Post on 15-Jul-2015
Organizational DevelopmentIntroduction
Defining OD
Evolution of OD
Characteristics of OD
OD Interventions – naming them
Typology of OD Interventions
What are we attempting…
“…an effort planned organization wide and managed from top to increase organizational effectiveness and health through planned interventions in organization’s process using behavioral science.”
“…a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structure and process for improving an organization’s effectiveness”
“…a response to a change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so that they can better adapt to new technologies, markets, challenges, and the rate of change itself”
“…long term effort and supported by top management to improve organization visioning, empowerment and problem solving process, through an ongoing, collaborative management of organization culture and using the theory and technology in applied behavioral science”
Definition - samples
Simply put this means that OD is related with
Putting in front the achievement of organizational effectiveness (OE) in the space of it’s markets, competitors, regulators and other boundaries
That is requires the inclusive style of (a) top management and (b) the people who support the motion and motor of achieving the OE
Developing and putting long term effort in accomplishing changes in the people and their beliefs and values; and combined with recognizing ORG cultures and values
people inclusive and makes it central to the theme of OD
Adaptation of process and technologies associated with the change in beliefs, values, people capability to support the achievement of OE
Definition
Brings to together a behavioral, social sciences disciplines in the context of OE
Humanistic –democratic; Implements the model of “helping relationships” in that it calls of collaborative intent and effort through various interventions to help cause
That is whether it is problem solving or resolving conflicts or bridging differences in any method or implementation(s) or any other subject, to achieve OE, the OD program, being people centric, preserves the mandate of bringing change and people effectiveness to develop the path to OE
Participative - enlists the support of the top managementand with the their beliefs intact on people inclusion for achieving OE
Systems context – recognizes that ORG do not work in silos but in an environment that is larger than the ORG
Features of OD
Coined in 1960s around the seminal work of behavioral scientists Robert Blake & Jane Mouton, Herbert Shepard, Douglas McGregor and Richard Beckhard
Robert Blake and Jane Mouton developed the managerial grid based on two scales concern for production and concern for people
Herbert Shepard works on TRW Systems, Esso, and advanced understanding on human behavior and social systems
Douglas McGregor contributed to motivational theory and eminent presentation on Theory X and Y of leadership
Richard Beckhard helped define OD, credited with developing “formula for change” along with David Gleicher; propounds that D * V * F > R then change is possible (D=dissatisfaction with current state; V= vision , F= first step and R=Resistance)
Evolution of OD
Evolution of OD – Blake and
Mouton
X-Axis “Concern for Results” determines alignment to
Stakeholder value
Company Goals
…
Y-Axis “Concern for People” determines
Contribution to the people and enabling contribution by the people
…
Identified 7 behavioral associated with leadership
Initiative – taking the lead in defining the “way forward” and the “approach to execute” to get there
Inquiry – getting feedback from one and all to test the truth of concept, fact and as well as perceptions
Advocacy – counsel, solve, enable and communicate one’s own ideas and themes
Decision – assessment of options, associated risk and taking it further
Conflict – recognizing, defining and efforts to help resolve such disagreements, stoppages
Critique – review and anticipate how the course of action will plan and impact the outcomes
Resilience – Flexibility, adaptability, etc.; directed towards changing course to overcome current constraints
Evolution of OD – Blake and
Mouton
Conducted large scale experiments in Esso; principal
consultant to TRW Systems
Advanced research and understanding in human
behavior and shaped the view out of the “dyads”
(doctor-patient; client-consultant) to group interaction,
interpersonal relationships
Advocated focus on ORG through building inter-personal
synergies, consensus, dispute resolutions, etc.
Evolution of OD – Herbert
Shepherd
Management/Leadership style influencing team behavior / contribution; Theory X and Y are born out our experiences, beliefs, your goals, etc.
Theory X – postulates that employee’s
Dislike work,
Cannot hold responsibility, needs supervision always
Have to controlled, forced, “treated”
Have very low motivation / ambition
Theory Y – postulates that employee’s
Seek and take responsibility
Motivate, achievement orientated
Treat work as a part of life
Solve and resolve problems / conflicts
Take ownership
Evolution of OD – Douglas
McGregor
Principles of Scientific Management by Frederick Taylor Proposed Time and Motion Study and “breaking up jobs into small
repetitive tasks”
Hawthorne Experiments by Fritz Roethlisberger and Elton Mayo Found out that repetitive tasks left employees dispirited
Mechanization caused a loss on the meaning on work and damaged the social relationships on the job
Hence employees were more tuned to the influences of the peer groups and social connects than the incentives on the job and control of the management
Schein’s Cultural Iceberg emphasized that culture as the most intractable element in OC; he noticed that while behaviors and action of people were visible but the underlying beliefs, values and assumptions were invisible to the onlooker
Further studies and research centered around people well being, social relationships at work place and outside, organization culture gained prominence in the effort to gain OE
Roots of OD
Applying science and not heuristic methods to work –basically this means that in doing continuous improvement to man, machine, process, etc. apply a method to determine possible course of action to a problem rather than any guide of thumb rule or trial and error methods (Science, not rule of thumb)
Assignment of people to work should be matched – “horses for courses”; i.e. that apply the right kind of people for that job that suits them and not any other way (harmony, not discord)
Monitor, Track – Supervise and support staff in performance (co-operation and no individualism)
Develop People – train, coach and instill sense of enthusiasm, motivate to perform
Roots of OD – Principles of
Scientific Management
Conducted in Western Electric in 1927; lasted till 1932
Illumination Experiment – impact of lighting in the factory floor on output; higher illumination-higher output but also when it was brought to normal level
Relay Assembly Testing – other factors like rest, working hours, etc. 6 girls, highly social and friendly; productivity increased and stabilized even when all improvement were taken away; made recognition, attention, participation important
Mass Interview Program – study of “attitudes” and “working situation”; direct question in the interviews; workers were guarded; changed to listen to workers; findings were that social factors were important in work place
Bank wiring experiment – finding the cause of which restrict output; 14 workers; normal condition; observed that group had its own norms of production away from the targets; defeating incentive system
Roots of OD – Hawthorne
Experiments
First Generation – techniques and technology in
behavioral sciences that focused on micro aspects of
the ORG like an individual, team; localized
interventions and within the framework of the unit,
department or location
Second Generation OD – focused on macro aspects of
the ORG to help cause on markets, competitions,
stakeholders, etc.; explicit attention was within the
ORG and towards leadership and alignment to the
change agenda
Third Generation OD – connected with large scale
changes and transformation
OD Generations
Has four branches …
Action research – collaborative approach that follows a scientific method in solving problems and implementing the necessary change through the process of gathering data, discussing and analyzing the data, evaluating options, developing an action plan to implement the option, evaluating the results to identify new problems
Sensitivity Training – is a training method during which people learn about themselves and others during the interactions. Typically deploys role plays, feedback, etc.
Surveys- a method structured to diagnose the state of the ORG; specialized form of collection of data
Socio Technical – connected with the people and technology; by technology it alludes the technical aspects of the organizational structures, processes, etc.
First Generation OD
ORG Transformation- multi-dimensional, multi-level, discontinuous and radical in nature; requires shift in ORG strategy and culture
TQM – parallels between OD and TQM; embraces the quality vision of the ORG by inclusive style around people and their contribution to the vision
Visioning – helps in defining shared goals; helps in aligning the various units in the ORG to achieve common goals
Future Search – a conference where in people are used to build a database of “what they want”; jointly interpret, analyze and build an action plan
“whole system in a room” – group meetings that is centered around catalyzing the whole change process; Typically for the top management so as to decide the future course of actions and structures (at high level)
Second Generation OD
Learning ORG- incessantly expanding capacity to learn,
adapt, re-invent in quick time; promotes collective and
collaborative learning
Appreciative Inquiry – rooted around every social
systems has positive elements; leverages the strengths
of the ORG rather than always looks for continuous
improvements; looks at “stories” and inquires into to
create the theme for the future
Third Generation OD
Phases of OD
Entry
Contracting
DiagnosisFeedback
Intervention
Evaluation
OD Process – steps or activities that is taken in the interventions; deals with how the intervention is being executed
OD Content- is around vision, mission, strategy, agenda, targets, etc. focuses on what is being done
Client Group Interventions
Individuals T-Group, Coaching and Counseling,
Transactional Analysis, Role plays,
behavioral modeling
Dyads or Triads Process Consultations, TA,
peacemaking, interviews
Teams and Groups Team building, visioning, interviews,
process consultations, survey
feedback
Inter Group Relations Survey feedback, interviews,
questionnaire, inter group activities,
ORG mirroring, process consultation
Total ORG Meetings, team building at all levels,
TQM, Survey feedback
Interventions
Subject Factor
Philosophy Total system change
Orientation Long term and sustainable change
Approach Planned action, problem focused
Targets Human, Social processes, culture and
structure
Focus Developing self-renewal capability
Setting Real ORG
Outcome Individual and OE
Emphasis ORG Culture
Theory Open Systems
In Summary OD’s
Thank You