“OD”

Discuss the theoretical aspect of the following OD topics. Validate

from actual practices, how it is manifested?

1. Role of OD Practitioner
The role of the OD practitioner can be seen as filling 2 main functions, as an organization coach and as organization councilor.

In our company, our section manager is the who coaches, and helps us achieved our goals like no delayed deliveries. The one
who plan and implement the necessary action and changes to align our purchasing capabilities with our strategic ambitions. Our
Section Manager served us our councilor who addresses any disfunction that surfaces within the organization and puts the
organization back on its tracks into high level of performance.

2. Entering and Contracting

3. OD Diagnostic
- Diagnosing is understanding how the organization is currently functioning.
- It provides information necessary to design change intervention
- Diagnosis is a medical terminology for analysis
- Here organization is considered for treatment by OD practitioner
- Diagnosis is collaborative process

Example: how our food safety officer diagnoses a lacking food safety documentation for ISO compliance during our pre-audit in
preparation for final audit.

4. OD Intervention
An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness.

4 Categories of Interventions

1. Human Process Interventions

-Focus on how people interact day-to-day Team Building, Conflict Resolution, Large Group Facilitation and more.
2. Technostructural Interventions
-Focus on technical challengs including Structural Design, Reengineering, Total Quality Management and Self-Managed Work
Teams and others.
3. Human Resources Management Interventions
- Focus on HR system like Performance Manangement, Reward Systems, Leadership Development, Coaching and more.
4. Strategiv Change Interventions
- Focus on Whole Organization changes like Organization Design, Culture Change, Mergers and Acquisitions and more.
5. Sustaining Change
1. Fully understand the very nature of the resistance. Sometimes that is technological, but often it is human-based.
People are uncomfortable with change, so organizations need to make participants comfortable and convert them into
willing partners.
2. Communicate the need for change. The biggest problem voiced in many employee surveys is lack of adequate
communication. Management must ensure that information relative to impending change is continuously communicated
but adapted to the message and audience. Focus on the WIIFM (What’s in it for me?) message with clarity.
3. Get people involved early and often. Resistance drops off in proportion to the involvement of participants. One of my
early mentors told me not to expect 100-percent support from any individual who was not personally involved in a
change that affected his/her work. It’s not physically impossible to involve everyone directly, but setting up networks to
reach out to as many people as possible is the next best thing.
4. Create opportunities for smaller but meaningful change. Nothing breeds success like success. Ensure that initial
efforts are focused on areas where success and payoff are highly probable. This can win allies and soften resistance.
5. Provide support for change. Allow employees to voice concerns and talk with others who have gone through similar
changes. Provide reassurance that support will be available throughout the change effort.
6. Be flexible and patient. Change is tumultuous, with many ebbs and flows. There may be challenges, but most can be
effectively dealt with through patience, understanding and flexible implementation strategies.