OD Process

Learning objectives
Components of OD process Diagnosis of the whole system The action i.e. Nature of OD interventions & analyzing discrepancies Phases of OD program

Components of OD process
Diagnosis

Action

Program Management

Diagnosis

The diagnostic component represents a continuous collection of data about the total system, its subunits, its processes, & its culture.

Focus of clients major concerns

What are strengths? Its problem areas? Its unrealized opportunities? Is there any discrepancy between the vision of desired future & the current situation?

(Diagnosis identifies strengths, opportunities & problem areas)

Action

Action plans are developed to correct problems seize opportunities & maintain areas of strength.

Program Management Consists of fact finding about the results of the actions.

Focuses on
Did the action have desired effects? Is the problem solved or the opportunities achieved?

COMPONENTS OF OD PROCESS
System Diagnosis Actions directed at problem/opportunity No1 Problem/Opportunity 1 Evaluation of effects of actions Problem solved/Opportunity realized Terminate actions

Yielding "Strengths" 1,2,3,4

Actions directed at problem/opportunity No 2

Problem/Opportunity 2 Evaluation of effects of actions

Problem solved / Opportunity not realized Initiate new actions

Yielding Opportunities 1,2,3,4

Actions directed at problem/opportunity No 3

Problem/Opportunity 3 Evaluation of effects of actions

Problem solved / Opportunity not realized. Redefine problem; Initiate new actions Problem 4 solved; but new, related problem 5 develops, actions are directed at problem 5 Step 4 New actions/ interventions as needed

Yielding Problems 1,2,3,4

Actions directed at problem/opportunity No 4

Problem 4 Evaluation

Step 1 Diagnosis of the state of the organization

Step 2 Actions to correct problems & realize opportunities

Step 3 Evaluation of the effects of Actions/ Interventions

DIAGNOSIS

Diagnosis Defined
Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.

Major methods for collecting data

Questionnaires Interviews Observations Unobtrusive methods

Questionnaires
One of the most efficient ways of collecting data Contain fixed-response questions about various features Administered to large numbers of people simultaneously Can be analyzed quickly Permit quantitative comparison and evaluation Data can easily be fed back to employees

Questionnaires
Major advantages Responses can be quantified and summarized Large samples and large quantities of data Relatively inexpensive Major potential problems Predetermined questions - no chance to change Over interpretation of data possible Response biases possible

Interviews
Interviews may be highly structured resembling questionnaires Interviews may be highly unstructured starting with general questions that allow the respondent to lead the way

Interviews Major advantages Adaptive - allows customization Source of `rich data Process builds rapport with subjects Major potential problems Relatively expensive Bias in interviewer responses Coding and interpretation can be difficult Self-report bias possible

Observations
A more direct way of collecting data Observe organisational behaviors in their functional settings

Observations
Major advantages Collect data on actual behaviour, rather than reports of behaviour Real time, not retrospective Adaptive Major potential problems Coding and interpretation difficulties Observer bias and questionable reliability Can be expensive

Unobtrusive measures
Data is not collected directly from respondents but from secondary sources Use records of absenteeism or tardiness, grievances, quantity and quality of production or service, financial performance and correspondence with key customers, suppliers or governmental agencies Helpful in diagnosing the organisation, group and individual outputs

Unobtrusive measures
Major advantages Non-reactive, no response bias High face validity Easily quantified Major potential problems Access and retrieval difficulties Validity concerns Coding and interpretation difficulties

Diagnostic activities- Activities designed to provide an account of things as they are needed for 2 reasons First- To know the state of things Second- To know the effects & consequences of actions.

Diagnosing the System

Diagnostic Targets Information sought Methods of Diagnosis
Examination of organizational records rules, regulations, policies Questionnaire survey oInterviews (both group & individual)
Questionnaire survey Interviews Observations Organization records

Total Q) What is organizations culture? Q) Organization Are organizational goals and strategy understood and accepted? Q) What is organizations performance?

Large complex & heterogeneou s sub-systems

Q) What are the unique demands on this subsystem? Q) Are organization structures and processes related to unique demands? Q) What are the major problems confronting this subsystem?

Diagnosing the System

Diagnostic Targets
Small, Simple & relatively homogeneous subsystems

Information sought
Q) What are major problems of the team? Q) How can team effectiveness be improved? Q) Do individuals know how their jobs relate to organizational goals?

Methods of Diagnosis
Individual interviews Group meeting to review the interview data Questionnaires Observation of staff meetings And other day- to-day operations Confrontation meetings, Organisation mirroring meetings Interviews of each subsystem followed by sharing the data Meetings or observations of interactions

Intergroup subsystems

Q) How does each subsystem see the other? Q) What problems do the two groups have in working together? Q) How can they collaborate to improve performance of both groups?

Diagnosing the System

Diagnostic Targets
Individuals

Information sought
Q) Do people perform according to organizations expectations? Q) Do they need particular knowledge or skills? Q) What career development opportunities do they have/ want/ need? Q) Is the role defines adequately? Q) What is the fit between person and role? Q) Is this the right person for this role?

Methods of Diagnosis
Interviews Information from diagnostic meetings Data available with HR department Role analysis , MBO Observations Interviews

Roles

(MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.

The Confrontation Meeting

What is a confrontation meeting? One day meeting of entire management of an organization in which they take a reading of their own organizational health

Process
1. 2. 3. 4. 5. 6. 7. Climate setting 45-60 min. Information Collecting 60 min. Information Sharing 60 min Priority setting and group action planning 75 min. Action Planning 60-120 minutes Immediate follow-up by top team 60-180 min. (Four-six weeks later) Progress review 120 minutes

When is it appropriate to conduct a confrontation meeting?

Need for the total management group to examine its own workings Very limited time available for the activity Top management wishes to improve conditions quickly Real commitment by top management to resolve the issue Organization is experiencing , or has recently experienced, some major change

Organizational Mirroring
Set of activities in which host group receives feedback about how it is perceived and regarded from reps across organization Intended to improve inter-group relationships

Process
1. 2. 3. Host group asks key reps from interface group to meet and provide feedback Pre- and post interviews by consultant to magnitude of issue(s), prepare participants and answer their questions At the actual session: 1. Opening remarks by manager of host group to set tone 2. Guests use fishbowl discussion to maintain natural flow; hosts listen 3. Hosts fishbowl discuss, ask for clarification from guests 4. Subgroups of guests and hosts form to address most important changes host group needs to make 5. Reconvene in large group to hear summaries of each sub group and form master task list 6. Action planning, tasks, responsible parties, completion dates established and agreed, concluding mirroring session 7. Follow-up meeting to assess and review progress

The Fishbowl Technique

What to observe: communication power & influence roles conflict norms decision making problem solving leadership goal clarity task/maintenance

Diagnosing the Process

Organizational Processes Information sought Methods of Diagnosis Communication Who talks to whom? Who Observations in meetings patterns & styles initiates? Is there 2 way or 1 Questionnaires , Interviews and & flows way communication? Is it top discussion with group members down or down-up? Does the information reach right places? Goal setting Q) Do people set goals? Q) Who participates? Q) Do they possess necessary skills for effective goal setting? Q) Who makes decisions? Q) Are they effective? Q) Are additional decision making skills needed? Questionnaires , Interviews Observations

Decision making, Problem solving & action planning

Observations of problem-solving meetings , Analysis of videotaped sessions , Organizational records

Diagnosing the Process

Organizational Processes Conflict resolution & management Information sought Methods of Diagnosis Q) Where does conflict exist? Q) Interviews Who are involved parties? Q) Flowcharting critical processes How is it being managed? Meetings between both groups

Superiorsubordinate relations Strategic management & long range planning

Q) What are the prevailing Questionnaires leadership styles? Q) What Interviews problems arise between superiors and subordinates? Q) Who is responsible for Interviews of key policy makers looking ahead and making long Group discussions term decisions? Q) Do they have Examination of historical records adequate tools and support? Q) Have the recent long range decisions been effective?

Diagnosis
The Marvin Weisbord Six-Box Model 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

Six-Box Organizational Model

Purposes: What Business Are we in?

Relationships: How Do we manage conflict Among people? With technologies?

Leadership

Structure: How do we divide up the work?

Helpful Mechanisms: Do we have adequate technologies?

Rewards: Do all needed tasks have incentives?

Environment

Third wave consulting

First wave refers to AGRICULTURAL REVOLUTION Second wave refers to INDUSTRIAL REVOLUTION Third wave refers to the INFORMATION & TECHNOLOGICAL REVOLUTION

Weisbord identifies 4 useful practices" for the third wave consultant

Assess the potential for action (look for situations with committed leadership, good business opportunities, & energized people) Get the whole system in the room Focus on the future Structure tasks that people can do themselves

ACTION COMPONENT

Action Component
Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.

Actions
Interventions are the actions taken to produce desired changes. Four conditions that give rise to the need for OD interventions:

The organisation has a problem ( corrective action to fix it) Organization sees an unrealized opportunity ( enabling action to seize the opportunity) Features of organization are out of alignment ( alignment action to get things back in sync) 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)

The nature of OD interventions

OD interventions focus on real problems rather than hypothetical problems. Real set of individuals involved in the group & the group are the problem solvers. Planning actions, executing actions & evaluating the consequences of actions of actions are integral to OD. The interventions activities have 2 goals
1. An educational goal 2. An accomplishing goal

OD problem solving interventions tend to focus on real problems central to the organizational needs. OD interventions use several learning models not just one

 Intervention strategies are based on results of the diagnostic process and the specified goals of the client system.

Interventions
Human process interventions
Individual Group based Inter-group based

Techno structural interventions

Balance score card BPR Outsourcing downsizing

Example: Team Building (Group based)

Special teams Diagnostic meetings Team building focused on goal setting, decision making, problem solving etc. Building & mainitaining effective interpersonal relationships Team building focused on task accomplishment Role negotiation

Analyzing discrepancies (gaps)

What is happening Where one is

What should be happening

Where one wants to be

The Program Management

Phases of OD program
Contracting Diagnosis Feedback

Entry

WARNER BURKE

Evaluation

Intervention

Planning change

A model for Managing Change

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

Program Management Contd..

John P. Kotter Kotters 8-stage process for managing organizational change:
1. 2. 3. 4. 5. 6. 7. 8. Establishing a sense of urgency Creating a guiding coalition Developing a vision and strategy Communicating the change vision Empowering a broad base of people to take action Generating short term wins Consolidating gains and producing even more change Anchoring (institutionalizing) the new approaches into the culture 1 2 3 4 5 6 7 8 HBR, Mar-Apr 1995, p.61

Parallel Learning Structures

A structure (specific division and coordination of labor) is created that operates side-by-side with the formal hierarchy and structure with the goal of increasing organizations learning. These are the devices for introducing & managing change in large bureaucratic organizations

 Parallel learning structures are useful when the organization needs to:
Develop and implement organization-wide innovations Foster innovation and creativity within a bureaucratic system Capture the organizations collective expertise Support the exchange of knowledge and expertise among performers.

Organization

Parallel Structure

 Phase 1: Initial definition of purpose & scope Phase 2:Formation of steering committee Phase 3:Communicating to organization members Phase 4:Formation & development of study groups Phase 5: The inquiry process. Phase 6:Identifying potential changes Phase 7:Experimental implementation of proposed changes Phase 8:Systemwide diffusion & evaluation