Week 6 Managing Od Process & Approach Spring 2014

8/12/2019 Week 6 Managing Od Process & Approach Spring 2014

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MANAGING OD PROCESS

& APPROACH


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DIAGNOSIS/DISCOVERY

Readiness for Change LO of OD are appropriate

Culture open to change

Key people

Layers of Analysis Symptoms of problems

Political Climate

Resistance to Sharing Information

Interview as Joint Learning Event; change has begun

Pursue issues early on, dont shy away


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FEEDBACK

Funneling Data into actionable items

Present personal and organizational dataon which recommendations may be

implemented Manage and control feedback meeting

Focus on present and how client is

managing and dealing with feedback Dont take reactions personally; its hard to

own up to problems


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INTERVENTION

Do not implement fads for fad sake Interventions address diagnosis

Depth of interventions is to needed level

Careful not to appease clients; some risk-taking may be

necessary Engage in top-down vs. bottom-up interventions

More participation than presentation

Allow for difficult situations to surface

Commitment to solution through choices Dialogue on responsibility, purpose, meaning, &

opportunities

Physical environment of intervention


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PITFALLS

Client commitment to change

Power to influence change

Appeasing clients

Becoming expert on content Getting socialized into organizational culture and

politics

Collusion/Manipulated use of practitioner Providing confidential reports

Removing parts of reports so as others wont know


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ROLE MODELING

Self-awareness Clear messages: words, feelings, & behaviors fit Practice what you preach

Consultant team role models for organizationsteams Communication

Roles

Goals Action Research on OD process

Dont model after the organization


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SUBSTANCE & FEELINGS

Value interpersonal relationship

Label feelings about the relationships

Verbalizing data about relationships in order to

reduce defensiveness


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TERMINATING RELATIONSHIP

Deliverables include steps for ensuring client

internalizes skills

End date in contract

Sense assistance no longer needed

Poorly facilitate mourning old process (not ready for

change)

Internal power struggles not discovered early enough Crises pulled away attention of key people

Discovery: putting out fires vs. prevention


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GUIDING PRINCIPLES OF OD

PRACTITIONERS Honesty

Openness

Voluntarism

Integrity Confidentiality

Development of people

Development of consultant expertise

High standards

Self-awareness


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NO ACTION WITHOUT RESEARCH, NO

RESEARCH WITHOUT ACTION

Diagnosis: Collaborative process betweenorganizational members and the ODconsultant to collect pertinent information,

analyze it, and draw conclusions for actionplanning and intervention.

Discovery: Consultant serves as a guidethrough a process of discovery, engagement,

& dialogue.

Purpose: to mobilize action on a problem


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DATA COLLECTION-FEEDBACK CYCLE

CCollect-

ing Data

Feeding

Back Data

Planning to

Collect

Data

Analyzing

Data

Following

Up

Core Activities


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NEED FOR DIAGNOSTIC MODELS

Why are models important?

Insight: trust your intuition on what to

spend data collection time


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OPEN SYSTEMS MODEL

InputsInformation

Energy

People

TransformationsSocial Component

Technological Component

OutputsGoods

Services

Ideas

Feedback


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PROPERTIES OF SYSTEMS

Inputs, Transformations, Outputs

Boundaries: limitations to the system

Feedback (i.e., info. used to control future

functioning) holds each of these partstogether

Equifinality: difft ways of achieving

equally acceptable goals Alignment: how well various elements of

the system support one another inachieving goals


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UNIT OF ANALYSIS

Organization

Group

Individual Can we cross levels of analysis when

conducting research? E.g., can we study

organizational effectiveness and presume

that the findings are applicable to the

individual level?


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DIAGNOSIS AT GROUP LEVEL

Group processes (e.g., communication)

Leadership

Team development and problem-solving


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DIAGNOSIS AT INDIVIDUAL LEVEL

Job design

Attitudes


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THINK ABOUT IT

How would you determine these areas for

improvement?

What methods would you use to

diagnose areas for

improvements/change?


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4 METHODS FOR ORGANIZATIONAL

DIAGNOSIS

Observations

Records

Interviews Questionnaires


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OBSERVATIONS

Advantages

Real not symbolic behavior (no self-report bias)

Reveal patterns of individual behavior and interpersonal

and group behaviors (e.g., in meetings)

Real-time behaviors, not distorted remembrance

Vary in degree of structure

Highly structured reduces interpretation bias

Disadvantages

Highly structured restricts potential information Expensive

Obtrusive

Time-consuming

Block p. 203: how are you treated?


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RECORDS

Documents, accounts, journals, legal &regulatory policies, newspapers, etc

Advantages Hard data (e.g., absenteeism, production, turnover)

Can be unobtrusive

Generally free from bias

Inexpensive

Unobtrusive

Disadvantages Not always easy to retrieve Poor quality

Errors of coding or interpretation

Violate informed consent


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INTERVIEWS

Advantages

Structure & formality differ

Conduct with individuals or focus groups (SME)

Data are rich Establish rapport with participants

Frank and honest replies

Disadvantages

Subject to bias from self-reports of participantsand interpretations of interviews

Expensive (because of the amt. of timeconsumed)


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QUESTIONNAIRES

Advantages

Typically structured Perceptual and attitudinal dataaggregated at group and organizational

levels

Psychological testsindividual level High reliability (if standardized)

Opportunity to construct norms

Custom-tailored to gather specific information from a company

Compare companies on a specific survey

Distribution to large random sample

Inexpensive

Easy to administer and score

Disadvantages

People often recycle surveys that are not applicable to other organizations

No opportunity to build rapport or provide explanation

Self-report bias


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WEISBORD SIX-BOX MODEL

Purposes: What business are we in?

Structure: How do we divide up the work?

Rewards: Do all needed tasks have

incentives? Helpful Mechanisms: Have we adequate

coordinating technologies?

Relationships: How do we manage conflict

among people? With technologies? Leadership: Does someone keep the boxes in

balance? How are the various components(and presenting problems) managed?


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REMEMBER:

What must we look for when diagnosing

an organization, group(s), or individuals?

Positives and Negatives

Goals of each unit of analysis

PORRAS AND ROBERTSONS MODEL


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PORRAS AND ROBERTSONS MODEL

AREAS MOST

RECEPTIVE TO

CHANGE/IMPRO

VEMENT

KEY LEVERAGE PTS

(INDIVIDUALS OR

GROUPS) IN THE

ORG?

MOST PRESSING

PROBLEMS?

Organizational

Arrangements

Social Factors

Physical Settings

Technology


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ORGANIZATION-LEVEL DIAGNOSTIC MODEL

General

Environment

Industry

Structure

Inputs Design Components

Technology

Strategy

HR Systems Measurement

Systems

Structure Culture

Org

anization

Effe

ctiveness

Outputs


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ORGANIZATIONAL LEVEL Inputs

1. General environment: (in)direct forces; Social,

technological, ecological, economic, political factors?2. Industry structure: Customers, rivalry?

Design Components3. YDSs strategy (i.e., vision, mission, goal)4. Technology, structure, measurement systems, and HR

systems5. Schools culture

Outputs6. Financial performance: profits, profitability7. Productivity: cost/employee, error rates, quality

8. Efficiency9. Stakeholder satisfaction: employee satisfaction, compliance

Assessment9. How well is the fit between input and design

components?

10.How well do the Design components align?

GROUP LEVEL DIAGNOSTIC MODEL


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GROUP-LEVEL DIAGNOSTIC MODEL

OrganizationDesign


Goal Clarity

Task

Structure

Group

CompositionGroup

Norms

Team

Functioning Team

Effe

ctiveness

Outputs

G O


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GROUP LEVEL Design Components

1. Goal Clarity: Objectives understood

2. Task structure: the way groups work designed3. Team functioning: quality of group dynamics amongmembers

4. Group composition: Characteristics of group members5. Group norms: unwritten rules that govern behavior

Outputs6. Service Quality7. Team Cohesiveness: commitment to group and

organization8. Member satisfaction/QWL

Assessment9. How well is the fit between inputs and designcomponents?

10. How well do the design components align?

INDIVIDUAL LEVEL DIAGNOSTIC MODEL


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INDIVIDUAL-LEVEL DIAGNOSTIC MODEL

Organization

Design

Group Design

Personal Traits


Goal Variety

Task

Identity

Task

SignificanceFeedback

about Results

AutonomyIndividual

Effe

ctiveness

Outputs

INDIVIDUAL LEVEL


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INDIVIDUAL LEVEL Inputs

1. Design of the larger organization within which the individual jobs areembedded

2. Design of the group containing the individual jobs

3. Personal characteristics of jobholders

Job Dimensions4. Skill variety: range of activities and abilities required for task completion

5. Task identity: Ability to see a whole piece of work

6. Task significance: impact of work on others7. Autonomy: amount of freedom/discretion

8. Feedback about results: knowledge of task performance outcomes

Outputs9. Employees attitudes and feelings toward YDS

10. Performance; absenteeism; personal development (growth) Assessment

10. How well is the fit between input and job design components?

11. How well does the job design fit the personal characteristics of thejobholders?


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GOOD TO KNOW

95% of OD interventions are

questionnaires and interviews

80% use consultants judgment


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SAMPLING

How many people? Size

Complexity

Quality of sample

Limiting resources

How do you select? Random sample: each member, behavior, or

record has an equal chance of being selected

Stratified sample: population members, eventsor records are segregated into subpopulationsand a random sample from each subpopulationis taken


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TECHNIQUES FOR ANALYZING DATA

Qualitative tools

Content Analysis: identify major themes

Force-Field Analysis (FFA)

Assumes current condition is a result of

opposing forces (forces for change and forces

for maintaining status quo)

Quantitative Tools: #s and graphs

Survey Feedback Programs (SFP)


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7 STEPS OF FORCE FIELD ANALYSIS

Identify problemDescribe desired conditionIdentify forces operating in current

forcefield: driving and restraining forces

Examine the forces for strength, influence,under control

Add driving forces, remove restraining

forces; develop action plansImplement action plansWhat actions must be taken to stabilize the

equilibrium at the desired conditions?


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ENGAGING IN FFA

1) Who is the intervention agent?

2) How is it known that change is needed?

3) What change is needed?

4) What technology or activities are used?5) How will this technology succeed in

reaching the goals?

6) How will it be known if the goals arereached?

7) After success, then what? How long doesthe effect go on?


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ENGAGING IN SFP1) Who is the intervention agent?

2) How is it known that change is needed?3) What change is needed?

4) What technology or activities are used?

5) How will this technology succeed in reaching the

goals?a) Top managementb) Data must be collected from all

c) Data fedback from top-down

d) Data are discussed

e) Subordinates help interpret data

f) Plans are made for changes

g) Plans for introducing data to lower levels

h) Consultant serves as a resource


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ENGAGING IN SFP

Characteristics of Effective Data

a) Data must be seen as valid

1. Relevant

2. Understandable

3. Descriptive

4. Verifiable

b) Group must accept responsibility

1. Significant

2. Comparative

c) Group must be committed to problem solution

1. Timely

2. Limited

3. Unfinalized


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ENGAGING IN SFP

6) How will it be known if the goals are

reached?

7) After success, then what? How long does

the effect go on?


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FIVE STEPS TO SFP

1. Members of the organization are involved inpreliminary planning of the survey.

2. Survey instrument is administered to all membersof the organization/department

3. OD consultant analyzes data, tabulates results,suggests approaches to diagnosis, and trains clientto lead feedback process with lower levelemployees

4. Begin data feedback from top-down and discussinfo. only pertinent to each level

5. Work with data during feedback meetings: discuss

strengths and weaknesses; develop action plans


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LIMITATIONS OF SFP

1. Ambiguity of purpose2. Distrust (anonymity; confidentiality)

3. Unacceptable topics

4. Organizational disturbances: a survey alone canpeak respondents thoughts of changes or issuesthat need to be resolved, but management willnot resolve.

SFPs are most widely used; but works bestaugmented by other mechanisms.

People are inundated with surveys and it may

Week 6 Managing Od Process & Approach Spring 2014

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