what is organization development (od)? · pdf file“organization development is a...

W H A T I S O R G A N I Z A T I O N

D E V E L O P M E N T ( O D ) ?

D E F I N I T I O N S O F

O R G A N I Z A T I O N

D E V E L O P M E N T

C U M M I N G S A N D W O R L E Y ( 2 0 0 9 )

“Organization development is “a process that

applies a broad range of behavioral science

knowledge and practices to help organizations

build their capacity to change and achieve

greater effectiveness, including increased

financial performance, customer satisfaction,

and organization member engagement”

S U L L I V A N A D B E C K H A R D ( 1 9 9 9 )

“a wholistic systemic and systematic change

effort, using behavioral science competencies

to change or transform the organization to a

new desired state”

B E C K H A R D ( 1 9 9 9 ) C R E D I T E D T O H A V E C O I N E D T H E P H R A S E

“ O R G A N I Z A T I O N D E V E L O P M E N T ”

“Organization development is “an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral- science knowledge”

B E N N I S ( 1 9 6 9 )

“Organization development is “a response to

change, a complex educational strategy

intended to change the beliefs, attitudes,

values, and structure of organizations so that

they can better adapt to new technologies,

markets, and challenges, and the dizzying

rate of change itself. “

B U R K E ( 1 9 8 2 )

“Most people in the field agree that “OD involves

consultants who work to help clients improve

their organizations by applying knowledge from

the behavioral sciences—psychology, sociology,

cultural anthropology, and other related

disciplines. Most would also agree that OD

implies change and, if we accept that, shifts in

the way an organization functions suggests that

change has occurred, then, broadly defined, OD

is analogous to organizational change.”

B E E R ( 1 9 8 0 )

“Organization development is a system-wide process

of data collection, diagnosis, action planning,

intervention, and evaluation aimed at (1) enhancing

congruence among organizational structure, process,

strategy, people, and culture; (2) developing new and

creative organizational solutions; and (3) developing

the organization’s self-renewing capacity. It occurs

through the collaboration of organizational members

working with a change agent using behavioral science

theory, research, and technology.”

C O M M O N D E N O M I N A T O R S

• Long term view, not a quick fix

• Needs top management support

• Works through behavioural science discipline

• Tightly related with KM

• Works best with employee participation

• System-wide, planned approach

S A M P L E S O F O D

I N T E R V E N T I O N S

• Organization diagnosis

• Team building activities

• Intergroup activities

• Survey feedback activities

• Education and training activities

• Techno-structural activities

• Process consultation activities

S A M P L E S O F O D

I N T E R V E N T I O N S

• Grid Organization Development activities

• Third-party peacemaking activities

• Coaching and Counseling activities

• Life and career planning activities

• Planning and goal-setting activities

• Strategy management

• Organizational transformation activities

Strategic Interventions

• Integrated Strategic Change

• Trans-organization Development

• Mergers & Acquisitions

• Culture Change

• Self-designing Organizations

• Organization Learning & Knowledge

Management

Techno-Structural Interventions

• Structural Design

• Downsizing

• Reengineering

• Employee Involvement

• Work Design

HRM Interventions

• Goal Setting

• Performance Appraisal

• Reward Systems

• Career Planning & Development

• Coaching and Counseling Activities

• Managing Work Force Diversity

• Employee Wellness

Human Process Interventions

• T-Groups

• Process Consultation

• Intergroup activities/Relationships

• Team Building

• Third-party Peacemaking Interventions (Conflict

Resolution)

• Organization Confrontation Meeting

• Large-group Interventions

• Grid Organization Development

C H A N G E M A N A G E M E N T O N E A R E A I N O D T H A T H A S G A I N E D A C C E P T A N C E

T H E L A S T T I M E Y O U M A D E A

S E R I O U S C H A N G E I N Y O U R

O R G A N I S A T I O N , H O W D I D Y O U D O

I T ?

Top-down

Transformational leadership

Strategic approaches

Models for managing strategic

plans 1

Top down model

The CEO pushes rapid

change

Develops a vision,

communicates it

involves employees.

The leaders

set goals,

clarify desired outcomes,

provide feedback,

give rewards for desired

performance and

take action when goals are not

met.

The leaders focus on

performance to drive

cultural change, not the

reverse

2

Transformational Approach

Let change bubble upward.

Facilitate the situation so that change can come up.

Create a climate where people can individually and

collectively

think for themselves,

take initiatives, and

build interesting things.

Change grows from the grass roots, where people

know what needs to be done."

Henry Mintzberg, McGill University

3

Strategic Approach

1. Establish a sense of urgency.

2. Create the guiding coalition.

3. Develop a vision and strategy.

4. Communicate the change vision.

5. Empower employees for broad-based action.

6. Generate short-term wins.

7. Consolidate gains and produce more change.

8. Anchor new approaches in the culture.

John Kotter

4

Strategic Approach

1. Establish a sense of

urgency.

2. Create the guiding

coalition.

3. Develop a vision and

strategy.

4. Communicate the change

vision.

5. Empower employees for

broad-based action.

6. Generate short-term wins.

7. Consolidate gains and

produce more change.

8. Anchor new approaches in

the culture.

Leading Managing

5

John Kotter, “A Force for Change”

Perhaps you are managing change

Starts with a plan and a course

Monitors progress vs. the plan

Focuses on staying ―on course‖

Starts with an objective

Sets off towards his objective

Responds to conditions as they arise

in an ad hoc fashion

the wind, the waves, the tide and

current, the fauna, the stars, the

clouds, the sound of the water on

the side of the boat

Focuses on doing whatever is

needed to get to his objective

6

The Western approach The Trukese approach

Improvisational or incremental approach to change

The Jazz Musician approach Each member improvises, no

predetermined notes to play

The result is not discordant.

It is harmonious because each player

operates

within an overall framework,

conforms to a shared set of

values and norms

Successful Organization-wide Change

1. Push sense of urgency up (not anxiety)

2. Create a guiding team

3. Create vision and strategies

4. Effectively communicate the vision and strategies

5. Remove barriers to action

6. Accomplish short term wins

7. Keep pushing for wave after wave of change until the change is embedded

8. Create a new culture to make the changes stick

A good way to do it Somebody who did it

7

Ms. Mary Yap Ching

Ly Chan Duc Awardee

Dr. Erlinda Pefianco, Managing Director, SEAMEO

INNOTECH Deputy Director General Dato’ Haji Yusof

Bin Harun, Department of Technical Education, MoE

Malaysia.

In Each Stage

Eight stages 1. Push sense of urgency up

(not anxiety)

2. Build guiding team

3. Get the vision right

4. Communicate for buy-in

5. Empower action



8. Make the change stick

Help people see (not just understand)

Impact people at a deeper level

(enough emotion to reduce inclination to

block and enhance feelings to support

the change

More: see-feel-change

Less: analysis-think-change

8

Take Note


(not anxiety)




5. Empower action




―Create vision and strategies‖ is not #1

Test yourself

1. Do people already have a sufficient sense

of urgency? How can you tell?

2. Does the leadership team work well enough

together to push this change effort? Who

should be involved in leading this change

effort?

9

Analysis-Facts-Figures

Analysis is important but

…

Think about it: A good

ad is one that makes

people want to go out

and buy the product ---

right now!

Often, they are not necessary to make

people see the big truths

Analytical tools are useful when

parameters are stable, few assumptions

are needed, and the future is not fuzzy

Good analysis may change the way

people think, but it can rarely make

people want radical change.

10

28









Learning Teams Choose one

1. What?

2. Why?

3. How?

4. How important?

Stage 1: Create a sense of Urgency 11

Stage 1: Push a sense of Urgency


(not anxiety)




5. Empower action




Four prevalent behaviors needing attention

1. Complacency – sometimes tied to false

pride and even arrogance

2. Self-protection

3. Defiance

4. Natural pessimism

12

Stage 1


(not anxiety)




5. Empower action




Suggestions

Concrete visual experiences, not just data

points (9.3% of our staff…)

Dramatic offerings, not dull speeches

From the point of view of the stakeholder, not

just ―manager‘s opinion‖

Hit emotions

Hit emotions of large numbers of people, not

just the ‗bosses‘

Non-threatening

13

Stage 1


(not anxiety)




5. Empower action




Urgency vs. Anxiety

Need to sustain change

Panic can stop action

With Fear, people think ―who cares about the

organization, I‘m worried about what happens

to me!‖

Fear must be converted to positive urgency

14

Stage 1


(not anxiety)




5. Empower action




Objection:

Creating this sense of urgency takes

too much time and money!

15

Use compelling objects that people can

see, touch, and feel

Show dramatic evidence from outside

your organization that demonstrates

the need for change

Look for something cheap and easy

Don‘t think that in your organization

there is no complacency, fear, or anger

that can block change

Limit your effort to the ―rational‖

Jump immediately to vision and

strategy

Believe that there has to be a crisis

before change can take place

Underestimate what you can do. You

don‘t have to the Chief to make a

difference.

Do Don’t

16

Suggestions

Dramatic

Attention grabbing

memorable

Something already there –

like an unhappy customer

Something you can create to

highlight the problem

Someone to help you create

the drama

Something cheap and easy

What can you do? Possibilities

17

Group Presentation: Use Easel Sheets

How can you tell if you have successfully created

a sense of urgency

More people want to help provide leadership for the

change, even if there are personal risks

It is easier to harness people to address the issue

It is easier to get teamwork

People are more willing to help, even if there are no

short term rewards

18

Stage 2: Build a Guiding Team 19

Stage 2

A common problem at this stage –

those who should be driving the change are

not doing it, and

Nobody dares or wants to confront the issue

21

Eight stages





5. Empower action




Stage 2

Characteristics of a powerful guiding

group

Composed of the right people

Not necessarily just the senior management

committee

People with the right skills, leadership capability,

organizational credibility, authority, knowledge

about what is really going on, and connections

needed to handle the issue at hand

Demonstrates Team Work

22

Eight stages





5. Empower action




Stage 2

The issue of trust

If trust level is low

Among members of the guiding team…

The guiding team vs. everyone else

People in the organization vs. the guiding

team

23

Eight stages









Stage 2 and the issue of trust

Model the right behaviors

Hit at gut level emotions with dramatic

behaviors

Sustain it: as behaviors change, add new

activities in different settings

Propagate ―moments of truth‖ into folk

tales

Make people believe that change is

doable

24

Eight stages









Building the Guiding Team

Draw the right people into

the group by showing

enthusiasm and commitment

Model trust and teamwork

Use weak task forces,

individuals, complex

structures

Show fragmentation at the

top layers

Ignore situations when

momentum and entrenched

groups undermine the

change

Do Don’t

25

Examination of Conscience

How much are you willing to invest to play a

leadership role in helping people anticipate and

adjust well to the change? (very little – very much)

Who else can lead (with you)?

How can you get these others to come along and lead

with you?

How can you make this lead team, work like a real

team?

26

Stage 3: Get the Vision Right 27

Stage 3: Create Vision and Strategies

What change is needed?

What is our vision of our future

organization?

What should not be changed?

What is the best way to make the vision a

reality?

What change strategies are

unacceptably dangerous?

28


(not anxiety)




5. Empower action




Stage 3

How fast should you move towards your

vision?

As fast as you can?

Or

As slow as possible?

29


(not anxiety)




5. Empower action




Stage 3

Try to see the future –

literally

Keep it to within one minute

or one page. Have a one-

line slogan or battle-cry

Emotionally captivating

Bold

Determine how fast you want

it to happen

Assume that plans and

budgets alone will do it

Be overly analytical,

Emphasize fear-generating

visions like cost- or

manpower-cutting

Do Don’t

30

Stage 4: Communicate for Buy-in 31

Stage 4: Effectively communicate the vision and strategy

Target:

Everyone hears it—several times from

different media or sources

Hits the audience at the gut-level

Moves people to make the vision a reality

32


(not anxiety)




5. Empower action




Stage 4: Effectively communicate the vision and strategy

Match the message with deeds

Tell and show

Keep telling the story

33


(not anxiety)




5. Empower action




Stage 4: Communicating it

Keep it simple, heartfelt (not

complex or technocratic)

Do your homework;

understand how people feel

Address anxieties, confusion,

anger, distrust

Use technology when available

Communicate once and that‘s it

Treat the sessions as

information sharing

Foster cynicism by your

inconsistent behavior

Do Don’t

34

Stage 5: Empower Action 35

Stage 5: Empower Action

Empower:

Not about giving people new power or

authority and leaving them alone

It is all about removing barriers to action

36


(not anxiety)




5. Empower action




Stage 5:

Typical Barriers

Some ―bosses‖

Some ―systems‖

Mental barriers

Information barriers

37


(not anxiety)




5. Empower action




Stage 5

Utilize people who have had

successful change

experiences

Promote a ―can do‖ spirit

Provide feedback

Deal with disempowering

managers

Ignore disempowering

managers

Disempower disempowering

managers

Remove all barriers all at

once

Surrender to pessimism and

fear

Do Don’t

38

Stage 6: Create Short-Term Wins 39

Stage 6: Create short term wins

Visible, timely, meaningful victories

Nourishes faith in the change effort

Provides emotional reward

Keeps critics at bay

Builds momentum

40

Eight stages





5. Empower action





―Yes, your objective is

important, but why are

you doing this and that?‖

―Isn‘t this interfering with

our current priorities?‖

―Didn‘t we try this three

years ago and fail?‖

―Hey, things are getting

done around here.‖

Without “wins,” cynics win With “wins,” people become

believers

41

Stage 6: How

Focus

Target visible, unambiguous, meaningful

wins

Create series of hoopla

42

Eight stages





5. Empower action





Target early wins

Make the wins visible to as many

people as possible

Have unambiguous wins to silence

the opposition

Wins that are meaningful to your

people

Wins that attract powerful people

whose support is valuable

Cheap and easy

Launch 100 projects all at once

Plan to have your first ―win‖ in 12

months

Stretch the truth to create the

impression of a ―win‖

Do Don’t

43

Stage 7: Don‘t Let Up 44

Stage 7: Keep Pushing

45

Eight stages





5. Empower action




Stage 7: Keep Pushing

Aggressively get rid of work that

are no longer relevant or can be

delegated

Constantly look for ways to keep

the sense of urgency up

Be sensitive to situations that may

provide opportunities a new wave

to support the change

Show them, show them, show them

Develop a rigid 4-year plan

Convince yourself that the job is

done

Convince yourself that you don‘t

have to contend with bureaucratic

and political behaviors

Work so hard that you physically

and emotional collapse

Do Don’t

46

Stage 8: Make the Change Stick 47

Stage 8: Make the Change Stick

Change is fragile

Embed the new into the culture

New employee orientation

The promotions process

The power of emotion

Folk tales

48

Eight stages





5. Empower action




Stage 8: Embed it

Use the new employee orientation

to compellingly show recruits what

your organization truly cares about

Use the promotions process to put in

place, people who act according to

the new norms

Tell vivid stories over and over

again about the new organization,

what it does and why it succeeds

Rely on a narrow range of pushers

A boss

A compensation scheme

Try to change culture as the first

step in the transformation process

Do Don’t

49

The biggest single challenge in the

process of adaptation and

transformation is changing people‘s

behavior.

A final reminder 50

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