Overview of action learning and od adlt 625
Transcript of Overview of action learning and od adlt 625
Welcome to Change Strategies for
Human Resource Development Practitioners
ADLT 625 – Spring Semester 2011
Dr. Terry Carter
Agenda
• Introductions• Overview of the Course Syllabi and
Assignments• Use of Blogs and the Wiki (
http://changestrategies2011.pbworks.com)
• Hopes, Desires, and Expectations• An Intro to Organization
Development
OD the Nature of Organizational Change
• What do we mean by OD?– Planned change– Involves the total system– Supported by top management– Design to increase organizational
effectiveness
How Do You Know When an Organization is
Ready for Change?
The Learning Curve for Organizational Development
Characteristics of OD Efforts
Significant Shifts in Organizational Dynamics and Management Since 1969 …
From To • Growth • Moderate speed• Moderate complexity• Strategic planning• Consultant jargon• Management• Unilateral, top-down
management• Little concern for ethics• Micro perspective
• Consolidation• Warp speed• High complexity• Strategic implementation• Popular, accepted
concepts• Leadership• Multilateral, participative
management• High concern for ethics• Macro perspective on
change
The Action Research Model for Change
Perception of Problem
Data Gathering and Diagnosis by Consultant
Feedback to Key Client Group
Joint action planning
New strategies or actions taken
The OD History Tree
Theoretical Roots
Comparison of OD and OT
OD Traditional Data Collection and Feedback Methods
OT Whole- System I nteractive Change Events
Theory Base Action research
Open systems theory
Purpose I mproved organizational eff ectiveness
Alignment around a strategic direction, work redesign, system-wide issues
Data Base Source Availability
I nternal to organization Limited to units
Organization and external
stakeholders Widely shared
Responsibility
Driven by senior management Broadly shared by senior management with the whole system
Comparison of OD and OT
ODTraditional Data Collectionand Feedback Methods
OTWhole- System I nteractive ChangeEvents
Time Slow: Waterfall process bylevel
Fast: Rapid response to data
ConsultantRole
Central to: Data collection Data interpretation Data feedback process
Structures and facilitates: Data collection Data analysis Action taking
ChangePotential
Sequential incremental change Simultaneous fundamental change