Post on 08-Apr-2015
Chapter 4
Foundations of Organization Development
Foundations of Organization Development Leaders and OD practitioners use this
knowledge base to plan and implement effective change programs.
The knowledge base of OD is extensive and is constantly growing.
Models and theories of planned change Systems theory Participation and empowerment Teams and teamwork Parallel learning structures A normative-reeducative strategy of changing Applied behavioral science Action research
Foundations of Organization Development
Models and Theories of Planned Change OD is planned change in an organization
context. The development of models of planned
change facilitated the development of OD Kurt Lewin introduced two ideas about
change that have been influential. The first idea states that what is occurring at
any point in time in a resultant in a field of opposing forces.
Three-Stage Model of the Change Process Stage 1
The Burke-Litwin Model of Organizational Change First order and Second order change, which the
authors call “transactional change" and “transformational change”.
In first order change, some features of the organization change but the fundamental nature of the organization remain the same.
Second order change goes by many different labels: transformational, evolutionary, radical, or discontinuous change.
The Burke-Litwin Model of Organizational Change Cont’d Organization climate is defined as people’s
perceptions and attitudes about the organization. Organization culture is defined as deep-seated
assumptions, values and beliefs that are enduring, often unconscious, and difficult to change.
OD interventions directed towards structure, management practices, and systems result in first-order change; interventions directed towards mission and strategy, leadership and organization culture result in second-order change.
The Burke-Litwin Model of Organizational Change Cont’d Transformation leaders are “leaders who inspire
followers to transcend their own self-interest for the good of the organization and who are capable of having a profound and extraordinary effect on their followers.”
Transactional leaders are “leaders who guide or motivate their followers in the direction of established goals by clarifying role ad task requirements.”
Structure
Management Practices
Motivation
Work Unit Climate
Systems(Policies
& Procedures)
Individual &OrganizationPerformance
Individual Needs and
Values
Task Requirements & Individual
Skills/Abilities
FIGURE 4-1 The Transactional Factors Involved in First-Order Change
External Environment
Organization Culture
Leadership
Individual and Organization Performance
Mission andStrategy
FIGURE 4-2 The Transformational Factors Involved in Second-Order Change
Systems Theory
Organizations as open systems in active exchange with their environment.
System denotes interdependency, interconnectedness among elements in a set that constitutes an identifiable whole or gestalt.
Nature of Systems
All open systems are input-throughout-output mechanisms.
Systems take inputs from the environment in the form of energy, information, money, people, raw materials.
Boundaries of open systems are permeable, in that they permit exchange of information, resources, and energy between system and environment.
Sources ofEnergy,
Materials,Information,
HR
Inputs TransformingMechanism
Outputs Users
FIGURE 4-4 a System in Interaction with its Environment
Internal Interface Feedback Mechanisms
External Interface
Feedback Mechanisms
Congruence Among System Elements The three major input factors are:1. The environment, which imposes constraints and opportunities
about what the organization can and can not do;
2. Resources available to the organization, such as capital, people, knowledge, and technology;
3. History, which consists of memories of past success, failures, important event, and critical decisions that still influence behavior today.
Outputs are performance at the total organization level, unit/group level, and individual level.
Input
Environment
Resources
History
Output
System
Unit
Individual
InformalOrganization
FormalOrganization
Work
People
Strategy
FIGURE 4-5 The Congruence Model Showing the Organization as a System
Sociotechnical Systems Theory and Open Systems Planning Open systems planning entails:1. Scanning the environment to determine the
expectations and stakeholders;
2. Developing the scenarios of possible futures, both realistic and ideal
3. Developing action plans Open systems thinking is required for
creating learning organizations
Participation and Empowerment OD programs is not restricted to elites or the
top people The Leadership Challenge by Kouze and
Posner Five leadership practices and ten behavioral
commitments
The five practices with two behavioral commitments are:1. Challenging the process
Search for opportunities Experiment and take risk
2. Inspiring a shared vision Envision the future Enlist others
3. Enabling others to act Foster collaboration Strengthen others
4. Modeling the way Set the example Plan small wins
5. Encouraging the heart Recognize individual contributions Celebrate accomplishments
Team Work
A number of OD interventions are specifically
designed to improve team performance.
Parallel Learning Structures
Dale and Zand introduced this concept in 1974 under the label collateral organization
“a supplemental organization coexisting with the usual, formal organization.”
Parallel structures help people break free of the normal constraints imposed by the organization, engage in genuine inquiry and experimentation, and initiate needed changes.
Normative-Reeducative Strategy of Changing A second group of strategies we call
normative-reeducative. These strategies build upon assumptions
about human motivation different from those underlying the first.
Changes in normative orientations involve changes in attitudes, values, skills, and significant relationships, not just changes in knowledge, information, or intellectual rationale for action and practice.
Applied Behavioral Science
OD is the application of behavioral science knowledge, practices, and skills on ongoing systems in collaboration with system members.
“Practice Theory” First diagnosing the situation, then selecting
and implementing treatments based on the diagnosis, and finally evaluating the effects of treatment.
FIGURE 4-6 Composition of Applied Behavioral Science
Screened against the criterion of what is applicableto this specific situation?
What help to solve this problem?
Screened against the criterion of what works? What fits? and what is relevant to practical
situations?, what helps me solve real problems?
Applied Behavioral Science
Behavioral ScienceResearch
Practice Theory Practice Research
Behavioral ScienceTheory