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To face the onslaught of competition and to remain in existence it is imperative for organisations to change their strategies, structures, processes, people and cultures. Choosing the right consultant and the model of a planned change is crucial to ensure the process of changing takes place without major hiccups and the strategic objectives of the changes are met on time. Apart from collecting the correct data and information, diagnostic data processing and planning need to be done meticulously through collaborative diagnosis before embarking on the change process. During the transition period it is important to manage the changes and resistance accordingly to ensure smooth transition. All in all the top management support and leadership plays the most important role from initiating the change until the accomplishment and institutionalisation of the change.

Abstract

Organisational Development: The Process, Models, Factors & Implementation

By: Mohamed Azmi Taufik

ObjectiveTo review the models and process of planned changed in Organisational Development

1. Definition of OD2. OD as a Process3. Models of Planned Change4. Resistance to Change and Field Force Theory5. Factors affecting OD6. Model of a Planned Changes7. The Process of OD8. Summary & Conclusion

Agenda

Definition of OD

Organization Development (OD) is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.

It is an adaptive development , improvement and reinforcement of such organizational features as,

• strategies, • structures, • processes,• people and cultures

that lead to organizational effectiveness.

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OD as a process

• Top management supported initiative• Long term effort to improve organisational

problems• Done thru’ effective & collaborative diagnosis

and management of organisational culture• Emphasis on formal work teams and inter-group

culture• Assistance from consultant• Uses applied behavioral science & action

research

• Planned – long term• Managed from Top and

sustained• Increase organisational

effectiveness and health• Use OD interventions• Use of behaviour science

principles

According to the org. strategy

OD is a planned change process to improve the effectiveness of organisation

Old State Change Process New Required State

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Models of Planned ChangePlanned organization change requires a systematic process of movement from one condition to another

Feedback to Client

Data gathering after action

Problem Identification

Joint action planning

Consultation with a Behavioral scientist

Data gathering & preliminary

diagnosis

Joint diagnosis

Action Implementation

Action Research2

Change (Transition / intervention)

Unfreeze (Awareness/

Diagnosis)

Refreeze (Reinforcement)

1 3-Stage Model

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Design and Deliver Ways to Create the Future

Appreciative Inquiry3

Initiate Inquiry

Inquire to best practices

Discover Themes

Envision a Preferred

Future

Problem Identification

Consultation with behavioural scientist

Data gathering, diagnosis & feedback

Joint diagnosis

Joint action planning & Implementation

Unfreezing

Transition

Refreezin

g

Evaluation & follow-up

Action Research

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Resistance to Changes and Field Force Theory

Current State

Desired State

Before Change

After Change

Change Takes Place

Time

For change to happen the status quo, or equilibrium must be upset – either by adding conditions favourable to the change or by reducing resisting forces.What Kurt Lewin proposes is that whenever driving forces are stronger than restraining forces, the status quo or equilibrium will change.

Business and Human Factors Affecting Organisational Changes

Business Factors

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Globalisation

Competitors

Gov. Policies

Public Demand

Leadership

Technology

1

2

3

4

5

6

Dissatisfaction with Status quo

Attraction of future

Self Interest

Motivated

Org. Learning

Perceptions, values

1

2

3

4

5

6

Human FactorsFocus of

Organisational Changes

Strategy

Structure

Systems

Staffs

Value & culture

Technology

1

2

3

4

5

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Model of Planned Change

Clarify the org issueDetermine the relevant clientSelect appropriate OD practitioner

---------------------------------------------Practitioner Skills - Intrapersonal - Interpersonal - Consultation - OD theory

Collaborative process bet. Org & consultantUnderstand the org functionsProvide necessary info for design changeUnderstand org. issuesHow to develop action stepsDraw conclusion for action planning & intervention------------------Org DesignTeam / group functionsTask structureGroup composition & normsTeam effectiveness – performance, QWL-----------------------------------Personal characteristicSkill varietyTask identity / significanceIndividual effectiveness – satisfaction, performance, personal development------------------------Planning to collect dataQuestionnaires, interviews, observationsAnalyses data, FFAFeeding back diagnostic info

Plan for effective intervention - readiness for change- Capability to change- Capabilities of change agent- Strategic issues- Technology & structure- HR --------------------------------------Design Intervention - Human process - Techno-structural - HR management - strategic intervention--------------------------------------Managing - motivating change - resistance to change - activities for effective change - developing political support -Identify and rally stakeholders - transitionSustain momentumStaying on the course - individual & group enhancement - teambuilding - inter-group activities

Implement & evaluate feedbackMeasure the output----------------------------------Institutionalize the change - congruence - stability in environment & technology - Unionisation

SocialisationCommitmentRewardsSensing & calibration

Indicators – - Knowledge - Performance - Preferences - Value consensus

Evaluatingand

InstitutionalizingChange

1. Plan, Design &,Implement Intervention

1. Diagnosing

Enteringand

Contracting

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Organisations, Groups and Jobs2. Collecting and analysing diagnostic info & data

2. Managing Change

Summary & Conclusion

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Organisation need to change to remain effective

Need to adopt change models that is suitable for the process and to seek assistance

from competence OD practitioner

Need to analyse the organisational issues and plan for the changes

Implement the changes, manage the transformation and address resistances

Institutionalise the changes and evaluate the effectiveness & congruence

Organisation need to change adapt to uncertain technological, economic, political and cultural changes to remain effective and in existence. Initiative for changes comes from the top management and must be managed accordingly to ensure the transition process to complete as planned and the strategic objective of the changes are achieved.

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Q & AThank you