ORGANIZATION DEVELOPMENT (OD)

AND
OD INTERVENTIONS

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 ORGANIZATIONAL ICEBERG

FORMAL (OVERT) ASPECTS

GOALS, TECHNOLOGY, STRUCTURES, POLICIES

AND PROCEDURES, PRODUCTS, FINANCIAL RESOURCES

INFORMAL (COVERT) ASPECTS

PERCEPTIONS } about the

ATTITUDES } formal and
FEELINGS (anger, fear, sadness, joy }
informal
happiness, despair etc) } systems
VALUES
INFORMAL INTERACTIONS
GROUP NORMS
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CHANGE IS THE PROCESS OF ANALYZING THE PAST
TO ELICIT THE PRESENT ACTIONS REQUIRED FOR
THE FUTURE. IT INVOLVES MOVING FROM A
PRESENT STATE THROUGH A TRANSITION STATE TO
A FUTURE DESIRED STATE.

CHANGE AFFECTS TECHNOLOGY, TASK,

STRUCTURE AND PEOPLE.

CHANGE ALSO HAPPENS OWING TO POLITICAL /

ECONOMIC AND UNFORESEEN (PANDEMIC / WAR)
SITUATIONS OR ACT OF GOD)
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 WORK ENVIRONMENT FACTORS
IN
ORGANIZATIONAL CHANGE
THE DOMINO EFFECT
STRUCTURAL FACTORS
RELATION OF PARTS, NO. OF LEVELS
DEGREE OF FORMALIZATION

TASK FACTORS TECHNOLOGICAL FACTORS

VARIETY METHODS
AUTONOMY TECHNIQUES
SIGNIFICANCE PROCESES
FEEDBACK
PEOPLE FACTORS
PERCEPTION
ATTITUDES
VALUES
MOTIVATION

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ONE CHANGE TOUCHES OFF A SEQUENCE OF RELATED AND SUPPORITNG CHANGES
 Three-step Change model
Kurt Lewin

Movement
Unfreeze Refreeze
/Change

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RICHARD BECKHARD’S PRESCRIPTIONS FOR
CHANGE
* DIAGNOSE THE PROBLEM THAT NECESSITATES A CHANGE

* SET GOALS AND DEFINE THE FUTURE STATE OR

ORGANIZATIONAL CONDITIONS DESIRED AFTER
THE CHANGE

* DEFINE THE TRANSITION STATE ACTIVITIES AND

COMMITMENTS REQUIRED TO REACH THE FUTURE STATE

* DEVELOP STRATEGIES AND ACTION PLANS FOR

MANAGING THIS TRANSITION

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John P Kotter’s Eight–Step Plan for Implementing Change:
1.Establish a sense of emergency (why the change
is needed)
2.Form a coalition with enough power to lead the change
3.Create a new vision to direct the change
4.Communicate the vision throughout the organization
5.Empower people to act to change and encourage
risk-taking
6.Plan for, create, and reward short-term “wins” toward
the change
7.Consolidate improvements, reassess changes, and make
adjustments in programmes
8.Reinforce the changes by demonstrating the
relationship between new behaviours and organizational
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successes
 What is OD*?
Organization Development is a top-management
supported, long-range effort to improve an organisation’s
problem solving and renewal processes, particularly through
a more effective and collaborative diagnosis and
management of organisation culture – with special
emphasis on formal work team, temporary team, and
inter-group culture – with the assistance of a consultant-
facilitator and the use of theory and technology of applied
behavioural science, including action research.
----------------------------------------------------------------------
* The term emerged (in mid-1950s) more or less simultaneously through the
conceptualization of Robert Blake, Herbert Shepard, Jane Mouton, Douglas
McGregor,
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and Richard Beckhard
 What is OD?
It is a term used to encompass a collection of planned-change
interventions on humanistic-democratic values that seek to
improve organisational effectiveness and employee well-being.
The following briefly identifies the underlying values in most OD
efforts:
1.Respect for people – Individuals are perceived as being responsible,
conscientious, and caring. People are to be treated with dignity and
respect.
2.Trust and support – An effective and healthy organization is characterized
by trust, authenticity, openness, and a supportive climate.
3.Power equalization – Effective organizations deemphasize hierarchical
authority and control.
4.Confrontation – Problems should not be swept under the carpet. Those
should be openly confronted.
5.Participation – The more that people who will be affected by a change are
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involved in the decisions surrounding that change, the more they will
be committed.
Some (six) of the OD techniques or
interventions for bringing about changes:
 Sensitivity Training

 Survey Feedback

 Process Consultation

 Team Building
 Inter-group Development

 Appreciative Inquiry
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Sensitivity Training – Training groups that seek to change behaviour
through unstructured group interaction
Survey Feedback – The use of questionnaires to identify discrepancies
among member perceptions; discussion follows, and remedies are
suggested
Process Consultation – A meeting in which a consultant assists a client
in understanding process events with which he or she must deal and
identifying processes that need improvement
Team Building – High interaction among team members to increase
trust and openness
Intergroup development – OD efforts to change the attitudes,
stereotypes, and perceptions that groups have of each other
Appreciative Inquiry – An approach that seeks to identify the unique
qualities and special strength of an organization, which can then be
built11 on to improve performances
 Inter-personal Relationship

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 JOHARI WINDOW

JOSEPH LUFT &

HARRY INGHAM

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 JOHARI WINDOW
KNOWN TO THE NOT KNOWN TO
PERSON THE PERSON

PUBLIC /
KNOWN TO
OTHERS ARENA BLIND

PRIVATE /
NOT
KNOWN FACADE UNKNOWN
TO
OTHERS

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 JOHARI WINDOW
KNOWN TO THE NOT KNOWN TO
PERSON THE PERSON
FEEDBACK
SELF DISCLOSURE

PUBLIC /
KNOWN TO
OTHERS ARENA BLIND

PRIVATE /
NOT
KNOWN FACADE UNKNOWN
TO
OTHERS

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 JOHARI WINDOW
KNOWN TO THE NOT KNOWN TO
PERSON THE PERSON
FEEDBACK
SELF DISCLOSURE

PUBLIC /
KNOWN TO
OTHERS ARENA BLIND

PRIVATE /
NOT
KNOWN FACADE UNKNOWN
TO
OTHERS
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NG FEEDBACK ABOUT BEHAVIOUR
BE DESCRIPTIVE AVOID BEING EVALUATIVE /
JUDGMENTAL

BE CLEAR / SPECIFIC AVOID GENERALITIES

TALK ABOUT AREAS WHICH CAN DON’T MAKE IDEALISTIC
BE CHANGED COMMENTS

GIVE FEED BACK, IF NEEDED BY FEEDBACK IS A PROCESS

THE PERSON TO HELP, NOT TO CRITICISE

FEEDBACK DATA MUST BE FEEDBACK IS NOT AN

VERIFIABLE OPPORTUNITY TO ‘SETTLE
THE SCORE’
GIVE FEEDBACK CONFIDENTIALLY MAINTAIN THE PERSON’S
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SELF RESPECT
 FUNCTIONS OF FEEDBACK
GIVING FEEDBACK
- PROVIDES VERIFIABLE DATA ABOUT
BEHAVIOUR
- ENCOURAGES COLLECTING DATA
FROM SEVERAL SOURCES
-SUGGESTS ALTERNATIVES TO BE
CONSIDERED
- IMPROVES INTERPERSONAL
COMMUNICATION
- ESTABLISHES CULTURE OF
OPENNESS
- PROMOTES INTERPERSONAL TRUST
- FACILITATES AUTONOMY
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RECEIVING FEEDBACK
- HELPS IN PROCESSING
BEHAVIOURAL DATA
- INCREASES SELF–AWARENESS
- INCREASES SENSITIVITY IN
PICKING UP CUES
- ENCOURAGES EXPERIMENTING
WITH NEW BEHAVIOUR
- HELPS IN BUILDING AN
INTEGRATED SELF
- ENCOURAGES OPENNESS
- DEVELOPS MUTUALITY
 Change Agent*
Who is he?
What does he do / what are his roles?
What are his competencies?
How does he survive?
-------------------------------------------------
*Persons who act as catalysts and assume
the
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responsibility for managing change activities
 WHO IS A CHANGE AGENT?

 INITIATING AND LEADING A PROJECT THAT

CHANGES THE WAY THINGS ARE PRESENTLY
BEING DONE

 DEFINE HOW THE CHANGE SHOULD BE

 UNDERSTANDS THE REALITY OF THE CHANGE

 IS ABLE TO TAKE UP THE RESOURCES FOR THE

CHANGE AND STICK ON TO THE AGREED
CHANGE PROCESS AND FACE CHALLENGES
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 FIVE OPERATIONAL ROLE OF
CHANGE-AGENTS

1 ASSISTING CHANGE

2 ENSURING INFORMATION
EXCHANGE

3 PROBLEM DIAGNOSIS

4 PROMOTING ACTION

5 ESTABLISHING WORKING
RELATIONSHIP

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 WHAT MAKES A CHANGE AGENT?
 COURAGE TO MAKE THE CHANGE [COURAGE
TO FAIL]
 FLEXIBILITY TO ADAPT
 ABILITY TO WELCOME RESISTANCE
 RESPECTFUL TREATMENT OF STAFF
 WILLINGNESS TO LEARN, HUMOUR AS YOU GO
THROUGH CHANGE
 HUMILITY TO ACCEPT WHEN THINGS ARE
NOT GOING WELL
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 THUMB-RULE FOR CHANGE AGENTS
1 STAY ALIVE
2 START WHERE THE SYSTEM IS
3 NEVER WORK UP-HILL:
A) DON’T BUILD UP HILLS AS YOU GO
B) WORK IN THE MOST PROMISING ARENA
C) BUILD RESOURCES
D) DON’T OVERORGANISE
23 E) DON’T ARGUE IF YOU CAN’T WIN
4 INNOVATION REQUIRES A GOOD IDEA,
INITIATIVE AND A FEW FRIENDS

5 LOAD EXPERIMENTS FOR SUCCESS

6 LIGHT MANY FIRES

7 KEEP AN OPTIMISTIC BIAS

8 CAPTURE THE MOMENT

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