Organization Development
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Transcript of Organization Development
LEARNING OBJECTIVES Define role of OD practitioner. Identify your strengths and areas of
improvement as potential practitioner. Experience and practice your style of
intervention and influence in a group.
HAPHAZARD VS PLANNED CHANGEChange programs do not happen accidentally.Initiated with purpose and require leadership.OD practitioner deals proactively with changing
forces.
TWO TYPES OF CHANGEIN AN ORGANIZATION1. Random or haphazard change:
Forced on organization by external environment.
Not prepared for.
2. Planned Change:Deliberate attempts to modify organization.
EXTERNAL PRACTITIONERNot previously associated with client
system.Advantages: Different viewpoint and objectivity. Not dependent upon the organization.
Disadvantages: Unfamiliar with organization. Unfamiliar with culture, communication
networks, and power systems.
INTERNAL PRACTITIONERMember of organization who can be: A top executive. Employee who initiates change in work
group.Advantages: Familiar with culture and norms. Knows power structure. Personal interest in organization.
Disadvantages: May lack specialized skills. Lack of objectivity. Likely to accept organizational system. May lack necessary power and authority.
EXTERNAL-INTERNAL PRACTITIONER TEAM
Team combines external practitioner working with internal practitioner.
Probably most effective approach. Partners bring complementary resources. External practitioner brings expertise, objectivity, and new
insights. Internal practitioner brings knowledge of issues and norms, and
awareness of strengths and weaknesses. Provides support to one another. Achieve greater continuity over OD program. Team combines advantages of both while minimizing
disadvantages.
OD PRACTITIONER STYLESPractitioners have variety of styles.View styles as degree of emphasis placed
upon 2 dimensions: Effectiveness - degree of emphasis
upon goal accomplishment. Morale - degree of emphasis upon
relationships and participant satisfaction.
FIVE PRACTITIONER STYLES1. Stabilizer style2. Cheerleader
style3. Analyzer style
3. Persuader style4. Pathfinder style
Stabilizer StyleMaintains low profile.Tries to survive by following directives.
Cheerleader Style
Places emphasis on member satisfaction.Does not emphasize organization effectiveness
Analyzer StylePlaces emphasis on efficiency.Little attention to satisfaction of members.
Persuader Style
Seeks compromise between cheerleader and analyzer styles.
Achieves average performance.
Pathfinder StyleSeeks high organization efficiency and high
member satisfaction. Desired style for OD practitioner.
PATHFINDER PRACTITIONER FOCUSES ON SIX PROCESSES:
1. Communication.2. Member roles in
groups.3. Group problem-
solving.
4. Group norms and growth.
5. Leadership and authority.
6. Intergroup cooperation.
THE INTERVENTION PROCESS An intervention is a set of sequenced and
planned actions or events intended to help the organization increase its effectiveness.
It involves a collaborative relationship between a consultant and a client.
OD consultants may posses different consulting styles, philosophies and approaches.
A planned intervention is moving into an existing organization and helping it.
In effect examine the present ways of work, norms and values.
Look for alternative ways of working, relating or rewarding.
FUNCTIONS: Data gathering
Diagnosis
Facilitating change
THE OD CONSULTING ROLE IN THE INTERVENTION Process Consultation (Assisting instead of
control)
Diagnosis participation and suggestions
Expert and technical advice
OD CONSULTANT SKILLS Leadership skills Project management skills Communication skills Problem solving skills Interpersonal skills Personal skills
OD CONSULTANT ACTIVITIES Team development Strategy development Management development Employee development Technology integration
CONSULTANT – CLIENT RELATIONSHIP
Organization system
Client sponsor
OD prog. goals
Internal consultant
External consultant
Client target A
Client target B
Organizational environment
DEVELOPING A TRUST RELATIONSHIP
Client system expectations values
Consultant knowledge, skills, values
Consulting task performance expectations
Target org. Readiness for change,resistance
Consulting style/ approach
Consulting Style Model
CREATING A CLIMATE FOR CHANGE....• The change agent should act
congruently (authentically) in accordance with the values he/she is attempting to impose upon the client’s value system
• In short, the consultant should ‘practice what he/she preaches’.
• The consultant must think and act in a way that will create and enhance a positive climate for participation and learning.
VALUE SYSTEM CONFLICTS
The basic value system of the OD practitioner may not be compatible with the organizational culture, as a result, conflicts may arise between the value systems of the consultant and client or organization.
MICHAEL MACCOBY’S 4 BASIC TYPES OF MANAGERS
THE CRAFTSMAN THE JUNGLE FIGHTER THE COMPANY MAN THE GAMESMAN
CONSULTANT-CLIENT RELATIONSHIP MODES
-,+CHARISMATIC
+,+CONSENSUS
-,-APATHETIC
+,-GAMESMANS
HIP
(L) RESPONSIBILITY (H)
SHARING IDEAS, FEELINGS
OPEN
CLOSED
RED FLAGS IN THE CONSULTANT CLIENT RELATIONSHIP
The Level of Commitment to Change
The Degree of Leverage or Power to Influence Change
The Client’s manipulative use of the Consultant
CHAPTER 5
The Diagnostic Process
LEARNING OBJECTIVES Identify system parameters and recognize symptoms,
problems, and causes of organizational ineffectiveness. Recognize techniques for gathering information from
client systems. Describe major diagnostic models and techniques used
in OD programs. Apply systematic diagnosis to organizational situations. Describe major diagnostic models and techniques used
in OD programs. Apply systematic diagnosis to organizational situations.
DIAGNOSING PROBLEM AREASIdentification of areas for improvement.Assess organization’s current
performance and desired level of quality.
DIAGNOSING PROBLEM AREASProvides information that allows for faster-
reacting organization.Analyzes data on structure,
administration, interaction, and other elements.
WHAT IS DIAGNOSIS?A systematic approach to understand
present state of organization.Specifies nature of problem, causes, and
provide basis for selecting strategies.Involves systematic analysis of data.
CRITICAL ISSUES IN DIAGNOSISSimplicity.Visibility. Involvement.
Primary factors.Measure what’s
important.Sense of
urgency.
THE PROCESSDiagnosis is cyclical process involving: Data gathering. Identification of
problem areas.
Interpretation. Potential action
programs.
STEPS IN DIAGNOSISStep 1: Tentative problem identified.Step 2: Collect data.Step 3: Analyze data.Step 4: Feedback data.Step 5: More data needed?
STEPS IN DIAGNOSISStep 6: Problems areas identified.Step 7: Is client motivated?Step 8: Diagnosis and work on problem.Step 9: Monitor and assess results.
FIGURE 5.1THE DIAGNOSTIC PROCESS
PERFORMANCE GAPDifference between what organization
could do and what organization is doing.
SELF-ASSESSMENT GAP ANALYSISOF FOUR KEY AREAS1. Organization’s strengths.2. What can be done to take advantage
of strengths.3. Organization’s weaknesses.4. What can be done to alleviate
weaknesses.
FIGURE 5.2THE PERFORMANCE GAP
DIAGNOSTIC MODELSOf OD practitioners, 70% reported using a
model to assist in identifying problems.Models may be used to analyze structure,
culture, and behavior of organization.
TYPES OF DIAGNOSTIC MODELS
Analytical Emergent-group
behavior Management
practitioner
Sociotechnical systems
Cause maps and social network analysis
Force-field analysis
ANALYTICAL MODELUsed for interdepartmental issues.Examines characteristics of departments. Objective to help departments achieve
integration.
TABLE 5.1ORIENTATION OF FUNCTIONAL DEPARTMENTS
EMERGENT-GROUP BEHAVIOR MODELUsed to analyze interdependence of
groups.Collects data on activities, interactions,
and norms.
MANAGEMENT PRACTITIONER MODEL
Basic planning. General business
practices. Finance.
Advertising and promotion.
Market research. Personnel.
Six basic factors are analyzed:
SOCIOTECHNICAL SYSTEMS MODELTwo interrelated systems in organization:
Social system. Technical system.
The 2 systems are interrelated.Diagnosis determines interrelationships
and type of feedback required.
CAUSE MAPS AND SOCIAL NETWORK ANALYSIS MODELSCause maps—mathematical
representations of relationships among variables.
Social network analysis—mathematical representation of individual and group.
Analysis reveals important interdependencies.
FORCE-FIELD ANALYSIS MODELBehavior balance between forces working
in opposite directions.Restraining forces - act to keep
organization stable.Driving forces - act to change
organization.
FORCE-FIELD ANALYSIS MODELWhen forces equal, organization in quasi-
stationary state of equilibrium.Analysis determines forces to increase or
decrease.
FIGURE 5.4FORCE-FIELD ANALYSIS MODEL
FIGURE 5.5EXAMPLE OF USE OF FORCE-FIELD ANALYSIS
The data collection process• Information quality is a critical factor in any
sucessful organization.• Consists of investigation, a body of data and
some form of processing the information.
Steps in the data collection process1. The definition of objectives - defining the objectives - understanding of goals is necessary
to determine which information is relevant for an OD practioner.
2.The selection of factors
- the second step is to identify the central variables ex:- turnover, budget etc…-
- the consultant needs to increase the depth of the data that is readily available .
- through this additional data the consultant and client determines which factors are important.
3. Selection of data gathering method .
- there is no best way to gather data
- the data should be aquired in a systematic manner.
- the task is to select an appropriate method to collect data.
methods of data collection.
- secondary sources
- employee survey
- other types of instruments. ex: sociometric, direct, Interview
The implementation of the programAfter data collection. operational aspects like designing,
printing, distributing etc.. Needs to be done. It has found that using an outside collection agent will be more effective than inside personnel.
The analysis of data.
- how data should be analyzed?This should be decided before the selection of selection of data-collecting method.
-Analysis may include comparison between different divisions or management levels.
Evaluating the effectiveness of data collection.
The validity of data: are we measuring and collecting information on the dimensions that we intend to measure?.
The time to collect data:- how long will it take to gather information? How much time is available?
The cost:- How much does the information cost?
The organization culture and norms:- the practioner should consider the techniques which are best suited to the organization culture.
The Hawthrone effect:- The effect of the observer upon the subject.
RED FLAGS IN THE DIAGNOSIS Confidentiality The Over Diagnosis The Crisis Diagnosis The Threatening and Overwhelming
Diagnosis The Consultant’s Favorite Diagnosis
FINDING THE RIGHT OD CONSULTANT3 major categories Outsourced functional expertise Subject specific New experience
CRITERIA FOR SELECTION A systems orientation – do they see the big picture? Do they know how to
connect the dots? Do they understand how to use the system to leverage change? A theoretical foundation – Is their education, training and experience to
anchored to sound theory and practice? Is there a body of research or inquiry that supports their
way of working? Can they explain their theoretical foundation in a way that makes sense
to others and can be integrated or merged with the organization’s culture? A learning perspective – do they ask good questions? Are they curious and
provocative in their thinking? Are they able to stimulate discussion in a way that engages the imagination of the organization and calls into question the status quo? A leadership philosophy – do they embody elements of good leadership?
Do they understand the impact of change on others? Are they courageous and willing to speak
up for unpopular issues? Do they see the potential in others and are they willing to put themselves at risk so that that potential may be realized? A psychological stronghold – can they help the organization to manage its
worries? Can they act as a filter and absorb the anxiety in the organization, allowing it
dissipate or foster appropriate action. Can they ruffle feathers? Can they soothe the nerves?