ODC REVIEWER before planning for action, as well as effective

evaluation of results after the action has been taken.

3. Contemporary Adaptations of Action Research

MODULE 1
the contemporary adaptations of action research
EVOLUTION OF ORGANIZATION DEVELOPMENT IN THE emphasizes on what works well in the organization and
PHILIPPINES as the narrative of OD in the Philippines doing more of that.
will show, much of how it started and how it is practiced
Jeanie Ducks’ Five Phases of Change
today mirrors the growth and practice of the field in the
West, particularly the United States. The era ushered in 1. Stagnation Phase before the decision to change
an emphasis on self-discovery, democracy, and is made, the organization is in Stagnation mode.
participation. Today, it is not uncommon to hear a management may assume the organization is “safe”
number of local organizations employing interventions because they’ve been profitable for a while and don’t
such as strategicplanning, team development, culture feel the effects of any serious threats or compelling
building, and installation of Human Resource opportunities.
Management Systems. However, beyond being just a set
2. Preparation Phase once the decision to change is
of interventions, the practice of OD in the country has
made, the organization moves into Preparation mode.
gained some level of acceptance as a management tool.
To navigate this stage successfully, leaders must ensure
To trace the origins and to know the current state of OD
that their plan is aligned with the firm’s vision and
in the Philippines, Ateneo CORD embarked on a study in
strategic plan and develop a plan of action that will
two parts using qualitative and quantitative methods.
generate energy and enthusiasm.
Is OD a Field or a Profession? The practice of OD in the
3. Implementation Phase is an exciting time. Many
country may not yet be considered as a profession in
of your people are ready and raring to go. However, this
the strictest sense of the word. This question, however,
is a time when it’s crucial for leaders to manage their
is not unique to the Philippines. David Jamieson, a well-
expectations.
known OD scholar-practitioner-educator, wrote, “We
also addressed the age-old question of whether OD was 4. Determination Phase is marked by conflicts,
a ‘discipline’, ‘field’, or ‘profession’ and concluded that: clashes, failures and minor successes. Results may be
“OD is a ‘field of practice’ from the perspective of slower than expected, enthusiasm wanes and burnout
education and a ‘ community of practice’ when occurs.
describing the practitioners, researchers, and professors
who affiliate with OD” (Jamieson, 2004). 5. Fruition Phase take some time now to reflect and
harvest lessons learned from the experience. You can
leverage that learning to build change capability for the
future.
MODULE 2

Theories of Planned Change Change is a movement

from present situations, conditions, beliefs, or attitudes MODULE 3
to a desired goal or state of the future.
Three Levels of Diagnosis each of these levels is
Three Theories of Planned Change considered an open system. At each level, groups and
individuals are capable of acquiring materials from their
1. The Lewin’s Change Model the aim for the
environment, transforming them within their system,
change is to increase the driving forces and decrease
and returning them to the environment in a modified
the restraining forces or a combination of both. The
form.
Three-Stage Model of Change: Unfreezing, Changing,
Refreezing. 1. Organizational Level at the organization level for
example, the diagnosis focuses on how external factors
2. Action Research Model this model requires data
affect the organization’s key processes.
gathering and diagnosis or organizational assessment
 2. Group Level instead of external organizational shared values because of their perceived central role in
factors, the organizational design components serve as the development of the other elements.
the main input. Diagnosis focuses on how these design
4. Stream Analysis emphasizes looking at the
components affect the group design components.
interconnections among four classes: organizing
3. Individual Level the design components include arrangements, social factors, technology, and physical
task identity, skill variety, autonomy, task significance. setting. Problems that have many interconnections are
The output at this level would be individual identified as core problems that need to be addressed.
effectiveness, job satisfaction, and personal
5. Organizational Systems Model suggests that
development, among others.
harmonizing and aligning operational variables are
Diagnostic Tools these tools focus primarily on critical to organizational performance. These variables
understanding the problems that beset an organization, are stakeholder needs strategies and capabilities,
determining their root causes, and using the data results and the underlying beliefs and values of the
gathered to develop appropriate interventions. people within the organization.

1. SWOT Analysis (SWOT stands for Strengths, 6. Causal Model of Organizational Performance and
Weaknesses, Opportunities, and Threats.) Data about Change as drivers of transformational and transactional
an organization’s internal strengths and weaknesses, changes. The outputs in this model are individual and
including the opportunities and threats present in its organizational performance. The model presupposes
external environment are gathered from key that organization and environmental dimensions are
stakeholders. linked causally to each other, and that change in one
part of the system ultimately affects other parts of the
2. Problem tree analysis is a mapping tool that uses
system.
parts of a tree to illustrate the relationship between
organizational problems and their causes as well as 7. Swamp Model of Sociotechnical Systems
consequences. The trunk of the tree represents the emphasizes that the strategic directions derived from
problem identified by the organization, the branches stakeholders and the environment inform production
symbolize the consequences of the problem, and the processes, including the services that support the work
roots represent the causes of the problem. processes.

3. Fishbone diagram uses the image of a fishbone to 8. Comprehensive Model for Diagnosing
categorize the sources of common organizational Organizations is one of the more recent diagnosis
problems. In recent years, “environment” has been frameworks. This model’s distinguishing factor is its
added as another problem source. representation of the three levels of diagnosis -
organization, group, and individual.
Diagnostic Models

1. Six-Box Model illustrates how six important

aspects of the organization - purpose, structure,
rewards, helpful mechanisms, leadership, and
relationships - are connected to each other.

2. Congruence Model the Nadler-Tushman

Congruence Model identifies four critical factors that
drive an organization’s performance. These are tasks,
people, formal organization and the informal
organizational arrangements.

3. Mckinsey’s 7s Model suggests seven elements

for assessing organizations: strategy, structure, systems,
style of leadership, shared values, staff, and skills, the 7s
model places more emphasis on the organization’s