PHASES OF OD PROGRAMS

Wamer Burke
Entry (ii) Contracting (iii) Diagnosis (iv) Feedback (v) Planning change (vi) Intervention (vii) Evaluation
(i)

MODEL FOR MANAGING CHANGE Cummings & Worley

Motivating change (ii) Creating a vision (iii) Developing a political support (iv) Managing the transition (v) Sustaining momentum
(i)

Activities Contributing to Effective Change Management

MOTIVATING CHANGE Creating readiness for change Overcoming resistance to change CREATING A VISION Mission valued outcomes Valued conditions Midpoint goals DEVELOPING POLITICAL SUPPORT Assessing change agent power Identifying key stake holders Influencing stakeholders MANAGING TRANSITION Activity planning Commitment planning Management structures SUSTAINING MOMENTUM Providing resources for change Building a support system for change agents Developing new competencies and skills Reinforcing new behaviours

EFFECTIVE CHANGE MANAGEMENT

CREATING READINESS TO CHANGE

Sensitize organizations to pressures for change Reveal discrepancies between current and desired states Convey credible positive expectations fo the change

Overcoming Resistance to change

Empathy and support Communication Participation and involvement

ORGANIZATION DIAGNOSTIC MODELS

1.

Force Field Analysis Weisbord Six Box Model Mc Kinsey 7S Framework.

2.

3.

FORCE FIELD ANALYSIS

Driving Forces

CURRENT STATE OF AFFAIRS (PROBLEM)

Restraining Forces

DESIRED STATE OF AFFAIRS (GOAL)

Equilibrium Interrupted

Disequilibrium During Change

Equilibrium Reestablished

For illustration, consider the dilemma of the new manager who takes over a work group in which productivity is high but whose predecessor drained the human resources.
The former manager had upset the equilibrium by increasing the driving forces (that is, being autocratic and keeping continual pressure on subordinates) and thus achieving increases in output in the short run.

By doing this, however, new restraining forces developed, such as increased unfriendliness and aggression, and at the time of the former manager's departure the restraining forces were beginning to increase and the results manifested themselves in turnover, absenteeism, and other restraining forces, which lowered productivity shortly after the new manager arrived. Now a new equilibrium at a significantly lower productivity is faced by the new manager.

WEISBORD SIX-BOX MODEL

PURPOSES
What Business are we in?

RELATIONSHIPS
How do we manage conflict among people? with technologies?

STRUCTURE LEADERSHIP
is someone keeping the boxes in balance? How do we divide up the work?

HELPFUL MECHANISMS
Have we coordinating technologies?

REWARDS
Is there an incentive for doing all that needs doing?

OUTSIDE ENVIRONMENT

WEISBORD SIX-BOX MODEL

1.

PURPOSES Do organization members agree with and support the organizations mission and goals?
STRUCTURE- Is there a fit between the purpose and the internal structure of the organization? RELATIONSHIPS- What types of relations exist between individuals, between departments, and between individuals and the nature of their jobs? Is there interdependence? What is the quality of relations? What are the modes of conflict?

2.

3.

4.

REWARDS- What does the organization formally reward, and for what do organization members feel they are rewarded and punished? What does the organization need to do to fit with the environment?
LEADERSHIP- Do leaders define purposes? Do they embody purposes in their programmes? What is the normative style of leadership? HELPFUL MECHANISM- Do these mechanisms( tools, techniques & procedures) help or hinder the accomplishment of organization objectives?

5.

6.

Mc KINSEYS 7S FRAMEWORK
STRUCTURE STRATEGY

SYSTEMS

SHARED VALUES

STYLE

SKILLS

STAFF