Organizational Development Practitioners are people who are entrusted with the job to carry out the

planned change process in the organization. These are the people with the ultimate responsibility to

development and create organizational wide effectiveness through challenging and changing its

current practices.

These are the people with the ultimate responsibility to development and create organizational wide

effectiveness through challenging and changing its current practices. These are the people who

support in favor of the change initiative and assist others to implement Organizational Development

interventions. Normally the Organizational Development Practitioners are either the OD Specialist or

Leaders and Managers who bring change in their work domain.

Organisational development (OD) is concerned with facilitating change in organisations

through a holistic and humanistic approach that puts people at the heart of the process.

Here at Roffey Park, we define Organisational Development as the work of facilitating

organisational success, by aligning structural, cultural and strategic realities of work to respond

to the needs of an ever-evolving business climate.

At the heart of good organizational development is the deep connection between the best

business processes and structures on the one hand, and the people working within the

organization on the other. In short, it is to create great organisations!

There are significant differences between organisational development and ‘culture change’,

‘change management’ and ‘business transformation’. Find out more about the definition of OD

here.

What is Organisational Development trying to fix?

To achieve high performance and competitive advantage, organisations are often in the midst

of significant learning and change.

In traditional organisation and leadership theory, the inspirational, top-down vision for the

organisation is supposedly created by a few and thrust upon the many.

Such change initiatives may result in a successful change of procedures and structures (the

easier bit), but rarely trigger sustainable change in working methods, culture and organisational

effectiveness which is at the root of real return on investment, profitability and long-term

transformation. Organisational Development (OD) is an area of expertise which addresses this

challenge with decades of internationally tried and tested research and practice, spanning

thousands of professionals.

Key Characteristics of Organisational Development

Organization Development (OD) is the work of facilitating organisational success, by aligning

structural, cultural and strategic realities of work to respond to the needs of an ever-evolving

business climate.

Characteristics of OD include:

 Changes to the structure, culture, strategy and processes of an individual job through to

an entire organisation.

 The application of behavioural science knowledge and practice to facilitate

transformation within an organisation.

  The improvement of organisational effectiveness by involving members of the

organisation in understanding the challenge whilst enabling in them new skills,

knowledge and ways of thinking.

 The promotion of high productivity, performance, quality products, financial

performance and continuous improvement.

 The facilitation of change in a flexible, adaptive and often participative way.

 Sustainability, so consistent change in the right direction continues beyond the life of

the initial change initiative.

OD also operates from a particular set of values that shape how the work is done. Key to this is

the valuing of human potential and therefore the importance of understanding the systemic

challenges from a range of stakeholders and to then engage those stakeholders directly in

shaping the change, partly so that change is well conceived of but also so that, through broad

ownership, its chance of being understood and implemented are maximised.

Organisational Development not only addresses what may be more obvious changes that are

needed (structural, business objectives, product development, strategic direction, stakeholder

requirements, etc), but also the hidden aspects of organisational culture and details how to

utilise or change these for effective, sustainable, long-term success which brings the

organisation along with you.

Organisational Development is adaptive, flexible and evolving. It puts people at the heart of

change, emphasises creativity and innovation, and positively affects the bottom line.

 OD creates a continuous cycle of improvement, from strategy, through to

implementation, evaluation and further change.

  OD increases communication across all levels of the organisation, aligning employees

to shared values and manifesting change from employee feedback

 OD increases innovation through employee development and engagement and an

effective analysis of the market.

 OD increases profit by improved productivity and creativity, reducing costs,

minimising staff turnover and creating a culture of openness and adaptive and ongoing

change

The OD function has a developmental mandate; in fact, our job is to increase the effectiveness

of the organization and to maximize the potential of the human beings in the work force. We

have theories, concepts, beliefs, and values through which we help our clients assure that there

is alignment among strategy, structure, business process, and culture, while at the same time

embedding human values such as honesty, respect, diversity, and voice. One model (Marshak,

2006) outlines three domains of knowledge for OD practitioners: » understanding social

systems, drawing on theories and ideas from the social sciences, including psychology, social

psychology, sociology, anthropology, political science, and others, consistent with OD values; »

understanding the hows and whys of change, including the bodies of knowledge that help

explain how all levels of the system—individual, group, organizational, community, and even

societies change; and » understanding the role of the third party change agent, especially aiding

the person in charge as well as the system itself to bring about the desired changes, requiring

an understanding of the issues, politics, psychological processes related to being a third party in

a change process.
It is no longer enough just to be good at process. To be able to stand independently in organizations,

free of the cover and support of the HR function, OD practitioners need to: » Know the major

environmental, regulatory, and financial drivers of the organization; » Know, be known by, and trusted

by the top leadership of the organization; » Know what’s involved in evaluating, deciding, and

implementing mergers and acquisitions, especially around blending corporate cultures and business

processes; » Be effective in working across cultures, in global environments, and especially today,

virtually; and » Be attuned to the organizational politics within the organization and within its

governance structures. (Greiner & Cummings, 2004)

OD consulting is much more than giving advice. OD consultants focus on developing the structures,

systems, processes, and people within the organization through a variety of activities, including

organizational assessments, executive and employee development and coaching, mediation and conflict

resolution, operational review and process improvement, retreat planning and facilitation, strategic and

operational planning, team development and facilitation, and customized training. The practice of OD is

grounded in a distinctive set of core values and principles that guide behavior and actions. OD efforts

basically entail two groups of activities: “action research” and “interventions.” Action research is a

process of systematically collecting data on a specific organization, feeding it back for action planning,

and evaluating results by collecting and reflecting on more data. Data gathering techniques include

everything from surveys and questionnaires to interviews, collages, drawings, and tests. The data is

often evaluated and interpreted using advanced statistical analysis techniques. The OD process can be

viewed as a sequence of phases – entry, contracting, diagnosis, data collection, feedback,

implementation, and follow up. The systemic approach to OD highlights the value placed on

collaboratively engaging clients in the process of clearly identifying their needs and developing action

plans that outlines a path to success. Because of the limited awareness of the availability of OD services,

organizations may experience threats related to the lack of understanding of the value of OD as a
systematic approach to achieving organizational efficiencies and synergies. OD consultants like to leave

behind something of lasting value. Consultants facilitate learning by including members of the

organization in the intervention’s processes. Client engagement in the process will promote

opportunities to aid members in identifying learning needs.

Kurt Lewin's Change Model
Kurt Lewin developed a change model involving three
steps: unfreezing, changing and refreezing. The model represents a very simple and practical
model for understanding the change process. For Lewin, the process of change entails creating
the perception that a change is needed, then moving toward the new, desired level of behavior
and finally, solidifying that new behavior as the norm. The model is still widely used and serves
as the basis for many modern change models.
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Unfreezing
Before you can cook a meal that has been frozen, you need to defrost or thaw it out. The same
can be said of change. Before a change can be implemented, it must go through the initial step
of unfreezing. Because many people will naturally resist change, the goal during the unfreezing
stage is to create an awareness of how the status quo, or current level of acceptability, is
hindering the organization in some way. Old behaviors, ways of thinking, processes, people and
organizational structures must all be carefully examined to show employees how necessary a
change is for the organization to create or maintain a competitive advantage in the marketplace.
Communication is especially important during the unfreezing stage so that employees can
become informed about the imminent change, the logic behind it and how it will benefit each
employee. The idea is that the more we know about a change and the more we feel it is necessary
and urgent, the more motivated we are to accept the change.

Changing
Now that the people are 'unfrozen' they can begin to move. Lewin recognized that change is a
process where the organization must transition or move into this new state of being.
This changing step, also referred to as 'transitioning' or 'moving,' is marked by the
implementation of the change. This is when the change becomes real. It's also, consequently, the
time that most people struggle with the new reality. It is a time marked with uncertainty and fear,
making it the hardest step to overcome. During the changing step people begin to learn the new
behaviors, processes and ways of thinking. The more prepared they are for this step, the easier it
is to complete. For this reason, education, communication, support and time are critical for
employees as they become familiar with the change. Again, change is a process that must be
carefully planned and executed. Throughout this process, employees should be reminded of the
reasons for the change and how it will benefit them once fully implemented.

Refreezing
Lewin called the final stage of his change model freezing, but many refer to it as refreezing to
symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The
changes made to organizational processes, goals, structure, offerings or people are accepted and
refrozen as the new norm or status quo. Lewin found the refreezing step to be especially
important to ensure that people do not revert back to their old ways of thinking or doing prior to
the implementation of the change. Efforts must be made to guarantee the change is not lost;
rather, it needs to be cemented into the organization's culture and maintained as the acceptable
way of thinking or doing. Positive rewards and acknowledgment of individualized efforts are
often used to reinforce the new state because it is believed that positively reinforced behavior
will likely be repeated.
Some argue that the refreezing step is outdated in contemporary business due to the continuous
need for change. They find it unnecessary to spend time freezing a new state when chances are it
will need to be reevaluated and possibly changed again in the immediate future. However - as I
previously mentioned - without the refreezing step, there is a high chance that people will revert
back to the old way of doing things. Taking one step forward and two steps back can be a
common theme when organizations overlook the refreezing step in anticipation of future change.
The Kurt Lewin three-step model change theory, Unfreeze the current
behaviours and processes, make the changes you need, then practice and
freeze the new behaviours and practices into everyday actions.
 Introduction to the
change model
The Kurt Lewin, change theory model, is based around a 3-step process
(Unfreeze-Change-Freeze) that provides a high-level approach to
improvement. It gives a manager or other change agent a framework to
implement a change effort, which is always very sensitive and should be as
seamless as possible.

The Kurt Lewin change theory or model can help a leader do the following

three steps:

 Make a radical change (innovation)

 Minimise the disruption of the structure’s operations
 Make sure that the amendment is adopted permanently
Summary of Kurt Lewin’s Change theory
This three-step model gives a manager or change agent an idea of what
implementing change means when dealing with people.  The 3 phases of the
Kurt Lewin model guide how to go about getting people to change. A manager
will implement new processes and re-assign tasks. But change will only be
effective if the people involved embrace it and help to put it into practice it.

Lewin change model – Unfreeze – “ready to

change.”
When a structure has been in place for a while, habits and routine have
naturally settled in. The organisation as a whole is going in the right direction.
But, as shown in the illustration, people or processes may have strayed off
course. For example, tasks that are not relevant or useful anymore are still
being performed by force of habit, without anyone questioning their legitimacy.
Similarly, people might have learned to do things one way, without
considering other, more efficient methods. Unfreezing means getting people
to gain perspective on their day-to-day activities, unlearn their bad habits, and
open up to new ways of reaching their objectives. The current practices and
processes have to be reassessed for the wheels of change to be set in
motion.

Lewin change model – Change –

“Implementation.”
Once team members have opened up their minds, change can start. The
change process can be a very dynamic one and, if it is to be effective, it will
probably take some time and involve a transition period.

To gain efficiency, people will have to take on new tasks and responsibilities,
which entails a learning curve that will look at first slow the organisation down.

A change process has to be viewed as an investment. This process is both in

terms of time and the allocation of resources. After the new organisation and
procedures have been rolled out, inevitable chaos might ensue, but that is the
price to pay to attain enhanced effectiveness within the structure.

Lewin change model – Freeze (sometimes

called refreeze)- “Making it stick.”
The change will only reach its full effect if it’s made permanent. Once the
organisational changes have been made and the structure has regained its
effectiveness, every effort must be made to cement them and make sure the
new organisation becomes the standard. More changes can be made later on.
Still, once the structure has found a way to improve the way it conducts its
operations, “re-freezing” will allow the people to thrive in the new organisation
and take full advantage of the change. Many quote the model as saying the
third step of this approach is to re-freeze when in Lewin’s original work it was
“freeze”.
In 1947 Lewin wrote:

A change towards a higher level of group performance is frequently short-

lived, after a “shot in the arm”, group life soon returns to the previous level.
This indicates that it does not suffice to define the objective of planned
change in group performance as the reaching of a different level. Permanency
of the new level, or permanency for a desired period, should be included in
the objective.

Action Research is a useful method for facilitating organizational change by collaborating and
involving the client in the entire process of diagnostic, problem identification, experiential
learning, and problem-solving process. The entire process of action research is action oriented
with the objective of making the change happen successfully. The process equally involves
experimentation with the various frameworks in practical situation and application of various
theories in various contexts which require change.

In other words, the process of Action Research requires three distinctive stages which are consistent
with the Lewin’s Model which describes the three stages of change.

1. Diagnosing the need for change (unfreezing)

2. Introduction of an intervention (moving)
3. evaluation and stabilization of change (refreezing)

The most commonly used model of action research which is used in the contemporary scenario is
Warner Burke’s 7 Step Action Research Model. These 7 steps are Stage of Entry, Contracting, Data
Collection, Providing Feedback, Strategic Planning, Planning & Designing Interventions and
evaluating the success of Interventions.

Advantages of Action Research Model

1. A Systematic Approach to Problem Resolution and Dealing with the Challenges of

Business
 Action Research Model improves an organization’s preparedness in proactively
responding to the change by anticipating the change in advance and developing the
internal mechanisms.
 Action Research Model is highly methodical and adopts a step by step approach
which helps the OD professionals in planning and implementing interventions
directed towards improving the organization’s competitiveness and business
situation.
 The Model takes into account all the problems in a holistic manner, and it is equally
ensured that the problems are addressed proactively with effective solutions.
2. Helps in Analysis of Issues and Developing the Interventions Accordingly
 Action Research focuses on converting the information into action.
 It is helpful in identification of the requirements of the client and the
existing/potential challenges, development of a contract which involves definition of
 the key deliverables and the working relationship, data collection and identification
of gaps/ root causes of the issues, analysis of the data for setting the priorities and
the plan of action, deciding on the appropriate interventions and developing a plan
for implementing the interventions for achieving the intended objectives.
 Implementation of successful change programs on a short-term as well as long-term
basis.
3. Facilitates a Learning Culture
 The data collected in the entire process can be used in diverse areas such as the
implementation of quality tools for continuous improvement, strategic planning,
change management, decision making & problem solving, communication process
and organizational restructuring, leadership development and implementation of
process improvement initiatives.
 Fosters a deeper understanding related to the organizational functioning and the
challenges; provides best alternatives or strategic solutions for handling a problem
at hand or various organizational issues.
4. Key Involvement of Senior Leaders and Various Stakeholders
 In the entire process of Action Research, the Change Agents act as the champions of
change who effectively take charge of the entire process as process experts, provide
feedback and are involved in extensive communication with the key stakeholders
across various levels. They involve the top management professionals as well as the
stakeholders in the process, as without their consent and involvement the objectives
of change implementation cannot be achieved.
5. Facilitates Collaboration
 The change agent collaborates with the client in the process of identification of
problems and accords specific ranks to the problems, devises techniques or
methods for identifying the real cause of the problems and develops effective plans
offering realistic as well as practical solutions for addressing the problems.
 Helps in fostering mutual trust and interdependence which are very essential in the
pursuit of organizational success.
 Helps in Rebuilding the Organizational Culture and involves the confidence as well as
people in the entire process of organizational change, which otherwise wouldn’t have
been possible if the authoritarian style of leadership would have been exercised.
6. Results in Performance Improvement in all areas
 The Action Research Model adopts a comprehensive approach to identifying the
areas of improvement in all areas which may affect organizational functioning and
success in the long run.
 The process leads to a long-term improvement in the performance from all
perspectives by building a learning environment, facilitating knowledge and skill
transfer in a better manner and following a structured/systematic approach for
organizational improvement.
 Helps in achieving the strategic goals of the organization by facilitating an alignment
between the strategic objectives and the goals of the action research intervention.
 The process of action research helps in leadership development by developing their
facilitation skills, developing team building and team management skills,
understanding the issues of the team members and working collaboratively for
realizing the pre-defined objectives.
  Action Research views an organization from a holistic perspective instead of paying
importance to the individual subsystems of the organization in parts. This helps the
leaders in visualizing a bigger picture and in implementing a roadmap of action or
plans for improving organizational performance and overall productivity.

The Action Research Model (ARM) was introduced by Kurt Lewin in the late 1930’s.  As a social
scientist, his approach involved the researcher as a social change expert who helps the client by
supporting and conducting research to help organizations bring about positive, sustainable
change. The ARM process encourages collaboration and cooperation among leaders and
employees to improve their relationship and communication. According to Lewin, change is
best achieved when the researcher (OD Professional) and the client (Senior Leaders) cooperate
together to identify needs and implement solutions.
The Action Research Model is the standard process used in organization change. Through
Action Research, the OD Practitioner begins to understand the system in which s/he is involved,
and the client group begins to take responsibility for the system in which they live. The OD
Professional and the client work together to realize the goals of the change process.
Action research is problem centered, client centered, and action oriented. It involves the
client system and an OD change agent involved in conducting a diagnostic, active-learning,
problem-finding, and problem-solving process. The client and the change agent collaborate
together to identify and prioritize specific problems, analyze date to find the root causes, and
develop action plans for coping with them realistically and practically.
OD change agents use scientific methodology to plan and collect data, forming hypotheses,
testing hypotheses, and measuring results, although not pursued as rigorously as in the
laboratory, is nevertheless an integral part of the process.
Action research also sets in motion a long-range, cyclical, self-correcting mechanism for
maintaining and enhancing the effectiveness of the client’s system by leaving the system with
practical and useful tools for self-analysis and self-renewal.  This is called the maintenance,
separation, and termination phase which involves defining a new process, implementing the
change, and measuring results.
For the Action Research Model to be successful, several conditions must be established:

 The problem must be owned by two or more members of the organization and tied to
organization goals
 An internal or external change agent (OD Expert) helps lead the change
 Employees must be involved in the feedback process
 Senior leaders must be involved in leading the change and provide resources, support,
and involvement
When launching a change initiative, the OD Professional relies on the Action Research
Model, a scientific approach to guide them to lead the change effort and change process to
create a customized approach to implement change.
The OD Professional serves as more of a “helper” role than an “expert” role, although the role
can also be a blend between these two. In most cases, the OD Professional leads the client
group in every aspect of the project, including:
  Establishing change priorities
 Collecting and interpreting data
 Disseminating and making sense of the results
 Creating action plans based on the results
 Implementing the action plans

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