technology revolution (the third wave).

• Weisbord no longer likes a problem-centered “sickness” model of diagnosis rather he prefers the wellness model.

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Third -Wave consulting Contd..

• Weisdor identifies for “useful practices”for the third wave consultant.

• Assess the potential for action• Get the “whole system” in the room • Focus on the future• Structure tasks that people can do for

themselves.

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The Action Component :OD Interventions

• OD interventions are set of structured activities in which selected organizational units engage in a sequence of tasks that will lead to organizational improvement.

• Typically one of four conditions gives rise to the need for OD interventions.

• First the organization has a problem, something is “broken”

• Second, Organization sees an unrealized opportunity, something it wants is beyond its reach.

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The Action Component :OD Interventions contd..

• Third,features of the organization are out of alignment ; parts of the organization are working at cross purposes. Alignment activities-Interventions are made to get the things “in sync”

• The vision guiding the organization’s changes. Yesterday's vision is no longer good enough. Actions to build necessary processes, structures and cultures to support the new vision-interventions are developed to make the new vision a reality.

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OD PROGRAM• An O. D. Program thus starts with diagnosis and employs data

collecting and data analyzing throughout. These activities are required to provide an accurate account of things as they are needed for two reasons-first to know the state of things or ‘what is’: the second is to know the effects or consequences of actions

• The first area of diagnosis is that of various sub-systems of the total organization e.g. teams

• The second area are the organizational processes e.g. decision-making communication styles , relationships between groups, management of conflicts, setting of goals and planning methods.

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STAGES IN THE O.D. PROGRAMS

1. ENTRY

2. CONTRACTING

3. DIAGNOSIS

4. FEEDBACK

5. PLANNING CHANGE

6. INTERVENTION

7. EVALUATION

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Effective Change Management

Cummings and Worley identify five sets of activities required for effective change management.

1) Motivating Change2) Creating a Vision3) Developing political support4) Managing the transition5) Sustaining Momentum

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Effective Change Management

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The Change Management Handbook Model

• The change management Handbook: A Road Map to Corporate Transformation, by Lance Berger, Martin Sikora and Dorothy Berger contains the change model shown in the figure :

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The Change Management Handbook Model

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Some Pitfalls and How To Avoid them

Common mistakes are-1) Not establishing a great enough sense of

urgency2) Not creating a powerful enough guide lining

coalition3) Lacking a vision4) Under communicating a vision by factor of

ten

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Some Pitfalls and How To Avoid them Contd..

5) Not removing obstacles to the new vision

6)Not systematically planning for and creating short term wins

7)Declaring Victory too soon

8)Not anchoring changes in the corporation’s culture

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Steps to Transforming your Organization

Establishing a sense of UrgencyForming a powerful guiding Creating a visionCommunicating the visionEmpowering others to act on the visionPlanning for and creating short-term

wins

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Steps to Transforming your Organization

Consolidating improvements and producing still more change

Institutionalizing new approaches

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Thank-You

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Chapter 8

An overview of OD interventions

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O. D. INTERVENTIONS

• OD interventions are sets of structured activities in which selected organizational units engage in a series of tasks which will lead to organizational improvement.

• Interventions are actions taken to produce desired changes.

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O. D. INTERVENTIONSThere are one of four reasons why there is need for OD interventions:1. The organization has a problem- some thing is “broken”, and corrective

actions need to be taken i.e. it needs to be “fixed”.2. The organization sees an unrealized opportunity: something it wants is

beyond its reach. Enabling actions- interventions- are developed to seize the opportunity.

3. Features of the organization are out of alignment: parts of the organization are working at cross-purposes.Alignment activities- interventions- are developed to get things back in tune.

4. The vision guiding the organizational changes: yesterday’s vision is no longer good enough. Actions to build the necessary structures, processes, and culture to support the new vision- interventions- are developed to make the new vision a reality.n.b. OD interventions are planned sets of actions to change situations

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O. D. INTERVENTIONSGenerally OD interventions follow a well-planned overall OD strategy and get revealed as events unfold and are answers to the following questions:

1. What are the change/improvement goals of the program?2. What parts of the organization are most receptive to the OD program?3. What are the key leverage points( individual or group) in the organization4. What are the most pressing problems in the client organization?5. What resources are available for the program in terms of client time and

energy and internal and external facilitators?• N. B.. With the help of the above questions the OD practitioner would be

able to formulate his gameplan and sequence of interventions etc. Furthermore, OD has two goals- one educational and the other accomplishing–a-task goal.Normally learning takes place in one setting e.g. a classroom whereas action takes place at the workplace.Secondly, OD deals with real life problems and uses several learning models.

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O. D. INTERVENTIONSPlanning a Workshop on a Strategic Plan:

1. Explore the need of a long-range plan for the organization2. Learn how to formulate such a strategy by analyzing other strategies

determining the strategic variables, being shown a sequence of steps for preparing a comprehensive plan, and so forth

3. Actually make a three-year strategic plann.b.The above involves learning and action each part playing a predominant role at different times. OD programs are closely linked with explicit goals and objectives.OD programs all have linkages with Diagnosis, Action Taking and Goal Setting.OD is a continuous process of setting goals, collecting data about status quo, planning and taking actions based on hypotheses and on the data, and evaluating the effects of action through additional data collection.

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OD INTERVENTIONS-DISCREPANCIES ANALYSISA useful model of diagnosis and interventions could be termed as discrepancies analysis-examining the discrepancies or gaps between what is happening and what should be happening.Discrepancies define both problems and goals.Discrepancies require study( diagnosis and planning) and action to eliminate the gaps.Where one is and where wants to go.Study of problems and opportunitiesA good part of OD process is problem solving and provides technologies for studying and closing gaps.A problem analyzer has an expected standard of performance, a ‘should’ against which to compare actual performance. A problem is a deviation from the standard of performance.A problem is a gap; problem-solving is discovering the cause of the gap; decision-making is discovering a solution- a set of actions- to close the gapGoals also represent gaps-between where we are and where we want to be.Goal-setting is the process of imposing the gap;goal accomplishment is made possible by taking actions to close the gap.

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TYPES OF INTERVENTIONSTarget Group Interventions Designed to Improve Effectiveness Life-and career-planning activities Coaching and counseling T-group(sensitivity training) Individuals Education & training to increase skills, knowledge in the areas of

technical task needs, relationship skills, process skills, decision making, problem-solving,planning, goal-setting skills

Grid OD phase1 Work redesign Gestalt OD Behaviour modeling Process consultation Third- party peacemakingDyads/Triads Role negotiation technique Gestalt OD

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TYPE OF INTERVENTIONS Target Group Interventions Designed to Improve Effectiveness Teambuilding-task directed, process directed Gestalt OD Grid OD phase 2 Interdependency exercise Appreciative inquiry Responsibility charting Teams and Groups Process consultation Role negotiation Role analysis technique “Startup” team-building activities Education in decision making, problem solving planning, goal setting in group settings Team MBO Appreciations and concerns exercise Search conferences Quality of work life(QWL) programs Quality circles Field force analysis Self- managed teams

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OD INTERVENTIONS

Target Group Interventions Designed to Improve Effectiveness Intergroup activities-Process directed -Task directed Organizational mirroringIntergroup PartneringRelations Process consultation Third- party peacemaking at group level Grid OD phase 3 Survey feedback

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OD INTERVENTIONSTarget Group Interventions Designed to Improve Effectiveness Sociotechnical systems (STS) Parallel learning structures MBO (participation forms) Cultural analysis Confrontation meetings Visioning Total Strategic planning/strategic management activities Organization Real-time strategic change Grid OD phases 4, 5, 6 Interdependency exercise Survey feedback Appreciative inquiry Search conferences Quality of worklife (QWL) programs Total quality management(TQM) Physical settings Large-scale systems change

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Steps to Successful Organizational Transformation

1. Establishing a sense of urgency -Examining market and competitive realities -Identifying and discussing crises,potential crises, or major opportunities2. Forming a powerful guiding coalition

-Assembling a group with enough power to lead the change effort -Encouraging the group to work together as a team

3. Creating a vision -Creating a vision to help direct the change effort -Developing strategies for achieving the vision

4. Communicating the vision -Using every vehicle possible to communicate the new vision and strategies -Teaching new behaviours by the example of the new coalition

5. Empowering others to act on the vision -Getting rid of obstacles to change -Changing systems or structures that seriously undermine the vision -Encouraging risk taking and non-traditional ideas, activities, and actions

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INTERVENTIONS-Presentations on any one of the following topics1. Role Analysis2. Quality of Work Life(QWL)3. Team Building4. Inter-group Conflict Resolution5. Self-Managed Teams6. T-Group ( Sensitivity Training)7. Appreciative Enquiry8. Visioning9. Grid-OD10. Quality Circles11. MBO12. Total Quality Management (TQM)13. Cultural Analysis14. Work Redesign15. Coaching and CounselingN. B. Presentations to be made in groups of 5 for 10/15 min. covering theoretical and

practical sides of the topics. (Marks will be 20)

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INTERVENTIONSOD Practitioners have to consider the following in the planning and implementation

of OD:1. Develop an overall game plan or intervention strategy2. Structure activities to promote learning and change for better as under: (a) Structure to include the relevant people (b) Structure so that it is problem-oriented or opportunity-oriented OR oriented

to the problems and opportunities generated by the client (c )Structure so that the goal is clear and the way to reach it is clear (d) High probability of success (e) Structure so that it contains both experienced-based learning and

conceptual learning (f) Structure so that individuals are “freed up” rather than anxious and defensive (g) Structure so that participants learn how to solve a particular problem and

how “to learn to learn.”

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INTERVENTIONS(contd.)(h) Structure so that individuals learn about both TASK and PROCESS task-is what the group is working on process-how the group is working and what else is going on ie group processes and

dynamics, styles and behaviour(i) Structure so that individuals are engaged as whole persons not segmented

persons3. The other set of concerns are:(1)Maximize diagnostic data(2)Maximize effectiveness(3)Maximize efficiency(4)Maximize speed(5)Maximize relevance(6)Minimize psychological and organizational strain

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TYPES OF INTERVENTIONS 1.Discrepancy-contradiction in action or attitude 2.Theory-behavioural science used to explain behaviour etc 3.Procedure-whether the best methods are being used 4.Relationship- focuses on interpersonal relationships-negative ones 5.Experimentation-two plans tested before final implementation of one 6.Dilemma- imposed or emergent dilemma and determining choices 7.Organizational structure-evaluation of structural causes of ineffectiveness 8.Cultural-traditions ,precedents and practices-focused approach 9.Perspective-draw away from immediate actions to past and future Blake and Mouton-Consulcube-Consultant’s Interventions-acceptant-gives client a sense of worth,value acceptance,support-catalytic-helps client to generate information for clearer perception-confrontation-clients value discrepancies, beliefs and assumptions-prescriptions-client told what to do for solving the problem-theories and principles-teaches behavioural science theory so that the client can diagnose the problem on his own and solve them as well

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INTERVENTIONS-Blake and Mouton(contd.)Focal Issues: power/authority,morale/cohesion, norms/standards and goals/objectivesTarget: individual, group, intergroup, organization, community, societyN. B. So Blake and Mouton have 5 kinds of interventions,4 focal issues and 5 different

units of change in the form of the Consulcube to guide the Consultant in the use of his interventions

Interventions do different things; they cause different things to happenResults caused by interventions could be as under:1. Feedback2. Awareness of changing sociocultural norms or dysfunctional current norms3. Increased interaction and communication4. Confrontation5. Education6. Participation7. Increased Accountability8. Increased Energy and Optimism

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CLASSISIFICATION OF INTERVENTIONS1. DIAGNOSTIC Activities2. TEAMBUILDING Activities3. INTERGROUP Activities4. SURVEY FEEDBACK Activities5. EDUCATION and TRAINING Activities6. TECHNOSTRUCTURAL or STRUCTURAL Activities7. PROCESS CONSULTATION Activities8. GRID ORGANIZATION DEVELOPMENT Activities9. THIRD-PARTY PEACEMAKING Activities10. COACHING and COUNSELING Activities11. LIFE and CAREER-PLANNING Activities12. PLANNING and GOAL-SETTING Activities13. STRATEGIC MANAGEMENT Activities14. ORGANIZATIONAL TRANSFORMATION Activities