SUMMARIZER

SHAMIKA HARRIS RICHARDSON

HRE 4079
WEEK 5

UNLEASHING EXPERTISE THROUGH

ORGANIZATION DEVELOPMENT
Chapter 13 Overview of Organization Development

Chapter 14 The Nature of the Change Process

Chapter 15 Organization Development Practices

VIEWS OF ORGANIZATION
DEVELOPMENT
The Outcome Variable and Definitions of OD
Taxonomy of Performance

Early Change Models

Whole System Change

TAXONOMY OF PERFORMANCE
Maintaining the System
Changing the System

EARLY CHANGE MODELS

Classic change model
Unfreeze, move, and refreeze
This model declares that information highlighting the
discrepancy between the actual and desired behaviors among
stakeholders will result in their willingness to engage in the
change process or to unfreeze

Lewin
Field Theory
Proposition that human behavior is related to ones personal
characteristics and the environment. Study the organizational
system and its connection with individuals from a social
perspective

WHOLE SYSTEM CHANGE

Careful study of the organization and reliance on
multiple sources of data
Examples of Whole System OD
1. System Level Performance Brache
1. Holistic analysis, planning, and action approach to
organizational health that is a function of understanding
and managing an intricate and entwined set of variables

2. Scenario Planning Schwartz

1. Scenario process of planning for an uncertain future and
preparing for alternative futures

KEY ORGANIZATION DEVELOPMENT

TERMS

Client
Culture
Intervention
Environment
Human Process
Intervention
Techno-structural
intervention
Client-centered
consultation
Process
Mission

Change
Change agent
Sponsor
stakeholder

THE GENERAL ORGANIZATION

DEVELOPMENT PROCESS
Five-phase process
1. Analyze/contract
2. Diagnose/feedback
3. Plan/develop
4. Implement
5. Evaluate/institutionalize

ORGANIZATION DEVELOPMENT
PROCESS MODEL

ORGANIZATION DEVELOPMENT FOR

PERFORMANCE SYSTEM
Represents a basic OD process while highlighting
performance improvement
The ODPS methodology focuses more on the
conceptual phases of the intervention than on the
professional activity of the OD consultant

PHASES OF ODPS

Analyze and Contract

Diagnose and Feedback
Plan, Design, and Develop
Implement
Evaluate and Institutionalize

PERSPECTIVES ON CHANGE FOR HRD

Change as Individual Development

Change within the organization starting with the employees

Change as Goal-Directed Activity

Change should have a purpose and represent a goal

Change as Learning

Creating knowledge and institutionalizing what is learned

Change as Work and Life Roles

Interchanging work and life roles for Career Development

Change as Internal Adult Development

Adults continue to develop throughout life span biologically, psychologically,

cognitively and socially and therefore link adult development with change

Change as Innovation

New ideas developed and implemented to change organizational contexts

CORE DIMENSIONS OF CHANGE

Incremental versus Transformational Change
Continuous versus Episodic Change

CHANGE OUTCOMES

GENERAL THEORIES OF CHANGE

Field Theory
All behavior is conceived of as a change of some state of a
field in a given unit of time

Sociotechnical Systems Theory

Work consists of two interdependent systems that have to
be jointly optimized: Technical system and Social System

Typology of Change Theories

Organizational and individual change can be built

RESISTANCE TO CHANGE
Nature of Resistance
Cognitive beliefs about the change
Emotional (affective) feelings in response to change
Behavioral actions in response to change

Forms of Resistance

Resistance as Unavoidable Behavioral Response

Resistance as Political and Class Struggle
Resistance as Constructive Counterbalance
Resistance as Cognitive and Cultural Restructuring

LEADING AND MANAGING

ORGANIZATION CHANGE
Activities Contributing to Effective Change
Management

Motivating change
Creating a vision
Developing political support
Managing transition
Sustaining momentum

VARIATIONS IN OD PRACTICES
Expected Results from OD Interventions
Performance how did the organization benefit
Learning expertise within the organization
Perception did the organization achieve desired results

OD in Relation to the Host Organization

Single consultant (internal/external)
Consultant firm
Guru status consultants

OD Process Expertise
How the OD professional market their brand to the Host
Organization

CORE OD PRACTICES
OD Revolves around the Change Process

Both stability and change are normal

Resistance is a wake-up call
Change starts before we see it
Change moves in cycles and waves
Leaders are co-learners
Followers have power

Trust and Integrity in OD

Information relayed to and from stakeholders with the OD Professional

OD Dynamics in Practice
Once the OD Professional is engaged; he or she becomes part of the
organization

WORK PROCESS-FOCUSED OD
PRACTICES
Process Improvement Practices

Identifying processes for innovation

Identifying change levers
Developing and prototyping the new processes
Understanding existing processes

Benchmarking Practices

Planning
Analysis
Integration
Action
Maturity

INDIVIDUAL-FOCUSED OD PRACTICES
360-Degree Feedback Practices