Organization Development and Reinventing the

Organization

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Change avalanching down on us.
Tomorrow’s world different from today’s.
Organizations need to adapt to change.
Organizations in continuous interaction with
external forces.

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Chapter 1
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Long-range efforts and programs aimed at
improving an organization’s ability to survive by
changing problem-solving and renewal processes.

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 Planned.
 Organization wide.
 Managed from top.
 Increases organization effectiveness.
 Planned interventions.
 Uses behavioral science knowledge.

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Planned change.
Collaborative approach.
Improve performance.
Humanistic values.
Systems approach.
Scientific approaches.

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Most cited reasons for beginning change program:
 The level of competition.

 Survival.

 Improved performance.

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Increase productivity.
Increase responsiveness.
Improve competitive position.
Increase employee involvement.
Increase employee morale.
Develop new managerial skills.

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Need for new organizational forms.
Focus on cultural change.
Increase in social awareness.

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Today's managers need new mind-set.
Flexibility.
Speed.
Innovation.
Constantly changing conditions.

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 Faster.
 Quality conscious.
 Employee involvement.
 Customer oriented.
 Smaller.

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Evolved since the late 1940s.
NTL Laboratory-Training methods.
Survey research and feedback.

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OD practitioners consist of specialists and those
applying OD in daily work:
 Professionals and specialists trained in OD.
 Managers and leaders applying OD.

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OD specialists:
 Internal practitioners – from within organization.
 External practitioners – from outside organization.

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Activities include:
 Team leaders developing teams.
 Building learning organizations.
 Implementing total quality management.
 Creating boundaryless organizations.

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 Dress.  Feelings.
 Patterns of behavior.  Attitudes.
 Language.  Interactions.
 Value system.  Group norms.

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Organized and shared ideas of what members
should do and feel.
How behavior is regulated.

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Pivotal norms - essential to accomplishing
organization’s objectives.
Peripheral norms - support and contribute to pivotal
norms but not essential to organization’s
objectives.

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Process that adapts employees to culture.
New employees become aware of norms.
Employees encounter culture.
Individuals understand power, status, rewards, and
sanctions.

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Chapter 1
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1. Rebellion - rejection of all values and norms.
2. Conformity - acceptance of all values and
norms.
3. Creative individualism - acceptance only of
pivotal values; rejection of others.

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Unwritten agreement between individuals and
organization.
Open-ended so issues may be renegotiated.

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OD is continuing process with emphasis on
viewing organization as total system of
interacting and interrelated elements.

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Stage one: Anticipating need for change.
 Someone recognizes need for change.
 There must be felt need for change.

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Stage two: Developing practitioner-client
relationship.
 OD practitioner enters system.
 Good first impressions and match important.
 Practitioner establishes trust, open communication,
shared responsibility.

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Stage three: The diagnostic phase.
 Practitioner and client gather data about system.
 Objective is to understand client’s problems, identify
forces causing situation, and select change strategies.

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Stage four: Action plans, strategies, and techniques.
 Series of interventions, activities, or programs aimed
at increasing effectiveness.
 Programs apply OD techniques.

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Stage five: Self-renewal, monitor, and stabilize.
 As OD program stabilizes, need for practitioner
decreases.
 Monitor results.
 Stabilize change.
 Gradual disengagement of OD practitioner.

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 Action research model - collecting information,
feeding back to client, developing and
implementing action programs.
 Change leader - person responsible for change.

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 Client - person or organization that is being
assisted.
 Creative individualism - questioning of
peripheral norms, accepting of pivotal
norms.
 External practitioner - person from outside
organization who serves as resource for
change.

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 Internal practitioner - internal resource for
change.
 Norms - organized and shared ideas
regarding what members should do and
feel, how behavior should be regulated, and
what sanctions should be applied.

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 Organization culture - system of shared
meanings, including language, dress,
values, norms of organization.
 Organization development - planned
strategy to bring about change.
 OD practitioner - people using, advocating,
and assisting others to implement OD.

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 OD specialist - professional who has
specialized and trained in OD and related
areas.
 Peripheral norms - support and contribute to
pivotal norms but not essential to
organization's objectives.

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 Pivotal norms - essential to organization's
objectives.
 Psychological contract - expectations
between individual and organization.
 Socialization - process of individual
adjusting to organization's culture.

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