Organizational Development

Organizational (or organization) Development or simply O.D. is a technique of planned change. It

seeks to change beliefs, attitudes, values and structures-in fact the entire culture of the organization—so
that the organization may better adapt to technology and live with the pace of change.

O.D. is a comprehensive strategy for organization improvement. O.D. is a long range effort to
improve an organization’s problem solving and renewal processes, particularly through a more effective
and collaborative management culture.

Organizational development: an ongoing process

Organizational development is an ongoing process of implementing effective change in how an
organization operates.

It is known as both a field of scientific study and inquiry and a field of science that focuses on
understanding and managing the systematic changes of organizations.

Objectives of Organizational Development:

a) Improvement in the performance of the organization.
b) Improvement in the ability of the organization to adapt to its environment, and
c) Improvement in inter-personal and inter-group behaviour to secure team work.

Steps in Organizational Development (O.D):

Lawrence and Lorsch have provided the following steps in organizational development:-

1. Problem identification—Diagnosis:

O.D. program starts with the identification of the problem in the organisation. Correct diagnosis of the
problem will provide its causes and determine the future action needed.

2. Planning Strategy for Change:

O.D. consultant attempts to transform diagnosis of the problem into a proper action plan involving the
overall goals for change, determination of basic approach for attaining these goals and the sequence of
detailed scheme for implementing the approach.

3. Implementing the Change:

O.D. consultants play an important role in implementing change.

4. Evaluation:

0. D. is a long-term process. So there is a great need for careful monitoring to get process feedback
whether the O.D. programme is going on well after its implementation or not. This will help in making
suitable modifications, if necessary. For evaluation of O.D. program, the use of critic sessions, appraisal
of change efforts and comparison of pre- and post-training behavioral patterns are quite effective.

Organizational development models

It’s important to remember there is no one-size-fits-all model for implementing change. A model can help
people see things anew, reinvigorate a team and improve organisational practice for one business but be a
complete failure for another.

Plus, models are not static and will change over time – by solving one set of problems you create another
down the line, you’ll rely on rules until they no longer become workable and efficient relationships will
eventually become inefficient.

With OD it’s vital to remember it’s not about finding the Holy Grail. There is no one finite answer but
rather a series of small wins over a period of time. However, there are three defined models that are useful
to look at:

Lewin’s Model

This model is based on the idea that before you introduce a change your organisation must be prepared
for change and motivated to change. Lewin has defined it as unfreezing, changing and refreezing.

Unfreezing - In order to change, old behaviours must be unlearned and individuals within your
organisation should be encouraged to shake things up. Lewin calls this unfreezing – motivating and
preparing people for change while at the same time minimising resistance to change.

Changing – Having unlearned old behaviours and becoming receptive to new behaviours individuals are
now ready to substitute new attitudes and methods of working for old ones.

Refreezing - New attitudes and behaviours are established as the new status quo. Those new ways of
operating are stabilised and reinforced.

Larry Griener’s Model

In this model change occurs when management is stimulated by outside pressures. This motivates
management to introduce change and then it follows a sequential course of action: pressure on top
management, diagnosis of the problem, invention of a solution and reinforcement of new habits through
positive results.
Leavitt’s Model

Leavitt’s model is based on the premise that all systems – structure, people, technology and tasks -
interact with one another so if there is pressure or change in one system it will have an effect on all the
others. In essence, it means you can’t introduce change in one area without considering what the
implications are for all other areas.

Different models will suit different business and at different times. What works for one challenge you’re
facing may not be suitable for another. For example, if you’re facing a technical problem this can be dealt
with by a top-down approach – the use of analytical models and expertise will help resolve a technical
issue and it has a definitive answer. The problem is identified, it is analysed, the solutions are found and
they are implemented, much like Griener’s model.

Complex issues aren’t dealt with well with this analytical approach because there isn’t a single right or
wrong answer. Instead, Lewin’s model which works to increase the adaptive capacity of an organization
would be better – an adaptive challenge may require a sea change in your staff thinking or culture before
it can be dealt with, there might be multiple solutions which could apply and even if you resolve that
issue, it will eventually lead to another problem, which is then solved and then leads onto another
problem.

Organizational Development Practitioners

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. OD Practitioner normally refers to people who do Organizational
Development.

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. OD Practitioner normally refers to people who do Organizational
Development. 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.

REFERENCES:

 https://www.businessmanagementideas.com/management/organisation-management/
organisational-development-o-d-meaning-objectives-and-steps/9150
 https://marketbusinessnews.com/financial-glossary/organizational-development-definition-
meaning/
 http://www.mnestudies.com/human-resource/organizational-development-practitioners