Organization Development

Organizational Development

A system wide application of

behavioral science knowledge

Planned development and reinforcement

Strategies, structures, and processes

C & W

Cummings & Worley 2020

Organizational development is a System wide application etc.

Organization Development

Collaborative and value based process

Improve individual and organizational performance

Goals of OD

Improve organizational Effectiveness

Increase employee engagement and satisfaction

Foster adaptability and innovation

Build strong communication and collaboration

Develop leadership and teamwork skills

Characteristics of OD

Planned and systematic

Involves the whole organization or major parts

Led from top but engages all levels

Relies on data and feedback

Rooted in behavioral sciences

Focuses on human and social systems

Human relations movement (post WW II)

1940s - 50s

Birth of OD as a field- Action research by kurt lewin

1950s - 60s

OD spreads in corporations ( T-groups, survey, feedback)

1960s- 70s

Strategic OD, cultural change, globalization

1980s- 2000s

Digital transformation, agile organizations, diversity and inclusion in OD

Today

Four trunk stems of OD’s Evolution

T- groups

Survey feedback

Action research

Socio- technical theory

T- Groups

Training groups to improve interpersonal relations and group dynamics

Survey feedback

Collecting employee perceptions and using the data for change

Action research

Iterative, participatory approach to organizational problem- solving

Socio- technical Theory

Balancing the needs of people and technology in work systems

Kurt Lewin

Father of OD, Introduced Action Research, Change model (unfreeze- Change- refreeze)

Douglas McGregor

Theory X and Theory Y, emphasized trust and motivation

Richard Beckhard

Defined OD formally; emphasized planned change

Chris Argyris

Organizational learning and double loop learning

Edgar Schein

Culture and leadership; process consultation

Values that form OD practice

Participation and involvement

Openness and transparency

Collaboration and trust

Empowerment and respect for people

Continuous learning and

improvement

Robin Sharma

Change is Hard at First,

Messy in the middle and

Gorgeous at the end

Understanding and Managing Planned Change

Developmental change

A planned and structured efforts to help an organization achieve its goal while becoming more adaptable to internal and external changes

Nature of Planned Change

Change is intentional

Change is positive and purposive

Change is data-driven

Change is values- centered

Change is action oriented

Change is based on experience, grounded in theory, and focused on kearning

Change is intentional

Desired outcomes

Grounded intervention strategy

Richard Boyatis

Intentional change theory

Intentional change theory

Promoting a shared vision of the ideal organization

Understanding the current organizational reality

Developing a strategic plan to achieve the desired state

Positive emotional attractors (PEAs)

Create a supportive environmental for change

Enhance employee engagement

Foster culture of continuous learning and improvement

Change is positive and purposive

Improve organizational health

Achieve goals/ objectives

Change is data-driven

Right data= right tools/ interventions/ strategies

Change is values-centered

Humanizing change

Employees can see change as a way to make their jobs more fulfilling and enjoyable

Change is action oriented

Art and science of planned intervention

Practical steps to address and solve problems/ challenges/ situations

Change is based on experience, grounded in theory, and focused on learning

Uses social and behavioral science

OD practitioner

People who are entrusted with the job to carry out the planned change

Od practitioner crucial role

Managing change, fostering leadership development, enhancing team dynamics, and promoting continuous improvement

Role of an OD practitioner,Gottlieb, 2001

The role depends on the organizational needs and the nature of the problem

Od practitioners work with individuals, teams, and entire organization to facilitate change

Flexibility in the Role of OD practitioner, Hubbell, 2013

Must be flexible and adaptable

Adjust their approach to fit the organization’s culture, people and goals

Specializing OD as a PROFESSION

Internal or external consultants

Content Oriented Fields

Human resource management

Organization design

Quality control

Information technology

Business strategy

Competencies of an effective OD practitioner

Defining and prioritizing OD practitioner skills and knowledge

Emergence of self mastery

Intrapersonal skills

Interpersonal skills

General consultation skills

Organization Development Theory skills

Defining and prioritizing OD practitioner skills and knowledge

To review and update a list of a professional competencies

To guide curriculum development in an OD program (academe)

Emergence of self mastery

Know themselves and that such knowledge forms the basis of effective practice

Connected to emotional intelligence, including personal skills, self awareness and self management

Intrapersonal skills

Managing yourself

Self awareness (knowing strengths and weaknesses)

Self control (managing emotions and behavior)

Self confidence

Resilience

Growth mindset

Interpersonal skills

Skills about working well with others

Communication

Active Listening

Empathy

Collaboration

Conflict resolution

Relationship building

General consultation skills

core abilities needed to guide and support clients

Problem solving

Critical thinking

Contacting

Data gathering and analysis

Feedback giving

Facilitating change

Professional ethics

Organization development theory skills

Appreciation for planned change

Familiar with the range available interventions

Understand their own tolerance in the emerging field

Theories of planned change

Lewin’s change model

Action research model

Positive model

Lewin’s change model

Managing transition and reducing resistance

Keeping a system’s behavior stable

Quasi stationary equilibrium (stable at the surface, but it’s moving away)

Those striving to maintain status quo

Those pushing for change

Force field analysis, Kurt lewin

Driving force (positive forces for changes) ex. Motivation

Restraining force ( obstacle ro change) ex. Fear of unknown

Lewin’s change model process

Unfreezing

Changing

Refreezing

Unfreezing

Recognizing the need for change

Change

Attempting to create a new state of affairs

Plan the change

Implement

Learn new concepts or POV

Refreezing

Incorporating the changes, creating and maintaining a new organizational system

Action research model

Diagnosing and solving problems using data

Plan→ act→ evaluate(fact finding) improve→ repeat.

Data driven

Participatory

Cyclical

Positive model

Focuses on the organizational success, stability rather than problems

To make change out of positive

Understand the organization when its working its best

Organization development strategy

Entry

Diagnosis

Feedback

Solution

Evaluation

Entry

Exploring the problem, opportunities, or situation. Output is an engagement contract or project plan with expectations and agreement on scope

Diagnosis

A fact finding phase

Feedback

Exploring information for understanding, clarity, and accuracy

Solution

Correcting the problem , closing gaps, improving and enhancing performance, or seizing opportunities

Evaluation

Collecting data to determine if the initiative is meeting goals and achieving defined success indicators

Different types of planned change

Magnitude of organizational change

Degree of organization

Domestic versus international settings

Magnitude of organizational change

Incremental change (how deep/big the changes is)

Small gradual improvement

Fundamental changes

Major or transformational changes that significantly alter how the organization operates

Degree of organization

Highly organized (maoobserve mo sya)

Loosely guided

Domestic versus international settings

Cultural values and assumptions

Difference in macro- environment (PESTEL model)

Ex. Jollibee

Kapag nasa ibang bansa, iba law, yung taste distinct sa iba, yung applicable dito, hindi applicable sa iba)

Different types/style of od practitioner ( hench, 2018)

The stabilizers, the cheerleaders, the analyzers, the persuaders, the pathfinders

The stabilizers

Ability to work with teams and groups in a CALM AND RATIONAL manner

Maintain and stabilize the situation

The cheerleaders

Used when the HAPPINESS of those being directed is deemed

ENTHUSIASTIC way

Keep people motivated during the change

The Analyzers

Uses ANALYTICAL TECHNIQUES to work on problems, issues, concerns, and logistics

The Persuaders

Works on MAINTAINING HARMONY in situations

LEAST CONFRONTATIONAL approach

The Pathfinders

Getting the employees to move forward with the same goal and same direction

MOST TEAM-ORIENTED AND FOCUSED method

Role of organization development professional position ( internal vs external)

Contracting

Diagnosing

Intervening

Evaluating

Professional Values

Social(humanistic value), economic( improving org, effectiveness), & ecological (environmental sustainability) values

Different and competing values

Professional ethics

Ethical guidelines (will guide the action)

Concern for ethical conduct of od practitioners

Integrity

Honest and transparent

Respect

Value people, diversity, and perspective

Confidentiality

Protect sensitive client and information

Fairness

Avoid favoritism and conflict of interest

Accountability

Take responsibility for action and outcomes

Commitment Growth

Learning and positive change

Ethical Dilemmas in OD practice

Ex. Confidentiality and Transparency

Protecting sensitive information while promoting openness