Definitions of ion Development New

8/6/2019 Definitions of ion Development New

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Fundamentals of Fundamentals of

OrganisationOrganisationDevelopmentDevelopment



IntroductionIntroduction

� Effective organisations are able tosolve their own problems whilecontinually improving and renewing

themselves� This is the reason why organisations

have lived, grown and developed forcenturies



y Expose the fundamentals of OD

yHelp understand how to improve our

organisation¶s effectivenessy Provide knowledge of principles of effective change management

y Provide a template for changemanagement in our organisations

Session Objectives

Session Objectives



Session OutlineSession Outline

Definition & Concepts

History

Methods& Tools

Characteristics

Summary & Conclusion

FundamentalsFundamentals

of ODof OD





History

Methods& Tools

Characteristics


FundamentFundamentals of ODals of OD



OD Definition and ConceptsOD Definition and Concepts

� CIPD defines OD as µplanned andsystematic approach to enablingsustained organisation

performance through theinvolvement of its people¶.



Other definitions of OD:

� A planned process of change in anorganisation¶s culture through theutilisation of behavioural sciencetechnology, research and theory. (Warner

Burke)� A long-range effort to improve an

organisation¶s problem-solvingcapabilities and its ability to cope with

changes in its external environment withthe help of external or internalbehavioural-scientist consultants, orchange agents as they are sometimes

called. (Wendell French)



OD Definition and ConceptsOD Definition and Concepts An effort planned, organisation-wide, and

managed from the top, to increase

organisation effectiveness and health

through planned interventions in the

organisation¶s µprocesses¶, using

behavioural science knowledge. (Richard

Beckhard)



y A system-wide process of data

collection, diagnosis, action planning,intervention, and evaluation aimed atenhancing congruence amongorganisational structure, process,

strategy, people and culture; developingnew and creative organisationalsolutions; and developing theorganisation¶s self-renewing capacity. It

occurs through the collaboration of organisational members working with achange agent using behavioural sciencetheory, research and technology.

(Michael Beer)




� Common Features1. OD applies to changes in the strategy,

structure, and/or processes of an entiresystem, such as an organisation, a

department or work group, or individual role or job.

2. OD is based on the application andtransfer of behavioural scienceknowledge and practice.

3. OD is concerned with managingplanned change, in a flexible mannerthat can be revised as new information isgathered.




� Common Features4. OD involves both the creation and the

subsequent reinforcement of changeby institutionalising change.

5. OD is orientated to improvingorganisational effectiveness by:a) helping members of the organisation to gain the

skills and knowledge necessary to solve problems

by involving them in the change process, andb) by promoting high performance includingfinancial returns, high quality products andservices, high productivity, continuousimprovement and a high quality of working life.



� OD applies behavioural science knowledge andpractise to help organisations change to achieve

greater effectiveness

� It seeks to improve how organisations relate to

their external environment and function internally

to attain high performance and high quality work

life

� OD emphasises change in organisations that isplanned and implemented deliberately(example

the establishment of the ³Model Church´)

SummarySummary





History

Methods& Tools

Characteristics


FundamentalsFundamentalsof ODof OD



History of ODHistory of OD

� OD was developed primarily in the USA out of a number of different schools of thought and practice that have included social psychology

systems thinking and psychotherapy

� More recently, this has also includednewer developments such as business

process re-engineering, story-telling andlarge group interventions.



� American psychologists and behaviourists

working in the late 1940s and 1950s found that

the application of participative methods to small

groups led to attitude change, higher

performance and greater commitment.

� Abraham Maslow argued for the inherent

potential of individuals to pursue µself actualisation¶, which was more likely to be

achieved under conditions of openness and

personal recognition.

Academic BeginningsAcademic Beginnings



� Organisation theorists like Chris Argyris and Rensis

Likert advocated organisation-wide participation as ameans of motivating individuals and hence achieving

greater performance.

� New theories of leadership and change also

developed: for example, Douglas McGregor

proposed that different styles of leadership would

result in different reactions ± more positive under

µTheory Y¶, which was participatory and democratic,and more negative under µTheory X¶, which was

oppressive and authoritarian.



History of ODHistory of OD� In a little over 50 years, OD has evolved a

complex and diverse body of knowledge andpractice.

� Because this expertise derives mainly fromhelping organizations change and improve

themselves, the history of OD can beunderstood in terms of the kinds of changesthat organizations have implemented overthis time period. These include changesaimed at:

(1) social processes; (2)work designs; (3) humanresources; and (4) organization structures. Although these changes are interrelated, each

represents a distinct background in the growth of OD.



History of ODHistory of OD

� SOCIAL PROCESSES The earliest applications of OD involvedhelping organizations improve socialprocesses including relationships

among members, communication,group decision-making, and leadership.

These process changes started in theearly 1950s and were largely in

response to emerging social problemsthat organizations experienced as theybecame larger and more bureaucratic.



During the first half of the twentieth century,organizations grew increasingly large with

numerous departments, levels of management, and rules and procedures.Management was largely responsible forcommanding and controlling the enterprise

typically in an authoritarian or paternalisticmanner.

Over time, these organizational conditionsgenerated a host of unintended socialproblems as members found it increasingly

difficult to communicate both laterally andvertically, to resolve problems within andacross groups, and to respond energeticallyto managerial directives.



History of ODHistory of OD� WORK DESIGNS

This branch of OD history involves designing work

to make it more motivating and fulfilling.

Traditionally, work was designed to promote

technical rationality, resulting in jobs that were

highly specified, fragmented, and repetitive.

In the 1960s, the benefits of such work designs

came more and more under question. Employees

complained that work was boring andmeaningless; they felt alienated from their jobs

and the organizations that employed them.



y These interventions were based on the

work of Eric Trist and his colleagues insocio-technical systems and of FrederickHerzberg and his colleagues in jobenrichment (Herzberg et al., 1959; Trist et

al., 1963).



y Because people generally do those things forwhich they are rewarded, rewards can play apowerful role in promoting performance.Unfortunately, many of the reward systems inuse at the time were not linked closely toperformance; employees were typically paid

for a particular job level, time at work, orseniority



y Based on the work of Edward Lawler andhis colleagues, OD examined how rewardsaffect organization performance (Lawler,1981, 2000); this led to interventions

aimed at making rewards morecontingenton performance. Example is ³gain sharing´



y To help organizations make thesetransformations, OD has expanded its focusto the total organization and its competitiveenvironment. Drawing on a variety of

perspectives in corporate strategy (Miles & Snow, 1978; Porter, 1980; Hamel & Prahalad, 1994; Grant, 1998





History

Methods& Tools

Characteristics





OD Methods & ToolsOD Methods & Tools

y To understand this evolution of ODpractice requires knowledge of threegeneral

y approaches to change: (1) Lewin¶s threesteps; (2) action research; and (3) actionlearning.



Lewin¶s Three StepsLewin¶s Three Steps

y (1) µunfreezing¶ the balance of forcesthat keep the change target stable;

y (2) µmoving¶ the change target to anew level or kind of behavior; and

y (3) µrefreezing¶ the balance of forces

to reinforce the new behaviors andto keep them stable.



Lewin¶s Three StepsLewin¶s Three Steps3. Refreezing

This final step involves making changes a permanent part of the

organization¶s functioning.

When this stage is ignored, organization changes rarely persist but

regress to their previous stable state.

Thus, refreezing calls for re-balancing the driving and restraining

forces in the changed situation so it remains relatively stable.

OD has discovered a variety of practices that can contribute to

such permanence. Generally referred to as µinstitutionalizing¶

change, these methods include: reinforcing organization changes

by making rewards contingent on them; socializing existing

members and newcomers into the beliefs, norms, and valuesunderlying the changes; diffusing changes throughout the

organization to provide a wider base of support for them; and

sensing and calibrating the changes to detect deviations from

desired changes and to take corrective actions (Goodman & Dean,

1982).





History

et o s& ools

C aracteristics


Fun amentalsFun amentalsof ODof OD



OD CharacteristicsOD Characteristics

� OD work contributes to the sustained health and

effectiveness of the organisation

� OD work is based upon robust diagnosis that uses real

data from organisational, behavioural and psychological

sources� OD work is planned and systemic in its focus, that is

taking account of the whole organisation

� OD practitioners help to create alignment between

different activities, projects and initiatives

� OD work involves groups of people in the organisation to

maximise engagement, ownership and contribution





History

Methods& Tools

Characteristics





Summary & ConclusionSummary & Conclusion

2. Secure the engagement of people Who are the key individuals/groups on whomthe successful implementation of the change

project depends?

Who else holds data that we, the top or thechange team do not have?

Whose perspectives do we need to solicit tomake sure we have a more robust way of thinking about this change?

Having identified those groups of people, wethen need to enroll them in actively takingpart in the change process.



Summary & ConclusionSummary & Conclusion

3. Use high-leverage changemethodologies µhigh leverage¶ change methodology byHolman and Devane (1999) meansmethodologies that µcreate high energy andyield extraordinary, sustainable results¶ or

µcreate the highest possible value for theeffort invested¶.

x Dialogue-based collective exploration

x Whole-system basedx Engages multiple perspectives

x Manages the covert aspects of change



ConclusionConclusion

� OD is fundamentally about human dynamics.� We believe the benefits of an OD approach in

fast-changing times are significant.� We know that participatory processes led by

key stakeholders will mobilize the system andunleash energy.

� We know that any methodology that focuses

on distributive leadership, engagement,participation, multiplying imagination,modeling and empowering will secureimplementation outcomes faster

Definitions of ion Development New

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