11/28/2022

Organization Development
and Change
Chapter 14

Human Resource Development

Change Process Theory

Unfreezing – creating need for change,
guilt, anxiety, recognize problem exists
Changing – change behavior, values,
attitudes through change process
Refreezing –use goals and rewards to
establish new behaviors and attitudes
to replace old ones

Driving and Restraining Forces

Restraining Forces Resistance to

Change

Driving Forces Pressure to

Change

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Force-field analysis model

Driving Forces

Current
Situation

Restraining Forces

1. Identify the current state of the situation.

2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).

Sources of Resistance to
Change
Fear – tolerance for uncertainty
Vested interests
Misunderstandings
Assessments of impact of change –
different viewpoints
Inter-organizational agreements – union
contracts

Reducing Resistance to
Change
Education and communication
Participation and involvement
Negotiations – power of resisters
Cooptation
Top management support

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Implementation Theory
Human processual intervention theory – focus
on modifying attitudes, values, problem-
solving, interpersonal styles
Technostructural intervention theory-
improving work content, methods, work flow,
performance factors
Sociotechnical systems designs – fit between
technology and social structure of work units
Organization transformation change –
organization as complex, human system with
its own culture and value system

Limitations of OD Research
Lack of experimental designs
Lack of resources
Limitations of field design research
Bias by OD evaluators
Lack of motivation to do job correctly
Uniqueness of organization and
intervention techniques

Intervention Roles
Role of change manager – overall
responsibility
Role of change agent – assists in
designing and implementing – internal
and/or external – advocate, technical
specialist, trainer, problem solving, fact
finder, process specialist, reflector

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Designing the Intervention

Strategy
Diagnose the environment – readiness
of target group for change
Develop an action plan – specific
targets and techniques
Evaluation of the results of the
intervention

Human Processual
Interventions
Survey feedback
 Organizational variables to measure
 Design and implementation of survey
 Presentation of results
Team building
 Preliminary diagnosis for need
 Change agent with wide range of knowledge
 Change manager and agent should develop
general approach to sessions-

Technostructural Interventions
Job enlargement
Job enrichment – Job Characteristics
Model
 Greater effect on productivity
Alternative work schedules
 Moderate effect on work output
 Withdrawal
 Effects on attitudes

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Hackman & Oldham Job-Enrichment

Model
Skill variety
Five Job Characteristics
Task identity Autonomy Feedback
Task significance
Growth Need Strength

Three Critical Psychological States

Experienced Experienced Knowledge of
meaningfulness responsibility for work actual work
of work outcomes results

Personal and Work Outcomes

High internal High quality High Low
work work satisfaction absenteeism
motivation performance with the work and turnover

Sociotechnical Systems
Quality circles
Total quality management
Self-managing teams

Organizational Transformation
Cultural interventions
Strategic changes
Learning organization
 Collaborative structure
 Information sharing
 HRM resources and HRD practices
 Organizational culture
 Leadership