MGT 429 CH 16

Chapter 16
The Challenge and the Future

for Organizations
An Experiential Approach to Organization Development 8 th edition Chapter 16

Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 1
Learning Objectives (part 1 of 2)
• Understand basic issues in using OD as
approach to planned change.
• Recognize ways of maintaining,
internalizing, and stabilizing change
program.

Learning Objectives (part 2 of 2)
• Identify some of the future trends and
problems facing the OD practitioner.
• Understand process of terminating
practitioner-client relationship.

Organization of the Future
(part 1 of 2)
• Will attract and retain talented

employees.
• Develop different kind of workplace.
• Powerful mission is magnet and
motivator.
• Culture that values learning is key.

Organization of the Future
(part 2 of 2)
• Core reality is old saying:

– A company’s people are its most
important asset.
• Collaboration essence of organization.
• Create flexibility, resiliency, speed, and
creativity.

The Future Organization
• A constantly changing organization.
• An organization that is flexible and able
to change quickly.
• Higher educational levels mean
increase in motivational needs.
• Change is never ending.

Monitor and Stabilize
OD Program
• Feedback.
• Stabilize the change.
• Evaluate the OD program results.
• Termination of practitioner and client
relationship.

Figure 16.1
Stage 5 of OD’s 5 Stages

Feedback of Information
• Information returned to participants.
• Commitment reinforced by feedback.
• Program effectiveness measured by
degree problems corrected.

Stabilize and Monitor Change
• Acceptance and adoption of change.

• Guard against “fade out.”
• Reinforcement necessary.
• Continue assessment of change during
future.

Evaluation of OD Programs
Evaluations important for 3 groups.

1. Decision makers.
2. Participants.
3. OD practitioners.

Termination of Practitioner
and Client Relationship
• Termination of relationship final stage of
OD.
• Occurs when practitioner or client
believes little more can be
accomplished.
• Disengagement will likely call for
gradual reduction of practitioner’s help.
Developing Self-Renewal
Capacity
• Self-renewal means building innovation
into organization’s values.
• OD developed ability to innovate
constantly.
• Self-renewing organization constantly
able to innovate.

Emerging Issues and Values
• OD is a growing, developing, and
changing field of study.
• OD still in transition.
• Transition makes it difficult to define
what are OD interventions.

Is OD Fad or Discipline?
• OD has history of 50+ years.
• Appears to be primary method for
helping organizations adjust to change.
• Managers may use interventions as
quick fixes.
• OD required even more as rate of
change increases.

Role of Values and
Complex Dilemmas
• No single accreditation program for OD
practitioners.
• Overemphasizes human interventions.
• Controversy over what are OD techniques.
• Difficult for OD to deal with power.
• OD offers few short-term techniques to
organizations in crisis.
Future Trends in OD
• Organization • Learning
transformation. organization.
• Shared vision. • Reengineering.
• Innovation. • Core
• Trust. competencies.
• Empowerment. • Organizational
architecture.

Macrosystem Trends in OD
• Impact of culture change.
• Total resource utilization.
• Centralization vs. decentralization.
• Conflict resolution.
• Interorganization collaboration.

Interpersonal Trends in OD
• Merging line and staff functions.
• Resource linking.
• Integrating quality and productivity.
• Diversity.
• Networking.
• Rewarding.

Individual Trends in OD
• Intrinsic worth.
• Change in individuals.
• Effects of thinking.
• Health and fitness.
• Interdependence.

The Future of OD
• OD will deal with changing workforce,
global competence, and transformation.
• OD is expanding and vital technology.
• Need for more studies of OD
interventions.
• OD needs to deal better with external
systems and power-coercive problems.

OD Application
No Job Is Safe and Never Will Be
• What you will be doing in future will
change constantly.
• Career you are preparing for now will
likely not be career you pursue for much
of your life.
• Outsourcing off shore requires home-
country employees be competitive.
• Career suggestions include:
– Avoid jobs that can be broken down into
repeatable steps.
– Search for jobs that require flexibility,
problem-solving, creativity, and lifetime of
learning.
– Work that relies on complex
communication skills will probably not be
outsourced.

• Additional career suggestions:
– Jobs that require frequent interactions with
other people will flourish.
– Search for jobs that require problem-
solving, creativity, and lifetime of learning.
– Employees with good people skills and
multicultural teams will have advantage.
– Get a college education and then keep
going to college.

• Warren Bennis, OD practitioner, says:
“No job is safe. Never will be. The half-life of
any particular skill is, at most, five years.
And that’s on the long side. What will keep
you alive? Be curious, be willing to learn,
have a moral compass and know what
gives your life meaning.”

Key Words and Concepts
• Fade-out.
– Occurs when change not stabilized into
system.
– Behavior slips back into previous mode.
• Feedback.
– Required to determine whether to modify,
continue, or discontinue activities.

• Individual trends.
– Future trend of OD that focuses on
personal level.
• Interpersonal trends
– Future trend of OD that focuses on team
and group dynamics.
• Macrosystem trends.
– Future trend of OD that focuses on
organizational system.

• Reconfigurable.
– Organization that is flexible and able to
change.
• Self-renewal.
– Building innovation and commitment to
change into organization’s values.
• Stabilizing the changes.
– Preventing deterioration of change efforts
and reverting to previous behaviors.

OD Skills Simulation 16.1
OD Consultant Behavior
Profile II
• Purpose.
– To develop goal setting and changing
behaviors.
– To develop skills in listening and using
feedback.
– To increase your self-renewal capability.

OD Skills Simulation 16.2
The OD Practitioner
• Purpose.
– To apply skills you have learned in this
course.


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Chapter 16

The Challenge and the Future

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

• Will attract and retain talented

An Experiential Approach to Organization Development 8 th edition Chapter 16

• Core reality is old saying:

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

• Acceptance and adoption of change.

An Experiential Approach to Organization Development 8 th edition Chapter 16

Evaluations important for 3 groups.

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

An Experiential Approach to Organization Development 8 th edition Chapter 16

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