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Organisation Development
Session 3
Major Bhargava R D
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Organisation Development
Session 3In this session, we will discussTheoretical Foundations of O DModels & Theories of Planned Change
Systems Theory,Learning Theory,Applied Behavioral Science
Reference: Chapter 5
Text Book (C1) - Organisation Development Behavioral
Science Interventions for Org. Improvement
- French, W. L. & Bell, C. H.
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Organisation Development
Part I
a. Recap
b. Theoretical Foundations of O D
c. Models & Theories of Planned Change
Part II
Systems Theory,
Learning Theory,
Applied Behavioral Science
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Theoretical Foundations of O D
O D is planned change in an Organisational Context:
Models & Theories depict, in words or pictures,
the important features of some phenomenon,
describe these features as variables and specifythe relationships among the variables
Planned change theories are rudimentary as far as
explaining relationships among variables, but prettygood for identifying the variables involved
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Models & Theories of Planned Change
Kurt Lewin & friends, Lewins Three stage Model
of the Changing Process: (a) First idea What is occurring at any point in time
is a Resultant in a field of opposing forces,(b) Change is a three stage process
Lewins Three Stage Model of the changingprocess improved by Edgar Schein
1. Unfreezing the old behavior2. Moving to a new level of behavior
3. Refreezing the behavior at the new level
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Organisation Development
Another Modification to Lewins model Proposed by Ronald Lippitt, Jeanne
Walson & Bruce Westley ; A Seven Stage Model representing the Consultation
Process:
Phase1 Developing a need for change (Lewins Unfreezing phase)
Phase 2 Establishing a change relationship
Phase 3 Clarifying or diagnosing the client systems problems (Unfreezing)
Phase 4 Examining the alternative routes & goals. Establishing goals &
intentions of actions
Phase 5 Transforming intentions into actual change efforts (Moving) (Phases3,4 & 5 correspond to Lewins Moving phase)
Phase 6 Generalising & Stabilising change ( Corresponds to Refreezing)
Phase 7 Achieving a terminal relationship, that is, terminating the Client-
Consultant relationship
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Organisation Development
A Comprehensive Change Model by Ralph Kilmann (5Stages)Stage1 Initialising the program
Stage 2 Diagnosing the problems
Stage 3 Scheduling the Tracks
Stage 4 Implementing the Tracks
Stage 5 Evaluating the results(Change program takes one to five years)
Kilmanns 5 Tracks
1. The culture track, 2. The Management Skills track,
3. The Team building track, 4. The Strategy Structure track,
5. The Reward system Track
Interventions: Training Programs, Problem Solving Sessions, Critique of
Present Practices & Processes
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Organisation Development
Burke Litwin Model of Org. Change:
This model shows how to create the
First Order & Second Order change
First Order change = Transactional changes,
(Evolutionary, Adaptive, Incremental or Continuous
changes)
Second Order change = Transformational changes
(Revolutionary, Radical or Discontinuous)
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Organisation Development
O D programs are directed towards both First Order
and Second Order changes, with an increasing
emphasis on Second Order, (Transformational)
changes.
This model distinguishes between Organisational
Climate and Organisational Culture
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Organisation Development
Porras & Robertson Model of Organisational Change
The basic premise is that OD interventions alter
features of the work setting causing changes in
Individuals behavior which in turn leads to individual
& organisational improvement.
The work setting plays a major role and consists of
four factors:
Organising arrangements, Social Factors,
Physical Setting and
Technology
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End of Part I
?
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Part II: Foundations of O D
Systems Theory
A system is an arrangement of interrelated
parts. System denotes interdependency,interconnectedness and interrelatedness
among elements in a set that contributes an
indefinite whole or Gestalt
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Organisation Development
The Nature of SystemOrganisations are
Open Systems (Input - Throughput - Output)
Congruence among System Elements
The Environment
Resources available
History
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Organisation Development
Congruence Model: The Congruence Modelsvalue is as an analytical tool for
1. Assessing the characteristics & functioning of
each of the elements,2. Evaluating the Goodness of fit or How well
the elements go together
The premise is that alignment (harmony) mustbe present among the systems components
for the organisation to produce satisfactory
Outputs.
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Organisation Development
Sociotechnical Systems Theory & Open Systems
Planning
Organisation has Two interdependent systems Social Systems
Technical Systems Open Systems Planning
Scanning the environment
Developing scenarios of possible futures
Developing Action Plans
Open System Thinking is required for creating learningorganisations: The following Five disciplines must bemastered to create a learning organisation:a. Personal Mastery, b. Mental Models, c. Building shared vision,d. Team Learning, e. Systems thinking
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Organisation Development
Participation and Empowerment
Teams & Teamwork
Self Directed Teams (SDTs) Quality Circles (Q Cs)
High Performance Organisation (HPO)
High Performance Work Systems (HPWSs)
Socio Technical Systems (STSs)
http://localhost/var/www/apps/conversion/current/tmp/scratch6190/Self%20Managed%20Teams.dochttp://localhost/var/www/apps/conversion/current/tmp/scratch6190/Self%20Managed%20Teams.doc7/31/2019 O D 3 (27 June 2012)
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Organisation Development
Parallel Learning Systems Parallel learning structures are a mechanism to
facilitate innovation in large bureaucratic organisations
where the forces of inertia, hierarchical communication
patterns and standard ways of addressing the problems
inhibit learning, innovation and change.
In essence, parallel structures are a vehicle for learning
how to change the system and leading the Change Process.
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OrganizationParallel
Structure
Parallel Structures
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Organisation Development
A Normative Reeducative Strategy of Changing Empirical Rational strategies
Normative Reeducative Strategies
Power Coercive Strategies
Implication of Normative Re-educative strategies
Client suggests the desired improvement & change
The consultant & the change agent define problem, develop
solutions. Aims at improving effectiveness
Attempts to change beliefs that hinder them from becoming
more productive.
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Organisation Development
Applied Behavioral Science
Application of result of Applied Behavioral
Science and a form of Applied BehavioralScience
Behavioral Science Research & Behavioral
Science Theory Applies Psychological, Sociological, Social
and Anthropological concepts
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Organisation Development
Action Research A Data based problem solving method that replicates
the steps involved in the scientific inquiry that underlies
most OD activities.
It involves three processes:
Data Collection
Feed back of the data to the client system members
Acton planning based on the data
A combination of learning and doing
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EstablishClient-
ConsultantRelations
DisengageConsultantsServices
Action Research Process
DiagnoseNeed forChange
IntroduceChange
Evaluate/StabilizeChange
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Action Research
Sequence Preliminary diagnosis
Collection of data
Feedback about the data
Development of action plan Implementation of action plan
Versions of Action research Diagnostic- Identify the Root cause
Participant- participants are involved in the process Empirical Based on observation
Experimental - Based on experiments
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Organisation Development
End of Part II
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Organisation Development
Next session:
The O D Process The Role of O D Consultant andEthics of practicing O D
Issues in Consultant Client Relationships.
Reference: Chapter 14
Text Book (C1) - Organisation Development Behavioral Science Interventions for Org. Improvement- French, W. L. & Bell, C. H.
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Thank you!
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