Gap Analysis

I want to be here
I want to be here

I am here now

Planned Change Through

Organization Development (OD)

Organization development (OD)

Planned change programs intended to help people and

organizations function more effectively.

behavioral science principles, methods, and theories

fundamental change in the organization, as opposed to

fixing a problem or improving a procedure.
Organisational Effectiveness

OD programs generally are facilitated by hired consultants,

OD

organisations culture through the utilisationation of

behavioural science technology, research and theory:
Warner Burke

A long range effort to improve problem-solving

capabilities and its ability to cope with changes in its
external environment : Wendell French

ORGANIZATION DEVELOPMENT (OD)

The OD Process (Kurt Lewin)

Unfreezing, changing, and refreezing social

systems

The Model:
1. Diagnosis:
2. Intervention:
3. Follow-up:

If you have a large cube of ice, but realize that what

you want is a cone of ice, what do you do? First you
must melt the ice to make it amenable to change
(unfreeze). Then you must mold the iced water into the
shape you want (change). Finally, you must solidify
the new shape (refreeze).

Change: Organizational and

Individual Perspectives (contd)

How People Respond to Changes They

Like

Three-stage process
Unrealistic optimism
Reality shock
Constructive direction

Why Do Employees Resist Change?

Surprise

Inertia

Misunderstanding and lack of skills

Emotional Side Effects

Lack of Trust

Fear of Failure

The Reality of Politics

Politics exists because

Individuals and groups have different

values, goals and norms

Resources are limited

Source: Robbins, S. (1993) Organizational Behavior, Hemel Hempsted, Prentice Hall.

The Characteristics of Power

(1)

Power is the potential or actual ability to influence others in a

desired direction.

An individual, group or other social unit has power if it controls

information, knowledge, or resources desired by another
individual, group, or social unit.
(Gordon, 1993, p.392).

The Characteristics of Power

(2)
Power refers to a capacity that A has to
influence the behaviour of B, so that B
does something he or she would not
otherwise do.
(Robbins, 1996, p.462).
P dependency relationship

Politics, Power, Conflict and Change

Confusion as to means
of organisational
control

Change
situation
Challenge to
values and/or
viewpoints

Political
action
Conflict
Power balance
upset

Feeling of uncertainty
and loss of autonomy
Resistance

Why Do Employees Resist Change?

(contd)

Personality Conflicts

Poor Timing

Lack of Tact

Threat to Job Status/Security

Breakup of Work Group

Competing Commitments

Overcoming Resistance to Change

Strategies for Overcoming Resistance to

Change
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation
coercion

Conclusions

Organisational change, even if small-scale, involves changing

power balances.
Change agents and change managers are well advised to do
a careful analysis of each stakeholder groups relative power
to block change, and relative motivation to block change.
Each stakeholder is likely to fight to get the best deal for
themselves.