CHANGE MANAGEMENT

Phases Of An OD……

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Contents
• Introduction
• Phases of an OD
1. Entry
2. Formalizing the contact
3. Information Gathering and analysis
4. Feedback
5. Planning the change process
6. Implementing the changes
7. Assessment
• Guiding values and philosophy.
Introduction
• In terms of the process of OD, there are a number of phases that an organization will go through.
• Lewin (1958) describes these as unfreezing, changing, and refreezing the organization into its new
state.
• Warner Burke (1994: 72) identifies seven phases which the organization experiences during a typical
OD change process. These are described below with appropriate examples, from our own
experience.
Organizational entry and
contracting
How does OD start
Who are involved…
Who are parties in the
start of OD program
Continued….
2. Contracting phase
Drawing of the contract

• Parties of the contract

• Expectations of both parties on what to gain from the OD process.
• Time
• Resources to be used
1. Essential requirements
2. Desirable requirements
• Ground rules:
1. Confidently
2. How the OD practitioner will become
3. Involved in personal and interpersonal issues
4. How to terminate the relationship
5. Whether the practitioner is supposed to make expert recommendations or help the manager make
decisions
3. Diagnosis….
• Having successfully negotiated a contract, it is then up to the consultant in conjunction
with the client to begin the diagnosis phase. There are two important elements here –
getting the information required and being able to make sense of it.
• An OD program thus starts with diagnosis and continuously employs data collecting and
data analysing throughout’
• Formal information gathering is therefore necessary and this usually comes in the form
of interviews, staff surveys and organization records associated with the issue being
analysed. Margerison argues that this is a crucial stage in terms of what could be
considered the diplomacy and partiality displayed on the part of the consultant related to
whom they gather information from.
4. Feedback
• Having gathered the data, it is then up to the consultant to analyze it, summarize the information,
and organize it into a format which can be readily understood by the organization’s members to
enable action to take place based on that information.
• This is the point where the OD consultant will use their previous experience to draw conclusions,
from what they have observed, to feedback data in a form, which is both understandable and
acceptable, to the organization and get the necessary message across.
5. Planning the change
process
• This is the second stage of the change programme – the action phase of the OD intervention. The
basis of all OD programmes is to improve the organization’s processes from what they are now, to
what they will be in the future – the unfreezing, change, refreezing process.
• There are two possibilities here. First, the planning for change stage may take place towards the end
of the feedback session as the consultant and organization get a clearer picture of the steps that are
likely to be needed. However, for more complex, larger organization development issues the
planning process may be lengthened in time and incorporate those likely to be involved in the
process itself.
• Secondly, We would recommend that the consultant move through this phase in collaboration with
the organization in order to gain commitment to both the plans for change and their implementation.
The consultant should act both as an idea generator, putting forward alternatives and getting the
organization to consider the consequences of each proposal, and as a sounding board for the
organization’s proposals for the way forward, using his/her experiences of similar attempts at
change.
6. Implementing the
changes
• Once the organization has decided what action it will take then the implementation of change can
take place. The consultant may or may not be involved at this stage depending on the actions to be
taken, the degree of experience required within the organization to take these actions, and the
consultant’s own assessment of his/her role at this stage.
• We would suggest here that the consultant, even if not actively involved in the intervention phase,
keep an eye on the development of this phase.
• It is difficult to force an organization to change; those most likely to be negatively impacted by
change will resist the strongest.
• As Warner Burke noted, ‘the OD practitioner continues to work with the client system to help make
the intervention successful.
• This is most effectively done with the consultant still involved as most failures at the
implementation stage result from unanticipated consequences of the change process and it is here
that the consultant may be able to help anticipate likely outcomes.
7. Assessment
• The final phase of the OD process of change is to evaluate the results of what has taken place.
• Margerison (1988) argues that this should take the form of a review and that the principle of
establishing a review stage would assist in preventing all the previous work going astray.
• The process of assessment also assists the change effort by focusing attention on what has taken
place. In our introduction to this book we referred to the layers of transition management. The final
layer was associated with maintenance and renewal.
GUIDING VALUES AND
PHILOSOPHY
• All successful organizations do. Margulies and Raia (1972: 3) argue that the values of a fully
functioning organization could be stated as:
1. Providing opportunities for people to function as human beings rather than resources in the productive
process.
2. Providing opportunities for each organizational member, as well as the organization itself, to develop
to full potential.
3. Seeking to increase the effectiveness of the organization in terms of all its goals.
4. Attempting to create an environment in which it is possible to find exciting and challenging work.
5. Providing opportunities for people in organizations to influence the way in which they relate to work,
the organization, and the environment.
6. Treating each human being as a person with a complex set of needs, all of which are important in work
and in life.
Example of beliefs
inherent in two plants
• They are based on a philosophy described as follows:
“People are the most important asset we have. They want and need to grow – without growth interest
wanes and talents waste away, with growth interest flourishes and talents develop. People really
do care; they do exquisite work if it is designed to enable them to grow. In other words, personal
growth is the engine that drives organization performance .”