Od Complete

39
LESSON 5 ACTION RESEARCH & OD ACTION RESEARCH: A PROCESS & AN APPROACH IF ACTION RESEARCH IS A PROCESS, IT CONSISTS OF THE FOLLOWING ACTIVITIES: o STATE THE DESIRED STATE [GOAL] o STUDY THE EXISTING STATE o DECIDE UPON THE COURSE OF ACTION TO ADDRESS THE GAPS o IMPLEMENT THE ACTION o EVALUATE THE RESULTS ACTION RESEARCH CAN ALSO BE DESCRIBED AS AN APPROACH TOWARDS PROBLEM –SOLVING, FOR THE SAME PROCESS ACTIVITIES ARE FOLLOWED IT IS APPLIED EXTENSIVELY IN OD WORK
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Transcript of Od Complete

Page 1: Od Complete

LESSON 5

ACTION RESEARCH & OD

ACTION RESEARCH: A PROCESS & AN APPROACH

IF ACTION RESEARCH IS A PROCESS, IT CONSISTS OF THE

FOLLOWING ACTIVITIES:

o STATE THE DESIRED STATE [GOAL]

o STUDY THE EXISTING STATE

o DECIDE UPON THE COURSE OF ACTION TO ADDRESS THE

GAPS

o IMPLEMENT THE ACTION

o EVALUATE THE RESULTS

ACTION RESEARCH CAN ALSO BE DESCRIBED AS AN APPROACH

TOWARDS PROBLEM –SOLVING, FOR THE SAME PROCESS

ACTIVITIES ARE FOLLOWED

IT IS APPLIED EXTENSIVELY IN OD WORK

Page 2: Od Complete

LESSON 6

AN OVERVIEW OF OD INTERVENTIONS

CHARACTERISTICS OF THE TERM OD INTERVENTIONS:

IT IS A SET OF STRUCTURED ACTIVITIES

IMPROVES THE EFFECTIVENESS OF THE ORGANIZATION &

EMPLOYEE DEVELOPMENT

AN OD PRACTITIONER BRINGS THE FOLLOWING ATTRIBUTES TO

THE CLIENT’S ORGANIZATION:

o SET OF VALUES

o SET OF ASSUMPTIONS OF PEOPLE / ORGANIZATION /

INTERPERSONAL RELATIONSHIPS

o SET OF GOALS FOR PRACTITIONER / ORGANIZATION /

EMPLOYEES

o SET OF STRUCTURED ACTIVITIES, THAT ARE MEANS OF

ACHIEVING THE VALUES / ASSUMPTIONS / GOALS. THESE

ACTIVITIES ARE CALLED AS INTERVENTIONS

THE FOLLOWING GUIDELINES HELPS THE PRACTITIONER TO

STRUCTURE THE INTERVENTION ACTIVITIES:

o INCLUDE RELEVANT PEOPLE. PEOPLE AFFECTED BY THE

PROBLEM

o STRUCTURE THE ACTIVITY, SO THAT IT IS PROBLEM-

ORIENTED.

o STRUCTURE THE ACTIVITY SO THAT THE GOAL IS CLEAR, &

THE WAY TO REACH THE GOAL IS CLEAR

o STRUCTURE THE ACTIVITY TO ENSURE A HIGH

PROBABILITY OF SUCCESS. ENSURE THAT CLIENT’S

EXPECTATION IS REALISTIC

o STRUCTURE THE ACTIVITY SO THAT IT CONTAINS BOTH

EXPERIENCE BASED LEARNING, & CONCEPTUAL LEARNING.

EXPERIENCED LEARNING IS REMEMBERED PERMANENTLY

Page 3: Od Complete

o STRUCTURE THE ACTIVITY SO THAT THE INDIVIDUALS ARE

FREED UP RATHER THAN ANXIOUS OR DEFENSIVE

o STRUCTURE THE ACTIVITY SO THAT INDIVIDUALS LEARN

ABOUT THE TASK & PROCESS [HOW TO WORK IN GROUP]

o STRUCTURE THE ACTIVITY SO THAT INDIVIDUALS ARE

ENGAGED AS WHOLE PERSONS, NOT SEGMENTED

PERSONS

OUTCOMES OF INTERVENTIONS

AWARENESS OF ONE’S BEHAVIOUR

INCREASED INTERACTIONS & COMMUNICATIONS BETWEEN

INDIVIDUALS & GROUPS

CONFRONT OBSTACLES THROUGH EFFECTIVE INTERACTIONS

UPGRADE ONE’S KNOWLEDGE / SKILL

CHANGE IN ATTITUDE

INCREASED ACCOUNTABILITY

INCREASED ENERGY & OPTIMISM

Page 4: Od Complete

LESSON 7

TEAM INTERVENTIONS

CHARACTERISTICS OF EFFECTIVE TEAM:

CLEAR GOAL

INFORMALITY

PARTICIPATION

LISTENING

CIVILIZED DISAGREEMENT

CONSENSUS DECISION MAKING

OPENNESS

CLEAR ROLES & WORK ASSIGNMENTS

SHARED LEADERSHIP

EXTERNAL RELATIONSHIP

STYLE DIVERSITY

SELF-ASSESSMENT [PERIODIC EXAMINATION OF HOW WELL

TEAM IS FUNCTIONING]

Page 5: Od Complete

TEAM BUILDING INTERVENTIONS

PURPOSE

o TO IMPROVE & INCREASE EFFECTIVENESS OF VARIOUS

TEAMS WITHIN THE ORGANIZATION

FOCUS:

o FORMAL GROUPS

COMPOSED OF BOSS & SUBORDINATES

ALSO CALLED AS INTACT WORK TEAMS

o SPECIAL GROUPS

EXAMPLES:

START UP TEAMS / SPECIAL PROJECT TEAMS /

CROSS-FUNCTIONAL TEAMS / PARALLEL

LEARNING STRUCTURES

IT IS DIRECTED AT FOLLOWING AREAS:

o DIAGNOSIS

COLLECTION OF DATA

o TASK ACCOMPLISHMENTS

INCLUDES: PROBLEM-SOLVING / DECISION-MAKING /

ROLE CLARIFICATION / GOAL-SETTING / ETC

o TEAM RELATIONSHIPS

BUILDING & MAINTAINING EFFECTIVE INTER-

PERSONAL RELATIONSHIPS; INCLUDING BOSS-

SUBORDINATE & PEER RELATIONSHIPS

o TEAM & ORGANIZATIONAL PROCESS

UNDERSTANDING & MANAGING GROUP PROCESSES

& CULTURE

ROLE ANALYSIS TECHNIQUE FOR ROLE

CLARIFICATION & DEFINITION

ROLE NEGOTIATION TECHNIQUES

THE MAJOR PLAYERS IN A TEAM BUILDING ARE: CONSULTANT,

GROUP LEADER & GROUP MEMBERS.

Page 6: Od Complete

THE FORMAL GROUP DIAGNOSTIC MEETING

PURPOSE IS TO TAKE THE STOCK OF HOW WE ARE DOING;

WHERE WE ARE GOING

THE CONSULTANT & THE GROUP LEADER DISCUSS THE IDEA

FIRST; & IF GENUINE NEED FOR DIAGNOSTIC MEETING EXISTS,

THEN THE IDEA IS PUT TO THE GROUP FOR REACTIONS

THE LEADER ASKS THE FOLLOWING QUESTIONS TO THE

MEMBERS:

o WHAT ARE OUR STRENGTHS?

o WHAT PROBLEMS DO WE HAVE THAT WE SHOULD WORK

UPON?

o HOW WE ARE DOING IN REGARD TO OUR ASSIGNED

TASKS?

o HOW ARE OUR RELATIONSHIPS WITH EACH OTHER?

o WHAT OPPORTUNITIES SHOULD WE BE TAKING

ADVANTAGE OF?

AFTER THE DATA IS SHARED THE NEXT STEP IS DISCUSSING THE

ISSUES, GROUPING THE ISSUES IN TERMS OF THEMES

THE PRIMARY FOCUS IS TO SURFACE THE ISSUES & PROBLEMS

THAT SHOULD BE WORKED ON

THE FORMAL TEAM BUILDING MEETING:

ITS GOAL IS TO IMPROVE TEAM’S EFFECTIVENESS, THROUGH

BETTER MANAGEMENT OF TASK DEMANDS /RELATIONSHIP

DEMANDS / GROUP PROCESSES.

IT IS IN INWARD LOOK BY THE TEAM AT ITS OWN

PERFORMANCE /BEHAVIOUR / CULTURE FOR THE PURPOSE OF

ELIMINATING DYSFUNCTIONAL BEHAVIOURS & STRENGTHENING

FUNCTIONAL ONES

Page 7: Od Complete

THE GROUP CRITIQUES ITS PERFORMANCE / ANALYZES ITS WAY

OF DOING THINGS / ATTEMPTS TO DEVELOP STRATEGIES TO

IMPROVE ITS OPERATION.

THE CONSULTANT INTERVIEWS THE ENTIRE GROUP USING AN

OPEN-ENDED APPROACH.

THE CONSULTANT PRESENTS THE INTERVIEW RESULTS IN TERMS

OF THEMES.

THE THEMES ARE RANKED BY GROUP IN TERMS OF IMPORTANCE

THE MOST IMPORTANT ONE FORMS THE AGENDA OF THE

MEETING

AS IMPORTANT PROBLEMS ARE DISCUSSED, ALTERNATIVES ARE

OR ACTION ARE DEVELOPED

TARGET DATES ARE SET IN TERMS OF

o AS TO WHO WILL DO WHAT

o AND WHEN

TEAM-BUILDING SESSIONS MAY BE DIRECTED TOWARDS

PROBLEM-SOLVING FOR TASK ACCOMPLISHMENTS, EXAMINING &

IMPROVING INTERPERSONAL RELATIONSHIPS OR MANAGING

ORGANIZATION’S CULTURE & PROCESSES

PROCESS CONSULTATION INTERVENTIONS

PLACES GREATER EMPHASIS ON DIAGNOSING &

UNDERSTANDING PROCESS EVENTS

CONSULTANT’S ROLE IS NONDIRECTIVE. HE GETS THE GROUP TO

SOLVE THEIR OWN PROBLEMS

INTERVENTION TAKES PLACE IN ONGOING SYSTEM.

THE CONSULTANT WORKS WITH INDIVIDUAL & GROUPS TO HELP

THEM TO LEARN ABOUT HUMAN & SOCIAL PROCESSES & LEARN

TO SOLVE PROBLEMS THAT STEM FROM PROCESS EVENTS.

Page 8: Od Complete

GESTALT APPROACH TO TEAM BUILDING

FOCUSES ON INDIVIDUAL THAN THE GROUP

IT IS BASED ON THE BELIEF THAT PERSONS FUNCTIONS AS

WHOLE TOTAL ORGANISMS.

AND EACH PERSON POSSESSES POSITIVE & NEGATIVE

CHARACTERISTICS THAT MUST BE OWNED UP TO & PERMITTED

EXPRESSION

PEOPLE GET INTO TROUBLE WHEN THEY GET FRAGMENTED,

WHEN THEY DO NOT ACCEPT THEIR TOTAL SELVES & WHEN THEY

ARE TRYING TO LIVE UPTO THE DEMANDS OF OTHERS RATHER

THAN BEING THEMSELVES

THE GOALS OF GESTALT THERAPY ARE:

o AWARENESS / INTEGRATION / MATURATION / AUTHENTICITY

/ SELF-REGULATION / BEHAVIOUR CHANGE

BASICALLY ONE MUST COME TO TERMS WITH ONESELF, MUST

ACCEPT RESPONSIBILITY FOR ONE’S ACTIONS, MUST

EXPERIENCE & LIVE IN THE “HERE & NOW” & MUST STOP

BLOCKING OFF AWARENESS, AUTHENTICITY & THE LIKE BY

DYSFUNCTIONAL BEHAVIOURS

IT CAN BE APPLIED TO BOSS-SUBORDINATE RELATIONS & TEAM

BUILDING.

THE PRIMARY THRUST IS TO MAKE THE INDIVIDUAL STRONGER,

MORE AUTHENTIC, & MORE IN TOUCH WITH THE INDIVIDUAL’S

FEELINGS BUILDING A BETTER TEAM. THE INDIVIDUAL MUST

RECOGNISE, DEVELOP, & EXPERIENCE HIS POTENCY & ABILITY

TO COPE WITH HIS ORGANIZATIONAL WORLD WHATEVER ITS

PRESENT CONDITION.

TO DO THIS PEOPLE MUST BE ABLE TO EXPRESS THEIR

FEELINGS FULLY BOTH POSITIVE / NEGATIVE

THEY MUST LEARN TO “STAY WITH” TRANSACTIONS WITH

OTHERS & WORK THEM THROUGH TO RESOLUTION RATHER

Page 9: Od Complete

THAN SUPPRESSING NEGATIVE FEELINGS OR CUTTING OFF

TRANSACTIONS PREMATURELY.

THE GESTALT OD PRACTITIONER OFTEN WORKS WITH GROUP

SETTING, BUT THE FOCUS IS USUALLY ON INDIVIDUALS

TECHNIQUES & EXERCISES USED IN TEAM BUILDING:

BEFORE USING THESE TECHNIQUES, A CAREFUL DIAGNOSIS

SHOULD BE MADE TO ENSURE THAT THE TECHNIQUE IS

APPROPRIATE

TEAM-BUILDING SESSIONS INCLUDES MANY OF THESE

TECHNIQUES & EXERCISES

THE TECHNIQUES ARE:

o ROLE ANALYSIS

o ROLE NEGOTIATION

THE APPRECIATIONS & CONCERNS EXERCISE:

THIS EXERCISE IS APPROPRIATE IN CASE OF DEFICIENCY WHICH

CAN BE LACK OF

o EXPRESSION OF APPRECIATION OR

o AVOIDANCE OF CONFRONTING CONCERNS & IRRITATIONS

IT IS CONDUCTED AS FOLLOWS:

THE FACILITATOR ASK EACH MEMBER OF THE GROUP TO JOT

DOWN 1 TO 3 APPRECIATIONS FOR EACH MEMBER OF THE

GROUP

EACH MEMBER IS ALSO ASKED TO WRITE 1 TO 3 MINOR

IRRITATIONS OR CONCERNS RELATIVE TO EACH PERSON THAT

MAY BE INTERFERING WITH COMMUNICATIONS GETTING THE

WORK DONE EFFECTIVELY & SO ON. EACH GROUP MEMBER

MENTIONS BOTH THE APPRECIATIONS & CONCERNS ABOUT THE

VOLUNTEER, WHO HEARS FROM ALL THE GROUP MEMBERS. THE

VOLUNTEER CAN ONLY SEEK CLARIFICATION, & NOT CHALLENGE

Page 10: Od Complete

RESPONSIBILITY CHARTING:

IT HELPS TO CLARIFY WHO IS RESPONSIBLE FOR WHAT ON

VARIOUS DECISIONS & ACTIONS.

AN EFFECTIVE TECHNIQUE FOR IMPROVING TEAM FUNCTIONING

IT CONSISTS OF THE FOLLOWING STEPS:

o LIST THE ACTIVITIES TO BE PERFORMED

o AGAINST EACH ACTIVITY, WRITE THE NAME OF THE

PERSON WHO IS RESPONSIBLE FOR CARRYING OUT THAT

ACTIVITY

o IF ANY ACTIVITY HAS TO BE REVIEWED, STATE THE NAME

OF THE PERSON WHO HAS THE AUTHORITY TO REVIEW IT.

THE VETO RIGHT SHOULD NOT BE WITH MANY PEOPLE.

NOR IT SHOULD IT VESTED WITH ONLY ONE PERSON;

OTHERWISE THAT PERSON CAN BECOME A BOTTLENECK

o IF ANY ACTIVITY NEEDS SUPPORT IN TERMS OF LOGISTICS

OR RESOURCE, STATE THE NAME OF THE PERSON WHO IS

RESPONSIBLE FOR PROVIDING SUPPORT

o IF ANY ACTIVITY AFTER ITS PERFORMANCE, HAS TO BE

KEPT POSTED TO ANY INDIVIDUAL, SUCH INDIVIDUAL’S

NAME SHOULD BE STATED AGAINST THAT ACTIVITY

EACH ACTIVITY IS DISCUSSED, & RESPONSIBILITY IS ASSIGNED

IT IS AN INTERVENTION TO IMPROVE THE TASK PERFORMANCE

OF A WORK TEAM

Page 11: Od Complete

VISIONING:

AN INTERVENTION IN WHICH GROUP MEMBERS IN ONE OR MORE

ORGANIZATIONAL GROUPS DEVELOP & OR DESCRIBE THEIR

VISION OF WHAT THEY WANT THE ORGANIZATION TO BE LIKE IN

FUTURE.

THE TIME FRAME MAY BE ANYWHERE FROM SIX MONTHS TO FIVE

YEARS IN THE FUTURE

CONSTRUCTIVE INTERVENTIONS

THE TEAM INTERVENTIONS CAN BE HIGHLY REWARDING FOR

PARTICIPANTS, BUT THE DYNAMICS MUST BE ADDRESSED WITH

EMPATHY & SKILL.

THE FOLLOWING STEPS ARE INVOLVED IN MAKING THE

INTERVENTION CONSTRUCTIVE:

o THE FORMAL LEADER NEEDS TO BE INFORMED OF THE

NATURE OF INTERVENTION. THE LEADER SHOULD BE

COMMITTED TO THE PROCESS THEREAFTER

o THE TEAM SHOULD BE PROVIDED TRAINING IN EFFECTIVE

GROUP SKILLS

o TEAM MEMBERS NEED SOME PRACTICE & COACHING IN

GIVING CONSTRUCTIVE FEEDBACK, & IN DEALING WITH A

RANGE OF FEELINGS INCLUDING DEFENSIVE ONES, & IN

PROCESSING CONFLICTS

o THE FACILITATOR NEEDS COUNSELLING & LISTENING

SKILLS OF A HIGH ORDER

o THE LEADER NEEDS SOME COACHING TO ASSURE NO

PUNITIVE OR RETALIATORY BEHAVIOUR WILL BE THE

CONSEQUENCE OF THIS EXERCISE

Page 12: Od Complete

LESSON 10

INTER-GROUP & THIRD PARTY PEACEMAKING INTERVENTIONS

INTER-GROUP TEAM BUILDING INTERVENTIONS

THE FOCUS IS ON IMPROVING INTER-GROUP RELATIONS

THE GOALS OF THESE ACTIVITIES ARE TO INCREASE

COMMUNICATIONS & INTERACTIONS BETWEEN WORK-RELATED

GROUPS TO REDUCE THE AMOUNT OF DYSFUNCTIONAL

COMPETITION & TO REPLACE A PAROCHIAL INDEPENDENT POINT

OF VIEW WITH AN AWARENESS OF THE NECESSITY FOR

INTERDEPENDENCE OF ACTION CALLING ON THE BEST EFFORTS

OF BOTH GROUPS

THE STEPS IN THIS INTERVENTION ARE AS FOLLOWS:

o THE LEADERS OF THE TWO GROUPS [OR THE TOTAL

MEMBERSHIP] MEET THE CONSULTANT & ARE ASKED IF

THEY THINK THE RELATIONS BETWEEN THE TWO GROUPS

CAN BE BETTER & ARE ASKED IF THEY ARE WILLING TO

SEARCH FOR MECHANISM OR PROCEDURES THAT MAY

IMPROVE INTER-GROUP RELATIONS. ALL ASKED TO

COMMIT THEMSELVES TO AT THAT TIME

o THE TWO GROUPS MEET IN SEPARATE ROOMS & BUILD

TWO LISTS.

IN ONE LIST THEY GIVE THEIR THOUGHTS,

ATTITUDES, FEELINGS & PERCEPTIONS OF THE

OTHER GROUP.

IN THE SECOND LIST THE GROUP TRIES TO PREDICT

WHAT THE OTHER GROUP IS SAYING ABOUT THEM IN

ITS LIST.

Page 13: Od Complete

THE TWO GROUPS COME TOGETHER TO SHARE WITH EACH

OTHER THE INFORMATION ON THE LISTS. NO DISCUSSIONS ARE

ALLOWED; ONLY CLARIFICATION CAN BE SOUGHT

THE TWO GROUPS RETURN TO THEIR SEPARATE MEETING

PLACES & DO THE FOLLOWING:

o THE MEMBERS REACT & DISCUSS WHAT THEY HAVE

LEARNED ABOUT THEMSELVES & THE OTHER GROUP

o IT TYPICALLY HAPPENS THAT MANY AREAS OF

DISAGREEMENT & FRICTION ARE DISCOVERED TO REST ON

MISPERCEPTIONS & MISCOMMUNICATION. THESE ISSUES

ARE READILY RESOLVED BY SHARING INFORMATION. THE

PROBLEMS BETWEEN THEM ARE SEEN TO BE FEWER THAN

IMAGINED

o THE GROUP IS THEN ASKED TO MAKE A LIST OF THE

PRIORITY ISSUES THAT STILL NEED TO BE RESOLVED

BETWEEN THE TWO GROUPS. THE LIST IS GENERALLY

MUCH SMALLER THAN THE ORIGINAL LIST.

o THE TWO GROUPS COME BACK TOGETHER & SHARE LISTS

WITH EACH OTHER. AFTER COMPARING THEIR LISTS, THEY

MAKE ONE LIST CONTAINING THE ISSUES & PROBLEMS

THAT SHOULD BE RESOLVED. THEY SET PRIORITIES ON

THE ITEMS IN TERMS OF IMPORTANCE & IMMEDIACY.

TOGETHER THEY GENERATE ACTION STEPS FOR

RESOLVING THE ISSUES & ASSIGN RESPONSIBILITIES FOR

THE ACTIONS. THAT CONCLUDES THE INTERVENTION

o AS A FOLLOW UPTO THE INTERGROUP TEAM BUILDING

ACTIVITY A MEETING OF THE TWO GROUPS OR THEIR

LEADERS IS DESIRABLE TO DETERMINE WHETHER THE

ACTION STEPS HAVE IN FACT OCCURRED & TO ASSESS

HOW THE GROUPS ARE DOING ON THEIR ACTION PLANS

Page 14: Od Complete

THIRD-PARTY PEACEMAKING INTERVENTIONS

SHOULD BE UNDERTAKEN ONLY BY PROFESSIONALS

USED WHEN TWO PERSONS ARE IN CONFLICT.

THE THIRD PARTY SHOULD HAVE THE POTENTIAL TO CONTROL /

CONTAIN THE CONFLICT OR RESOLVE IT.

A BASIC FEATURE IS CONFRONTATION OF THE CONFLICT.

THERE ARE FOUR BASIC ELEMENTS IN INTERPERSONAL

CONFLICTS:

o THE CONFLICT ISSUE

o THE PRECIPITATING CIRCUMSTANCES

o THE CONFLICT-RELEVANT ACTS OF THE PRINCIPALS.

o CONSEQUENCES OF CONFLICT

FOR ACCURATE DIAGNOSIS, IT IS ESSENTIAL TO KNOW THE

SOURCE OF CONFLICTS.

CONFLICTS COULD BE

o SUBSTANTIVE

DISAGREEMENTS OVER POLICIES / PRACTICES /

COMPETITIVE BIDS OVER THE SAME RESOURCES

/DIFFERING CONCEPTIONS OF ROLES 7 ROLE

RELATIONSHIPS

REQUIRES PROBLEM-SOLVING & BARGAINING

BEHAVIOURS BETWEEN THE PRINCIPALS

o EMOTIONAL

INVOLVES NEGATIVE FEELING BETWEEN THE

PARTIES

REQUIRES RESTRUCTURING PERCEPTIONS &

WORKING THROUGH NEGATIVE FEELINGS

Page 15: Od Complete

THE TACTIC CONSISTS OF STRUCTURING CONFRONTATION &

DIALOGUE BETWEEN THE PRINCIPALS.

THE INGREDIENTS OF PRODUCTIVE CONFRONTATION ARE AS

FOLLOWS:

o BOTH PARTIES SHOULD BE WILLING TO RESOLVE THE

DISPUTES

o THERE SHOULD BE POWER PARITY BETWEEN BOTH THE

PARTIES

o INITIATIVE & READINESS TO CONFRONT SHOULD OCCUR IN

CONCERT BETWEEN THE TWO PARTIES

o TIME MUST BE ALLOWED FOR WORKING THROUGH

NEGATIVE FEELINGS & CLARIFICATION OF POSITIVE

FEELINGS

o CONDITIONS SUPPORTING OPENNESS

o MAKE CERTAIN EACH CAN UNDERSTAND EACH OTHER.

o THERE SHOULD BE MODERATE STRESS ON THE PARTIES.

MEETINGS SHOULD BE SET ON NEUTRAL TURF

ALL INTERVENTION SHOULD BE TIME BOUND

THE STEPS TO BE FOLLOWED IN TWO-PERSON CONFLICT

MANAGEMENT SESSIONS:

o THE POSITIVES

WRITE DOWN WHAT WOULD YOU LIKE YOUR

RELATIONSHIP TO BE; &THE POSITIVE ATTRIBUTES

OF THE OTHER PERSON

SHARE QUESTIONS OF CLARIFICATION. FOCUS ON

UNDERSTANDING

o SHARING OF PAIN /RESENTMENTS

BEHAVIOUR OF THE OTHER PERSON OVER LAST 12

MONTHS, THAT CAUSES YOU PAIN / HURT / ANGER

/EMBARRASSMENT / RESENTMENT

Page 16: Od Complete

SEEK CLARIFICATION. ASK FOR SPECIFIC INCIDENTS,

& THEN DISCUSS

o CONTRACTING

IT WOULD CONTRIBUTE TO MY EFFECTIVENESS

IF YOU DID THE FOLLOWING THINGS MORE OR

BETTER

IF YOU DID THE FOLLOWING THINGS LESS OR

STOPPED FROM DOING THEM

IF YOU CONTINUED DOING THE FOLLOWING

THINGS

o SHARE

NEXT ACTION STEPS

METHOD OF NEGOTIATION:

ALSO CALLED PRINCIPLED NEGOTIATION

FOLLOWING ARE THE METHODS:

o PEOPLE

SEPARATE PEOPLE FROM THE PROBLEM

o INTEREST

FOCUS ON INTEREST, & NOT ON POSITIONS

o OPTIONS

GENERATE A VARIETY OF POSSIBILITIES BEFORE

DECIDING WHAT TO DO

o CRITERIA

INSIST THAT THE RESULT SHOULD BE BASED ON

SOME OBJECTIVE STANDARD

ORGANIZATION MIRROR INTERVENTIONS

IT IS A SET OF ACTIVITIES IN WHICH THE HOST GROUP, GETS

FEEDBACK FROM REPRESENTATIVES FROM SEVERAL OTHER

ORGANIZATIONAL GROUPS, ABOUT HOW IT IS PERCEIVED &

REGARDED

Page 17: Od Complete

AIMED AT IMPROVING RELATIONSHIPS BETWEEN GROUPS, &

INCREASE THE INTERGROUP WORK EFFECTIVENESS

PROVIDES FEEDBACK EFFECTIVELY

IT SHOULD BE FOLLOWED BY ACTION PLAN

PARTNERING

USED WHEN CONFLICT EXISTS BETWEEN TWO OR MORE

ORGANIZATIONS

INVOLVE THOSE MEMBERS, WHO HAVE A POSITIVE DISPOSITION

IN LIFE.

THE HELP OF OD PRACTITIONER CAN BE TAKEN

Page 18: Od Complete

LESSON 11

COMPREHENSIVE OD INTERVENTIONS 12TH September

CHARACTERISTICS:

TOTAL ORGANIZATION IS INVOLVED.

CULTURAL CHANGE IS ADDRESSED

INTERVENTIONS ARE OF FOLLOWING TYPES:

o GETTING THE WHOLE SYSTEM IN THE ROOM

IF WE GET ALL OF THE PEOPLE WITH CRUCIAL

INTERDEPENDENCIES TOGETHER TO WORK ON

MATTERS OF MUTUAL CONCERN, GOOD THINGS CAN

HAPPEN

THE SAME PRINCIPLE CAN BE APPLIED IF THE

INTERNAL ENVIRONMENT IS NOT IN ALIGNMENT WITH

EXTERNAL ENVIRONMENT

o SEARCH CONFERENCES & FUTURE SEARCH CONFERENCES

HAS THE THREE PHASES:

ENVIRONMENTAL APPRECIATION

o CHANGES THAT ARE TAKING PLACE IN

THE WORLD AROUND US

o DESIRABLE & PROBABLE FUTURE

SYSTEM ANALYSIS

o HISTORY OF THE SYSTEM

o ANALYSIS OF THE PRESENT SYSTEM

o DESIRABLE FUTURE FOR THE SYSTEM

INTEGRATION OF SYSTEM & ENVIRONMENT

o DEALING WITH CONSTRAINTS

o STRATEGIES & ACTION PLANS

Page 19: Od Complete

LESSON 12:

STRUCTURAL INTERVENTIONS:

AIMED AT IMPROVING ORGANIZATIONAL EFFECTIVENESS

THROUGH CHANGES IN THE TASK, STRUCTURAL,

TECHNOLOGICAL & GOAL PROCESSES IN THE ORGANIZATION

THE FOLLOWING ARE THE STRUCTURAL INTERVENTIONS:

o SOCIO-TECHNICAL SYSTEMS [STS]

HAS TWO PREMISES:

1. EFFECTIVE WORK SYSTEMS MUST JOINTLY

OPTIMIZE THE RELATIONSHIP BETWEEN THEIR

SOCIAL & TECHNICAL PARTS

o SELF MANAGED TEAMS [SMT]

CREATION OF SMT INVOLVES:

PROVIDING TEAMS WITH GROUPING OF TASKS

THAT COMPRISES A MAJOR UNIT OF THE

TOTAL WORK TO BE PERFORMED

o WORK REDESIGN

MOTIVATION & PERFORMANCE CAN BE ENHANCE

THROUGH REDESIGNING JOBS TO HEIGHTEN SKILL

VARIETY, TASK IDENTITY, TASK SIGNIFICANCE,

AUTONOMY, & FEEDBACK FROM THE JOB

o MBO APPRAISAL

OBJECTIVES OR TARGETS SHOULD BE STATED IN

QUANTITATIVE TERMS WHENEVER IT IS POSSIBLE.

GOAL SETTING & APPRAISAL SHOULD BE ONE-TO-ON

o QUALITY CIRCLES

IT IS PARTICIPATIVE PROBLEM SOLVING AT THE

SHOP FLOOR LEVEL.

Page 20: Od Complete

TRAINING IS PROVIDED IN MEASURING TECHNIQUES /

GROUP DYNAMICS / TEAM LEADERSHIP /

INTERPERSONAL COMMUNICATION

o QUALITY OF WORK LIFE PROJECTS

IT IS RE-STRUCTURING OF SEVERAL DIMENSIONS OF

THE ORGANIZATION

PARTICIPATION & INVOLVEMENT OF EMPLOYEES IN

THEIR DAY TO DAY ACTIVITIES

TRAIN EMPLOYEES IN PROBLEM-SOLVING

ENCOURAGE SKILL DEVELOPMENT THROUGH JOB

ROTATION

o PARALLEL LEARNING STRUCTURES

ORGANIZATIONS ESTABLISHED WITHIN

ONGOING ORGANIZATIONS

o PHYSICAL SETTINGS

MAKING PHYSICAL SETTINGS CONGRUENT WITH OD

ASSUMPTIONS & OD PROCESS

o TQM

INCLUDES:

A HIGH EMPHASIS ON CUSTOMERS, INCLUDING

INTERNAL CUSTOMERS

AN EMPHASIS ON TEAMS TEAMWORK, &

CONTINUOUS TRAINING

o RE-ENGINEERING

NON CORE ACTIVITIES ARE ELIMINATED OR

OUTSOURCED

o THE SELF-DESIGN STRATEGY

THE ORGANIZATION SHOULD BUILT-IN CAPACITY TO

TRANSFORM THEMSELVES TO ACHIEVE HIGH

PERFORMANCE IN TODAY’S COMPETITIVE &

CHANGING ENVIRONMENT

Page 21: Od Complete

CONSISTS OF:

EDUCATION

CLARIFICATION OF THE VALUES

DIAGNOSING OF THE CURRENT STATE OF

ORGANIZATION USING VALUES

CHANGES ARE THEN DESIGNED &

IMPLEMENTED IN AN ATTRACTIVE MANNER

o HIGH-INVOLVEMENT & HIGH PERFORMANCE WORK

SYSTEMS

THE FEATURES ARE:

DECENTRALIZATION OF DECISION MAKING

USE OF SELF-MANAGEMENT-TEAM

LINK REWARD TO INDIVIDUAL & TEAM

PERFORMANCE

WIDELY SHARED INFORMATION

PARTICIPATIVE & SHARED LEADERSHIP

EXTENSIVE TRAINING

o LARGE SCALE SYSTEMS CHANGE, & ORGANIZATIONAL

TRANSFORMATION

REQUIRES MULTIPLICITY OF INTERVENTIONS, OVER

AN EXTENDED TIME FRAME

INCLUDES:

RE-CONCEPTUALIZING THE NATURE OF

BUSINESS

USE OF PARALLEL LEARNING STRUCTURE

REDUCTION IN HIERARCHICAL LEVELS

TEAM BUILDING & DEVELOPMENT, INCLUDING

THE USE OF CROSS FUNCTIONAL TEAMS

SURVEY FEEDBACK

EXTENSIVE USE OF TASK FORCES

INTENSIVE LEADERSHIP TRAINING

Page 22: Od Complete

LESSON 13

ISSUES IN CONSULTANT –CLIENT RELATIONSHIPS

THE FOLLOWING ISSUES SHOULD BE AVOIDED IN THE RELATIONSHIP:

ENTRY CONTRACTING

o THE CLIENT ASKS FOR HELP; & THE CONSULTANT

VOLUNTEERS

o AGREEMENT IS MADE IN WRITING.

o TERMS & CONDITIONS INCLUDING PROFESSIONALS ARE

FINALIZED

DEFINING THE CLIENT SYSTEM

o THE CLIENT COULD BE:

THE CEO

THE HR HEAD

TRUST

o A GOOD DEAL ON INTERACTIONS TAKES PLACE BETWEEN

THE CLIENT & THE CONSULTANT TAKES PLACE. IN THE

PROCESS TRUST GETS BUILT IN

o CONFIDENTIALITY HAS TO BE MADE, IF TRUST IS TO BE

MAINTAINED

THE NATURE OF CONSULTANTANT’S EXPERTISE

o THE CONSULTANT SHOULD BE AN EXPERT IN THE SENSE

OF BEING COMPETENT TO PRESENT A RANGE OF OPTIONS

OPEN TO THE CLIENT

o OD CONSULTANT SHOULD NOT PLAY THE ROLE OF AN

EXPERT FOR THE FOLLOWING REASONS:

1. THE OBJECTIVE OF AN OD EFFORT IS TO HELP THE

CLIENT SYSTEM TO DEVELOP ITS OWN RESOURCES.

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THE EXPERT ROLE WILL CREATE DEPENDENCY, &

DOES NOT CREATE INTERNAL SKILL DEVELOPMENT

2. IN THE EXPERT ROLE, THE OD CONSULTANT WILL

HAVE TO DEFEND HIS RECOMMENDATIONS. IN THE

EXPERT’S ROLE, THE OD CONSULTANT WILL STOP

EXPLORING THE PROBLEM, & START GIVING

SOLUTIONS

3. AN EXPERT’S ROLE CREATES MISTRUST AMONG THE

EMPLOYEES. INSTEAD OF THE EMPLOYEES COMING

OUT WITH A SOLUTION TO THEIR PROBLEMS, THE OD

CONSULTANT STARTS PROVIDING THE SOLUTION

4. IF THE OD CONSULTANT PLAYS THE ROLE OF

EXPERT, THEN THE EXPECT THE CLIENT WILL EXPECT

MORE & MORE SUBSTANTIVE RECOMMENDATIONS,

THUS NEGATING THE OD CONSULTANT’S CENTRAL

MISSION WHICH IS TO HELP WITH PROCESS

o THE OD CONSULTANT SHOULD ACT AS AN EXPERT ON THE

PROCESS USED, & NOT ON THE TASK

DIAGNOSIS & APPROPRIATE INTERVENTIONS

o THE OD CONSULTANT SHOULD AVOID THE TEMPTATION TO

APPLY THE INTERVENTION TECHNIQUE HE LIKES & THAT

HAS PRODUCED RESULTS IN THE PAST. THEREBY

COMPROMISE ON CAREFUL DIAGNOSIS. THE

INTERVENTIONS SHOULD BE APPROPRIATE TO THE

DIAGNOSIS, WHICH REQUIRES INTENSIVE LOOK AT THE

DATA

DEPTH OF INTERVENTIONS:

o THERE ARE TWO CRITERIA FOR DETERMINING THE

APPROPRIATE DEPTH OF INTERVENTIONS:

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INTERVENTION SHOULD BE TO THE LEVEL NO

DEEPER THAN THAT REQUIRED TO PRODUCE

ENDURING SOLUTIONS TO THE PROBLEMS AT HAND

TO INTERVENE AT A LEVEL NO DEEPER THAN THAT

AT WHICH THE ENERGY & RESOURCES OF THE

CLIENT CAN BE COMMITTED TO PROBLEM SOLVING &

TO CHANGE

ON BEING ABSORBED BY THE CULTURE

o THE OD CONSULTANT SHOULD NOT GET SEDUCED INTO

JOINING THE CULTURE OF THE CLIENT ORGANIZATION

THE CONSULTANT AS A MODEL

o THE OD CONSULTANT SHOULD PRACTICE WHAT HE

PREACHES

THE CONSULTANT TEAM AS A MICROCOSM

o THE CONSULTANTS WORKING AS A TEAM CAN PROBABLY

BE VIEWED AS A MICROCOSM OF THE ORGANIZATION THEY

ARE TRYING TO CREATE

ACTION RESEARCH & THE OD PROCESS

o THE VIABILITY OF OD EFFORTS & EFFECTIVENESS OF THE

CONSULTANTS MAY BE AT STAKE, UNLESS FEEDBACK

LOOPS RELATE TO VARIOUS INTERVENTIONS & STAGES IN

THE OD PROCESS, THE CHANGE AGENTS & THE

ORGANIZATIONS WILL NOT LEARN HOW TO MAKE THE

FUTURE OD INTERVENTIONS MORE EFFECTIVE

CLIENT DEPENDENCY & TERMINATING THE RELATIONSHIP

o THE CONSULTANT SHOULD ASSIST THE CLIENT TO

INTERNALIZE SKILLS & INSIGHTS RATHER THAN CREATING

A PROLONGED DEPENDENCY RELATIONSHIP

ETHICAL STANDARDS IN OD

o THE FOLLOWING WILL BE THE UNETHICAL ACTS OF AN OD

CONSULTANTS

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MISREPRESENTATION & COLLUSION

MISUSE OF DATA

MANIPULATION & COERCION

VALUE & GOAL CONFLICTS

TECHNICAL INEPTNESS

LESSON 14

SYSTEM RAMIFICATIONS:

HR, LEADERSHIP & INVOLVEMENT,

OD EFFORTS & HR POLICIES & PRACTICES ARE INTERDEPENDENT

OD EFFORTS HAVE IMPLICATIONS FOR STAFFING, REWARDS,

TRAINING & DEVELOPMENT, INDUSTRIAL RELATIONS, & OTHER

BROAD HR PROCESSES

RESISTANCE TO CHANGE EFFORTS:

WHENEVER EMPLOYEES PERCEIVE POSSIBILITY OF LOSS OF

POSITION OR STATUS, INEQUITABLE TREATMENT OR LOSS OF

USE PRESENT COMPETENCIES OR THEY HAVE EXPERIENCED

DUPLICITY OR FUTILE EXTRA WORK IN PAST CHANGE EFFORTS,

RESISTANCE IS LIKELY TO EMERGE.

THE MANAGEMENT SHOULD REASSURE PEOPLE AS CLEARLY AS

POSSIBLE ABOUT THOSE AREAS THAT PRESENT NO NEED FOR

CONCERN & THOSE AREAS LIKELY TO SEE BENEFITS, ALONG

WITH ESTABLISHING REALISTIC EXPECTATIONS ABOUT PAINS &

CHALLENGES THAT WILL OCCUR

LEADERSHIP & LEADERSHIP STYLES:

BOTH EFFECTIVE LEADERSHIP & MANAGEMENT ARE ESSENTIAL

IF ORGANIZATIONS ARE TO BE SUCCESSFUL FOR THE LONG

TERM. THE LEADERSHIP BEHAVIOUR IS CRUCIAL TO MAINTAINING

THE MOMENTUM OF A CONTINUOUS IMPROVEMENT EFFORT.

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TRAINING & DEVELOPMENT OF CONSULTATION SKILLS

TRAINING IS ESSENTIAL TO DEVELOP COMPETENCIES FOR THE

NEW ASSIGNMENTS PRECIPITATED BY MAJOR ORGANIZATIONAL

CHANGE.

REWARDS

ORGANIZATION IMPROVEMENT PROCESS THAT DEPEND UPON

THE COOPERATION, TEAMWORK, CREATIVITY & INTENSIFIED

EFFORT OF ORGANIZATIONAL MEMBERS; THE ORGANIZATION

MUST PAY ATTENTION TO THE ALLOCATION OF REWARDS IF THE

PROCESS IS TO BE SUSTAINED & IF DYSFUNCTIONAL

CONSEQUENCES ARE TO BE MINIMIZED

CONSTRUCTIVE FEEDBACK

EMPLOYEES SHOULD BE TAUGHT TO GIVE & RECEIVE FEEDBACK,

WHICH IS CONSTRUCTIVE

FOLLOWING ARE THE GUIDELINES FOR GIVING FEEDBACK:

o IT SHOULD BE SOLICITED

o IT SHOULD BE IMMEDIATE

o IT SHOULD BE SPECIFIC

o IT SHOULD BE NON-JUDGMENTAL

STAFFING & CAREER DEVELOPMENT

AN OD PROCESS CARRIES IMPLICATIONS FOR:

o SELECTION

INVOLVE IN SELECTION, BOTH THE TEAM LEADER &

TEAM MEMBERS

o ORIENTATION & ASSIMILATION

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INTRODUCE THE NEW EMPLOYEE INTO THE NEW

CULTURE.

ADDRESS THE ANXIETY

o CAREER DEVELOPMENT & PROGRESSION

CAREER DEVELOPMENT IS ESSENTIAL, FOR THE

EMPLOYEES SHOULD ALSO SEE THEIR OWN GROWTH

ALONG WITH THE GROWTH OF THE ORGANIZATION

THE ORGANIZATION SHOULD BELIEVE IN INTERNAL

RECRUITMENT FOR ALL ITS SENIOR POSITION

o SEPARATION:

OD PROCESS SHOULD TEMPER THE IMPACT OF

DOWNSIZING

o CRISES:

OD INTERVENTIONS CAN ALSO ASSIST

ORGANIZATION MEMBERS BY BECOMING SOCIALLY

RESPONSIBLE IN DEALING WITH CRISES LIKE FLOOD,

EARTHQUAKE, DEATH OF ANY MEMBER

o ORGANIZATIONAL JUSTICE

A SHIFT IN TEAM & ORGANIZATIONAL CULTURE

TOWARD MORE OPENNESS & TOWARD MORE

OPENNESS & TOWARD MORE MUTUAL CONCERN

SHOULD, IN LARGE PART, FACILITATE THE AIRING OF

FELT INJUSTICES

ESTABLISH PROCEDURES FOR HANDLING

COMPLAINTS & GRIEVANCES, PROTECTION AGAINST

PUNITIVE ACTION.

o LABOUR RELATIONS

IN UNIONISED SETTING, THE RELATIONSHIP SHOULD

BE TOWARDS PROBLEM-SOLVING, MUTUAL-REWARD

KIND OF BARGAINING RELATIONSHIP

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PRODUCTIVITY BARGAINING & AGREEMENTS UNDER

QUALITY OF WORK LIFE [QWL] PROGRAMS ARE TWO

FORMS OF INTEGRATIVE BARGAINING.

MONETARY COSTS & SKILL DEMANDS

FOR AN OD EFFORT TO BE SUCCESSFUL, THE TOP MANAGEMENT

SHOULD BE COMMITTED

THEY SHOULD BE AWARE & REALIZE THAT THE DEVELOPMENT

OF THE TOTAL ORGANIZATION, INCLUDING DEVELOPMENT OF

HUMAN RESOURCES & THE SOCIAL SYSTEM IS A CONTINUOUS

PROCESS, & WORTHY OF AN ONGOING INVESTMENT

THE NEW CULTURE IS LIKELY TO INCLUDE A COMMITMENT TO

EXAMINE ALL OF THE FORCES BEARING ON A PROBLEM OR

CHALLENGE INCLUDING ONE’S OWN IMPACT. THUS, WHILE THE

NEW CULTURE MAY BE, USUALLY IS, MORE EXCITING &

REWARDING, IT IS LIKELY TO BE MORE DIFFICULT &

CHALLENGING WELL

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LESSON 15

POWER, POLITICS, & OD

THE ROLE OF POWER & POLITICS IN THE PRACTICE OF OD:

OD ADDRESSES ISSUES OF POWER & POLITICS BY PROPOSING

THAT COLLABORATION, COOPERATION & JOINT PROBLEM-

SOLVING ARE BETTER WAYS TO GET THINGS DONE IN

ORGANIZATIONS THAN RELYING SOLELY ON BARGAINING &

POLITICS

OD REPRESENTS AN APPROACH & METHOD TO ENABLE AN

ORGANIZATION MEMBERS TO GO BEYOND THE NEGATIVE FACE

OF POWER &POLITICS

ACQUIRING & USING POWER SKILL

THE OD PRACTITIONER SHOULD USE OD VALUES & METHODS TO

SHOW POWER HOLDERS BETTER WAYS TO WIELD POWER FOR

THE GOOD OF THE ENTIRE ORGANIZATION

THE TABLE BELOW SHOWS THREE MOST POWERFUL STRATEGIES &

HOW THEY RELATE TO INDIVIDUAL’S POWER BASES

INDIVIDUAL POWER BASES STRATEGIES FOR SUCCESS

KNOWLEDGE:

1. EXPERTISE

2. INFORMATION

3. TRADITION

PLAYING IT STRAIGHT

1. USE DATA TO CONVINCE

2. FOCUS ON TARGET GROUP

3. BE PERSISTENT

OTHER’S SUPPORT

1. POLITICAL ACCESS

2. STAFF SUPPORT

USING SOCIAL NETWORKS

1. ALLIANCES & COALITIONS

2. DEAL WITH DECISION MAKER

3. CONTACTS FOR INFORMATION

PERSONALITY GOING AROUND FORMAL SYSTEM

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1. CHARISMA

2. REPUTATION

3. PROFESSIONAL CREDIBILITY

1. WORK AROUND ROADBLOCKS

2. DON’T USE ORGANIZATION RULES

ONE OF THE MOST IMPORTANT WAYS OF GAINING POWER IN AN

ORGANIZATION IS BY ESTABLISHING A BROAD NETWORK OF

TASK & INTERPERSONAL RELATIONSHIP. NETWORK IS CRITICAL

TO EFFECTIVE PERFORMANCE, FOR NO ONE HAS NECESSARY

INFORMATION & RESOURCES TO ACCOMPLISH WHAT’S

EXPECTED OF HIM. NETWORKING IS USED TO INCREASE BOTH

PERSONAL & POSITION POWER.

POWER IN USE IS CALLED AS INFLUENCE. INFLUENCE MEANS

SEEKING CONSENT OF OTHER TO WORK WITH YOU IN

ACCOMPLISHING THE OBJECTIVE. AND POWER IS CONVERTED

INTO INFLUENCE WHEN THE TARGET CONSENTS TO BEHAVE

ACCORDING TO DESIRES OF THE POWER HOLDER.

THREE INFLUENCE STRATEGIES CAN BE USED TO INFLUENCE

OTHERS:

o REASON

PERSUASION BY FACTS

o RECIPROCITY

REFERS TO EXCHANGE OF FAVOURS

o RETRIBUTION

REFERS TO COERCION & THREAT

PLANNED CHANGE, POWER, & POLITICS

CHANGE ALWAYS INVOLVES POWER & POLITICS

CHANGE BRINGS INSTABILITY, UPHEAVAL & UNCERTAINTY

CHANGE MEANS NEW PATTERN OF POWER, INFLUENCE &

CONTROL, & CONSEQUENTLY HIGH STAKE OFFICE POLITICS.

THAT’S WHY CHANGE IS SO HARD

POWER & POLITICS REACH THEIR HIGHEST PITCH DURING

TRANSITION PERIOD. THAT’S WHY MANAGING A TRANSITION IS

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ONE OF THE BIGGEST CHALLENGES OF LARGE SCALE CHANGE

EFFORTS

TRANSITION ALWAYS INVOLVES THREE CHARACTERISTICS:

o INSTABILITY

FUTURE IS UNKNOWN

o UNCERTAINTY

NO ONE HAS THE ANSWERS

o STRESS

RESULT OF INSTABILITY & UNCERTAINTY IS STRESS:

FOR BOTH LEADERS & FOLLOWERS

THE FOLLOWING ARE THE ACTION PLANS TO FOR

MANAGING THE TRANSITION STAGE:

o BUILD THE SUPPORT OF KEY POWER GROUPS

o USE THE LEADER BEHAVIOUR TO GENERATE SUPPORT

o USE SYMBOLS & LANGUAGES DELIBERATELY

o DEFINE POINTS OF STABILITY

o CREATE DISSATISFACTION WITH THE CURRENT STATE

o BUILD PARTICIPATION IN PLANNING & IMPLEMENTING

CHANGE

o REWARD BEHAVIOUR IN SUPPORT OF CHANGE

o PROVIDE PEOPLE TIME & OPPORTUNITY TO DISENGAGE

FROM THE OLD

o DEVELOP & COMMUNICATE A CLEAR IMAGE OF THE

FUTURE STATE

o USE MULTIPLE LEVERAGE POINTS

o DEVELOP TRANSITION MANAGEMENT STRUCTURES

o COLLECT & ANALYSE FEEDBACK

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LESSON 16

THE FUTURE & OD

ENORMOUS OPPORTUNITY & POTENTIAL EXISTS FOR THE OD

MOVEMENT IN THE FUTURE

ORGANIZATIONS THROUGHOUT THE WORLD NEED UNIQUE HELP

THAT CAN BE PROVIDED BY HIGHLY TRAINED INTERVENTIONS

USING PEOPLE-ORIENTED, ACTION RESEARCH APPROACHES

THE FUTURE OF OD IS BRIGHT, AS LONG AS THE HIGH QUALITY,

HARD WORK OF THE PAST CONTINUES, & PROVIDING IT DOES

NOT BECOME FASHIONABLE FOR TOP LEADERS TO REVERT TO

AUTOCRATIC OR CAPRICIOUS PRACTICES IN TIMES OF HIGH

TURBULENCE OR CRISIS.

MUCH CHALLENGING, DIFFICULT WORK REMAINS TO BE DONE,

BUT ALSO GREAT FUN & MANY REWARDS IN WORKING WITH

PEOPLE IN MAKING THEIR ORGANIZATION MORE SUCCESSFUL &

SATISFYING.

OD IS REALLY ABOUT PEOPLE HELPING EACH OTHER TO

UNLEASH THE HUMAN SPIRIT & HUMAN CAPABILITY IN THEIR

WORKPLACE

THE END

THANK YOU FOR YOUR PATIENT LISTENING

STRUCTURAL INTERVENTIONS:

SOCIO-TECHNICALNSYSTEMS / WORK RE-DESIGN / QWL / TQM

RE-ENGINERING

COMPREHESIVE INTERVENTION

GRID OD / CONFRONTATION MEETING

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ORGANIZATION POWER & POLITICS & ITS IMPACT ON OD

OD CONSULTANT

CHOOSING THE ODCONSULTANT

ROLE OF THE OD CONSULANT

COMPETENCIES OF OD CONSULTANT

ETHICAL ISSUES