5.

Managing the O D Process

All OD programs have three basic components: diagnosis, action,

and program management. The diagnostic component represents
a continuous collection of data about the total system, its
subunits, its processes, and its culture.
 The action component consists of all activities and interventions designed to
improve the organizations functioning.

The program management component encompasses all activities designed to

ensure success of the program.
 The first step is to diagnosis the state of the system, focusing on the clients
major concerns. What are its strengths? What are its problem areas? What
are its unrealized opportunities? Is there a discrepancy between the vision of
the desired future and the current situations ? The diagnosis identifies
strengths, opportunities, and problem areas.
 Action plans are developed in step two to correct problems, seize
opportunities, and maintain areas of strength. These action plans
are OD interventions specifically tailored to address issues at the
individual, group, intergroup, or organizational levels , as well as
issues related to selected processes.
 The development of a strategy for systematic improvement of an
organization demands an examination of the present state of things. Such an
analysis usually looks at two broad areas ,one is a diagnosis of the various
subsystems that make up the total organization. These subsystems may be
natural terms such as top management, the production department, or a
research group; or they may be levels such as top management, middle
management , or the work force.
 The second area of diagnosis is the organization processes that are occurring.
These include decision making processes, communications patterns and
styles, relationships between interfacing groups, the management the
conflicts, the setting of goals , and planning methods.
 Furthermore, In an OD program, although the results of diagnostic activities
are important, how the information is collected and what is done with the
information is also important. The OD practitioner and the organization
members actively collaborate about such issues as what target groups to
diagnose, how the diagnosis is best accomplished, which processes to
analyze, what to do with the information , and how to use the information to
aid action planning. Usually information is collected through a variety of
methods- interviews, observations,questionnaries, and organization records.
The six-Box Model

Another diagnostic tool is Marvin Weisbords six-box model, a

diagnostic framework published in 1976 , and still widely used by
OD practitioners. This model tells practitioners where to look and
what to look for in diagnosing for in diagnosing organization
problems. As shown in fig.5-2, Weisboard identifies six critical
areas- purposes , structure, rewards, helpful mechanisms,
relationships, and leadership-where things must go right if the
organization is to be successful.
THE ACTION COMPONENT: OD
INTERVENTIONS

OD interventions are sets of structured actives in which selected organization

units engage in a sequence of tasks that will lead to organizational
improvement. Interventions are actions taken to produce desired changes.
Phases of OD Programs
OD programs follow a logical progression of events a series of events- a series of phases
that unfolds over time . An importation part of managing an OD program well is to
execute each phase well. Warner Burke describes the following phases of OD programs
1. Entry
2. Contracting
3. Diagnosis
4. Feedback
5. Planning change
6. Intervention
7. Evaluation
Entry represents the initial contact between consultant and client; exploring the situation
that led the client to seek a consultant; and determining whether the problem or
opportunity, the client, and the consultant constitute a good match.
A Model for Managing Change

Another way to think about managing OD program is to ask the

question : What are the key ingredients in successful change
efforts?.
Cummings and Worley identify five set of activities required for
effective change management:
1. Motivating for change
2. Creating a vision ,
3. Developing political support
4. Managing the transition
5. Sustaining momentum.