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Revision Slides
Objective
Agenda
1.
2.
3.
4.
5.
6.
7.
8.
9.
Definition of OD
OD as a Process
Models of Planned Change
History of OD
Resistance to Change and Field
Force Theory
Factors affecting OD
Model of a Planned Changes
The Process of OD
Summary & Conclusion
Definition of OD
strategies,
structures,
processes,
people and cultures
Characteristics of OD
1. OD focuses on culture and processes.
2. OD encourages collaboration between leaders and members in managing
culture and processes.
3. OD focuses on task accomplishment
4. Participation and involvement in problem solving
5. Total system change
History of OD
Four major stems of OD
(1) T-group
(2) Survey Feedback Technology
(3) Action research
(4) Sociotechnical & Socioclinical approaches
FIRST WAVE
(Pioneers)
Eric Trist
Kurt Lewin
David
Cooperrider
Open
Space
Rensis
Likert
Harrison
Owen
Appreciative
Inquiry
SocioTechnical
Systems
Laboratory
Training
2000 - Current
1980 -1999
1960 - 1979
1940 - 1959
Edgar
Schein
Marvin Weisbord
Wilfred Bion
The
Tavistock
Method
Survey
Feedback
Group
Process
Consultation
Future
Search
Winner 2011: Outstanding
Global work Award (OD
Network)
. Richard Beckhard
Second-Generation OD
Organization Transformation
Organizational Culture
Learning Organization
Total Quality Management
Visioning and Future Search
Business Process Reengineering
Quality of Work Life
Change
Process
OD as a process
Top management supported initiative
Long term effort to improve
organisational problems
Done thru effective & collaborative
diagnosis and management of
organisational culture
Emphasis on formal work teams and
inter-group culture
Assistance from consultant
Uses applied behavioral science &
action research
New Required
State
Unfreeze
(Awarene
ss/
Diagnosis)
zi
n
Action
Resear
ch
Tran
sit
Joint
diagnosis
Refreeze
(Reinforcem
ent)
zin
ree
Joint action
planning &
Implementat
ion
f
Un
g
Change
(Transition
/
interventi
on)
Initiate
Inquiry
Problem
Identificat
ion
Evaluation
& follow-up
R
g e fr
ee
ion
Inquire to
best
practices
Discover
Themes
Problem
Identification
Joint
diagnosis
Consultation with a
Behavioral
scientist
Consultati
on with
behaviour
al
Data gathering &
scientist
preliminary
diagnosis
Data
gathering
,
diagnosis
&
feedback
Appreciative
Inquiry
Action Research
Feedback to
Client
Envision a
Preferred
Future
Joint action
planning
Action
Implementation
Data
gathering
after action
Desired
State
Current
State
Before
Change
Change
Takes
Place
After
Change
Time
12
Focus of
Organisational
Changes
1
Attraction of
2
future
4 Gov. Policies
Structure
3 Technology
4
Systems
Value &
culture
5 Leadership
6
6
Public
Demand
Dissatisfactio
n with Status 1
quo
Strategy
2 Competitors
3 Technology
Human
Factors
Perceptions,
3
values
Self Interest 4
Org.
Learning
Motivated
Staffs
13
Organisations,
Groups and Jobs
2. Collecting and
analysing
diagnostic info &
data
1. Plan, Design
&,
Implement
2. Managing
Intervention
Change
Evaluating
and
Institutionalizing
Change
16
Purposes
Relationships
Structure
Leadership
Helpful
Mechanisms
vi
En
Marvin
Weisbord
Weisbord identifies
six
critical
areas
where things must
go
right
if
organisation is to be
successful.
According to him,
the consultant must
attend
to
both
formal and informal
aspects of each box.
This model is still widely
used by OD practitioners
Rewards
nm
ro
t
en
Actions
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organization has a problem
(corrective action to fix it)
2. Organization sees an unrealized opportunity
(enabling action to seize the opportunity)
3. Features of organization are out of alignment
(alignment action to get things back in sync)
4. Yesterdays vision is no longer good enough
(action for new vision actions to build necessary
structures, processes and culture to make new vision a
reality)
Program Management
Cummings and Worley identified 5 sets of activities required
for effective change management:
Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition
Sustaining Momentum
Effective Change
Management
a sense of urgency
a guiding coalition
3
Developing
4
Communicating
5
Empowering
6
Generating
John P. Kotter
7
Consolidating
8
Anchoring
Thank
Q&A
you
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