Organizational Development
By: Ma. Rizaly D. Velasco
What is OD?
• Organizational Development (OD) is a
field of research, theory, and practice
dedicated to expanding the knowledge
and effectiveness of people to
accomplish more successful
organizational change and
performance.
• OD is a process of continuous diagnosis,
action planning, implementation and
evaluation, with the goal of transferring
knowledge and skills to organizations to
improve their capacity for solving
problems and managing future change.
Core Values of Organizational Development
Theory
Six core values are associated with
organizational development theory. These are
defined as being humanistic values. This means
these core values of this theory focus on
humans or individuals as opposed to
mechanical processes and procedures. The core
values of org com development are:
• Provide opportunities for individuals to
function as individual human beings.
• Provide opportunities for an individual
to develop his or her full potential.
• Seek an increase in the overall
effectiveness of an organization.
• Provide an opportunity for individuals
to influence the manner in which they
relate to an organization.
• Create an environment in which
individuals have challenging work.
• Treat each individual in an organization
as having important, complex needs.
Objectives of Org Development Theory
In addition to the six core values, there are
seven identified objectives commonly
associated with org development theory. These
can be modified, at least to some degree, to
meet the unique structure and composition of
an organization. These basic objectives of org
development theory are:
• Increase the level of interpersonal trust
among employees.
• Increase the level of satisfaction and
commitment of employees.
• Confront problems.
• Manage conflict effectively.
• Increase employee collaboration and
cooperation.
• Increase organizational problem-
solving.
• Implement processes that will improve
ongoing organizational operations.
Organizational Strategy
A common OD approach used to help
organizations negotiate change, i.e. action
research, consists of four steps.
1. Diagnosis - Helps organization identify
problems that may interfere with its
effectiveness and assess the underlying causes
• Usually done by OD enlisting the help of
an outside specialist to help identify
problems by examining its mission,
goals, policies, structures and
technologies; climate and culture;
environmental factors; desired
outcomes and readiness to take action.
• Usually done through key
informant interviews or formal
surveys of all members.
2. Action planning - Strategic interventions for people to the ‘unfrozen’ state and keep
addressing diagnosed problems are developed. them there.

• The organization is engaged in an action Stage 3: Refreeze

planning process to assess the
• The end goal of the model is to achieve
feasibility of implementing different
a ‘refreeze’, re-establishing a new place
change strategies that lead to action.
of stability and elevate comfort levels
3. Intervention by reconnecting people back into their
safe, familiar environment. Refreezing
• Change steps are specified and
takes people from a period of low
sequenced, progress monitored, and
productivity in the transitional state to
stakeholder commitment is cultivated.
that of organizational effectiveness and
4. Evaluation sustainable performance.

• Assess the planned change efforts by

tracking the organization's progress in
Applying Lewin’s Change Theories in an
implementing the change and by
OD Intervention
documenting its impact on the
organization. • Pay attention to group dynamics and

Lewin’s Three Step Model of Change

The three step model states that organizational

change involves a move from one static state
via a progressional shift, to another static state.
The model, is also known as Unfreeze-Change-
Refreeze.

Stage 1: Unfreeze

• This stage involves creating the right

conditions for change to occur. By
resisting change, people often attach a the powerful forces within the groups
sense of identity to their environment.
• Identify existing rules that create the
In this state, alternatives, even
current organizational reality and
beneficial ones, will initially cause
change them to create movement.
discomfort. The challenge is to move
people from this ‘frozen’ state to a • Plan the mix of people involved in
‘change ready’ or ‘unfrozen’ state. diagnostic events in order to shift forces
and facilitate change.
Stage 2: Transition
• Diagnostic events are key learning
• The transitional ‘journey’ is central to
events which lead to ‘unfreezing’
Lewin’s model and at the psychological
level it is typically a period of confusion. • Be clear about the type of ‘unfreezing’
People are aware that the old ways are work that is needed during the
being challenged, but there is no clear diagnostic phase
understanding of the new ways which
will replace them. As roles change, a
reduced state of efficiency is created,
where goals are significantly lowered.
The end goal of this stage is to get