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The OD Process - 1

This document discusses organizational development (OD) and the process of planned organizational change. It covers several key points: 1. OD aims to strengthen human processes within organizations to improve functioning and achieve objectives. It represents a unique, research-based strategy for planned system change. 2. OD has two goals - enhancing an organization's ability to perform and promoting individual development of employees. 3. Characteristics of OD include that it is a collaborative, planned change strategy focused on performance improvement and based on humanistic values and a systems approach. 4. Factors like a volatile environment, technology changes, and workforce shifts necessitate OD to help organizations adapt strategically to changes.

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144 views21 pages

The OD Process - 1

This document discusses organizational development (OD) and the process of planned organizational change. It covers several key points: 1. OD aims to strengthen human processes within organizations to improve functioning and achieve objectives. It represents a unique, research-based strategy for planned system change. 2. OD has two goals - enhancing an organization's ability to perform and promoting individual development of employees. 3. Characteristics of OD include that it is a collaborative, planned change strategy focused on performance improvement and based on humanistic values and a systems approach. 4. Factors like a volatile environment, technology changes, and workforce shifts necessitate OD to help organizations adapt strategically to changes.

Uploaded by

ashutosh_parida_5
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We take content rights seriously. If you suspect this is your content, claim it here.
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THE PROCESS OF OD &

CHANGE
Prof. Sanjay Bhattacharya,
Assistant Professor, SCMHRD.
UNDERSTANDING ORGANISATIONAL
DEVELOPMENT

• OD is the strengthening of those human processes in organisations which improves the


functioning of the organic system, so as to achieve its objectives
• (Gordon. L. Lippitt, 1969)

• Organisational Renewal is the process of initiating, creating and confronting needed changes
so that organisations can:
• Remain viable
• Adapt to new conditions
• Learn from experiences
• Move toward greater organisational maturity.
• (Gordon. L. Lippitt, 1969)
ORGANISATIONAL DEVELOPMENT

• Is not “just anything” done to better an organisation.


• Is a prescription for a process of planned change
• Represents a unique strategy for system change, based upon research into behavioural
sciences.
• Has 2 broad goals:
• Organisational development – enhancing its ability to perform better
• Individual development – their psychological well being, level of self-actualisation or realisation
and their capabilities. (Porras & Robertson)
ITS CHARACTERISTICS

• It’s a planned change strategy


• It has a collaborative approach
• Emphasis is on improvement and enhancement of performance
• Its based on set of humanistic values
• It represents a systems approach (interrelationship of divisions, depts., groups and
individuals)
• Thoroughly scientific in its approach
JOHN GARDNER’S GOLDEN RULES FOR AN
EFFECTIVE ORGANISATION

• It must have an effective programme for recruitment & development of talent.


• It must have a hospitable environment for the individual.
• It must have built-in provisions for self-criticism.
• There must be fluidity in internal structure.
• It must have some means of combating the process by which men become
prisoners of their procedures
SOME OPERATIONAL GOALS

• To develop a self-renewing, viable system that can organise in a variety of ways


depending on tasks.

• To optimise the effectiveness of both the stable (the basic Org. chart) and the temporary
systems (diff. projects, committees etc.).

• To move towards high collaboration and low competition between interdependent units.
CONTD…

• To create conditions where conflict is brought out and managed.


• To reach a point where decisions are made basis information source rather than organisational
role.
WHAT NECESSITATES OD?

• VUCA environment.
• Continuous changes in information technology.
• Newer and younger workforce and their aspirations and values.
• Globalised world and its unpredictability.
SO,

• OD can help organisations to create effective responses to the changes and


in many ways, to proactively influence the strategic direction of the firm.
WHAT OD IS NOT…

• Management Consulting.
• Training & Development.
• Short-term fix.
• Application of a toolkit.
ORGANISATION AS A SYSTEM
• Derived from Ludwig Von Bertlanffy’s concept by Katz and Kahn(1966).

ENVIRONMENT

Transformative
INPUTS OUTPUTS
Processes

FEEDBACK
PERSONIFIED ORGANISATIONS

• Organisations are frequently personified as ‘actors’ in their own right.


• Classical Org. Theory considers it to “living things” with a concrete social
environment, a formal structure, recognised goals and a variety of needs.
• Yet, it’s not a person.
• Its personification obscures various important ideas.
SOCIALLY CONSTRUCTED APPROACH TO
ORGANISATION

• Its not a ‘thing’.


• It’s a concept developed out of our own actions and language.
• Org. processes in systems approach are not self-evident, pre-defined singular meanings; rather,
they are created, developed and lent meaning by employees.
• ‘Environment’ is also not a pre-existing phenomena. Rather, it too has to be invented and
invested with meaning by org. members.
• Regular interaction and dialogue are the key tools for ODD and an effective change process.
CHANGE PERSPECTIVE

• Organisations are never ‘inert’ and change is not a contrast to inertia.


• Change is ambiguous.
• Change is a continuous process rather than episodic.

Change is the process of “shifting conversations”, in which people use different language to understand and accomplish change. When
change occurs, it does so “when one way of talking replaces another way of talking”. – (Ford, 1999)

- Conversations that initiate change


- Conversations that seek to understand change
- Conversations for performance
- Conversations for closure
CONTD…

• Facilitating an appropriate environment for the change process to take shape.


• It is not about following well-defined processes, but being inventive and creative.
LANGUAGE SHIFT FOR EFFECTIVE CHANGE

• Complaint to commitment
• Blame to personal responsibility
• “New Year’s Resolution” to competing commitments
• Big assumptions that hold us to assumptions that we hold
• Prizes and praising to ongoing regard
• Rules and policies to public agreement
• Constructive criticism to deconstructive criticism

• Keegan & Lahley – How the way we talk can change the way we work (2001)
DIALECTIC MODEL OF CHANGE

• Change is always driven by inherent tension between current ways of doing things and new ideas
and values.
• When status-quo is challenged:
• Org. may choose to ignore or suppress new ideas
• Completely abandon established ways of doing things in favour of new ideas and values.
• Create a compromise between these opposing forces; that is, to create a synthesis between the opposing
forces.
• Create a situation where the status-quo and new ideas can co-exist, and it learns to embrace these conflicting
perspectives.
THE TELEOLOGICAL MODEL OF CHANGE

• Organisational change is always driven by a purpose and goal.


• It runs on – Appreciation of the fact that current ways of running things are not allowing the
organisation to achieve its goals.
• Shift in vision w.r.t. strategic issues and decision making.
• The major way to drive change is the change in way top managers view issues facing the
organisation.
THE CHANGE CURVE INFLUENCES SYSTEM
PERFORMANCE

Productivity increase

3. Defence
"Fight" for the old reality

1. Presentiment
Productivity loss

Worry
4. Rational
Suppression 6. Opening
Acceptance
2. Actual Anger, frustration Curiosity, courage,
Fear new direction,
5. Emotional development
Acceptance
Sorrow, fear

One Voice Leadership Training


June 2019
Page 19
RESISTANCE TO CHANGE

• Forms of Resistance to Change


• Overt and immediate
• Voicing complaints, engaging in job actions
• Implicit and deferred
• Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism
SOURCES OF INDIVIDUAL RESISTANCE TO
CHANGE

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