Foundations of Organisational Development

OD in short is a planned Change.. Many models and theories have evolved

over recent past
Kurt Lewins .. “Model of the Change Process”
Introduced since 1940 it centred around Two Ideas
1.The present occurrences are a Result of opposing forces and there are
equilibrium Points that are fairly constant (e.g. Production, Morale)
2.That the Change is a 3 Stage Process
• Unfreezing : create motivation and preparedness to change
1. Disconfirmation or lack of confirmation (Developing a need for
change )
2. Creation of guilt or anxiety
3. Provision of Psychological Safety
• Moving :Changing Through Cognitive Restructuring- Helping to see ,
feel, sense, Judge things from new perspective
1. Identify with a new role Model /Mentor
2. Scanning the Environment for new relevant information
• Refreezing .. Helping the client to integrate the new point of view into
(Generalising &
Stabilising change achieving a terminal relationship Client -
Consultant )
1. Total personality and self concept
2. Significant relationships
These 3 Stages were remodelled into seven Stages by Ronald Lippit
alph Killman ‘s Managing beyond the Quick Fix Model has 5 Stages
nitiating the Program – Top Management Commitment
Diagnosing the problem –Through Analysis of Problems/Opportunities
Scheduling the Tracks -*
mplementing the Tracks
Evaluating the result
*
Cultural Track
(Trust, Communication, Info Sharing, Willingness to change)
The management Skill Track
(Coping with Complex Problem, Hidden Assumptions)
The Team Building Track
(Infusing new culture, Co-operation)
The Strategy Structure work
(New strategies plan ,and realigning people /Depts)
The Reward System Track
(Performance based reward system)
he Companies benefited from this include FORD, XEROX, AT &T.
Burke Litwin Model (Warner Burke and George Litwin)
Popularly known as Model of Individual & Organisational Performance and Chang
Relevant Terms :-
First Order Change OR Transactional Change
This is a incremental change and also labelled as Evolutionary /adaptive change
Second Order Change OR the Transformational Change
In this the organisation is fundamentally and substantially altered or transforme
also labelled as revolutionary or radical.
Org Climate
This concerns with peoples perception and attitudes about the organisation (Wh
the place like to work Good/Bad, Friendly, Easygoing, hardworking )
These perceptions depend on employees reaction to Managerial/Org Practices a
Easy to change – e. g. attendance marking system/restrictions, management pr
and policies and procedures-----FIRST ORDER
Org Culture
These are concerned with set of values and beliefs that are enduring and not ea
Change—
Mission ,Strategy, Leadership and Org Culture ---SECOND ORDER
Transactional Leadership –These guide /motivate followers in direction of establi
Goals by clarifying Role and Task Requirements, -Adequate for First Order Chang
Transformational Leadership –is the ones that inspires followers to put organisa
interest ahead of theirs and are capable of having a profound effect on them -
Necessary for a SECOND ORDER CHANGE
 FIRST ORDER CHANGE

Management
Practices
STRUCTU Systems ,
RE ( Policies
Procedure
s)

Work
Unit
Climate

Task Requirement & Individual needs

Indvl Skills/Abilities Motivation & Values

Individual
&
Org
Performan
Second Order Change – Transformational Change

External
Environment

Mission & Leadership Org

Strategy Culture
Manageme
nt
STRUCTU Systems ,
Practices
RE ( Policies
Procedure
Work s)
Unit
Clima
te
Individual
Task Motivation needs
Requirement & & Values
Indvl
Skills/Abilities Individual
&
Org
Performan
 Porras and Roberts on Model of Work Change

Organisation Development Interventions alter (Change)features of the work s

Causing change in Individuals behaviour which in turn leads to Individual and
Organisational Development

Environment

Vision
Physical
Setting

Organising Social
Arrangements Factors Technology

Goals Space Tools & Eqpt,

Strategies
Culture configuration Machinery
Structures Mgmt Style Physical IT,
Adm Policies, Interaction Ambience Job Design
Procedures Processes Interior Design Work Flow Design
Systems Informal Patterns Architectural Tech Expertise
Reward Networking Design Procedures, &
System System
Ownership
Individual
Attributes
 Environment

Vision
O
R Physical
Setting
G
A Org
Arrgmts
Technology

N
I
O
S Social
A factors
Individu
T al
I Cognitio
ns
O
n
On The Job
Behaviour

Org Ind
Performance Dev
p
Additional Important Foundations of OD
OD is a furtherance of Group Dynamics .This considered the aspects
of
Participation and Empowerment
Participation is increased involvement desired by most and energises
greeter
Performance, produces better solution, enhances acceptance of
decisions & reduces
Resistance to Change, stress and promotes commitment and a Feel
Good Feeling.

Empowerment is providing power or authority to make decisions ,

contribute to the
Ideas, Exert Influence and be responsible .Participation is a form of
Empowerment

OD Intervention are designed around this and concentrates on

involving those
closest to the problem in Decision Making and giving more power to
people by
increasing Participation.

James Belaso (Teaching the Elephant to Dance)s

4 Step Model to describe Empowerment
Kouzes and Posner
The Leadership Challenge .
Personal Best Leadership Situation response leading to identifying 5 Leade
practices with 10 Behavioural commitment exhibited by EMPOWERING LEA
1.Challenging the process
• Search for Opportunities
• Experiment and Take Risk
2.Inspiring a shared Vision
• Envision the Future
• Enlist others
3.Enabling others to act
• Foster Collaboration
• Strengthen Others
4.Modelling The Way
• Set the example
• Plan smooth Wins
5.Encouraging the Heart
• Recognise individual Contribution
• Celebrate accomplishments
Characteristics of a Successful team include
1.A clear elevating Goal
2.Result Driven structure
3.Competent Members
4.Unified Commitment
5.Collaboration Climate
6.Standards of Excellence
7.External Support and Recognition
8.Principled Leadership

According to Katzenback and Smith the Key characteristics of High Performanc

Are Discipline, Agreement on Performance, Complementary Skill and assuming
Mutual accountability.
 Open Book Management- Jack Stack & John Case
OD tends to make every employee think like an owner of the business and
Act like one . Its principles include …
1. Every Employee sees and learns to understand companies Financials ,alon
With other critical No’s reflecting on performance
2.Employees assume their responsibility to move These (No’s) in Right Direc
3.Employees have a direct stake in Company’s Success.
In sum total it is Empowerment at best.

eams and Team work

ork Teams are the Building Blocks of an organisation.
hese Teams and teamwork are part of Foundation of OD.
mportance of Teams
ndividual Behaviour is rooted in the Socio-Cultural norms and values of the Work
hus change in these norms effects Individual Behaviour and it is lasting
or Complex Tasks , Teams perform better and accomplish these.
eams create Synergy
eams provide Social Interaction, Status, Recognition and Respect.