definitions of ion development new
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Fundamentals of Fundamentals of
OrganisationOrganisationDevelopmentDevelopment
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IntroductionIntroduction
� Effective organisations are able tosolve their own problems whilecontinually improving and renewing
themselves� This is the reason why organisations
have lived, grown and developed forcenturies
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y Expose the fundamentals of OD
yHelp understand how to improve our
organisation¶s effectivenessy Provide knowledge of principles of effective change management
y Provide a template for changemanagement in our organisations
Session Objectives
Session Objectives
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Session OutlineSession Outline
Definition & Concepts
History
Methods& Tools
Characteristics
Summary & Conclusion
FundamentalsFundamentals
of ODof OD
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Session OutlineSession Outline
Definition & Concepts
History
Methods& Tools
Characteristics
Summary & Conclusion
FundamentFundamentals of ODals of OD
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OD Definition and ConceptsOD Definition and Concepts
� CIPD defines OD as µplanned andsystematic approach to enablingsustained organisation
performance through theinvolvement of its people¶.
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Other definitions of OD:
� A planned process of change in anorganisation¶s culture through theutilisation of behavioural sciencetechnology, research and theory. (Warner
Burke)� A long-range effort to improve an
organisation¶s problem-solvingcapabilities and its ability to cope with
changes in its external environment withthe help of external or internalbehavioural-scientist consultants, orchange agents as they are sometimes
called. (Wendell French)
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OD Definition and ConceptsOD Definition and Concepts An effort planned, organisation-wide, and
managed from the top, to increase
organisation effectiveness and health
through planned interventions in the
organisation¶s µprocesses¶, using
behavioural science knowledge. (Richard
Beckhard)
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y A system-wide process of data
collection, diagnosis, action planning,intervention, and evaluation aimed atenhancing congruence amongorganisational structure, process,
strategy, people and culture; developingnew and creative organisationalsolutions; and developing theorganisation¶s self-renewing capacity. It
occurs through the collaboration of organisational members working with achange agent using behavioural sciencetheory, research and technology.
(Michael Beer)
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OD Definition and ConceptsOD Definition and Concepts
� Common Features1. OD applies to changes in the strategy,
structure, and/or processes of an entiresystem, such as an organisation, a
department or work group, or individual role or job.
2. OD is based on the application andtransfer of behavioural scienceknowledge and practice.
3. OD is concerned with managingplanned change, in a flexible mannerthat can be revised as new information isgathered.
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OD Definition and ConceptsOD Definition and Concepts
� Common Features4. OD involves both the creation and the
subsequent reinforcement of changeby institutionalising change.
5. OD is orientated to improvingorganisational effectiveness by:a) helping members of the organisation to gain the
skills and knowledge necessary to solve problems
by involving them in the change process, andb) by promoting high performance includingfinancial returns, high quality products andservices, high productivity, continuousimprovement and a high quality of working life.
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� OD applies behavioural science knowledge andpractise to help organisations change to achieve
greater effectiveness
� It seeks to improve how organisations relate to
their external environment and function internally
to attain high performance and high quality work
life
� OD emphasises change in organisations that isplanned and implemented deliberately(example
the establishment of the ³Model Church´)
SummarySummary
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Session OutlineSession Outline
Definition & Concepts
History
Methods& Tools
Characteristics
Summary & Conclusion
FundamentalsFundamentalsof ODof OD
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History of ODHistory of OD
� OD was developed primarily in the USA out of a number of different schools of thought and practice that have included social psychology
systems thinking and psychotherapy
� More recently, this has also includednewer developments such as business
process re-engineering, story-telling andlarge group interventions.
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� American psychologists and behaviourists
working in the late 1940s and 1950s found that
the application of participative methods to small
groups led to attitude change, higher
performance and greater commitment.
� Abraham Maslow argued for the inherent
potential of individuals to pursue µself actualisation¶, which was more likely to be
achieved under conditions of openness and
personal recognition.
Academic BeginningsAcademic Beginnings
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� Organisation theorists like Chris Argyris and Rensis
Likert advocated organisation-wide participation as ameans of motivating individuals and hence achieving
greater performance.
� New theories of leadership and change also
developed: for example, Douglas McGregor
proposed that different styles of leadership would
result in different reactions ± more positive under
µTheory Y¶, which was participatory and democratic,and more negative under µTheory X¶, which was
oppressive and authoritarian.
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History of ODHistory of OD� In a little over 50 years, OD has evolved a
complex and diverse body of knowledge andpractice.
� Because this expertise derives mainly fromhelping organizations change and improve
themselves, the history of OD can beunderstood in terms of the kinds of changesthat organizations have implemented overthis time period. These include changesaimed at:
(1) social processes; (2)work designs; (3) humanresources; and (4) organization structures. Although these changes are interrelated, each
represents a distinct background in the growth of OD.
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History of ODHistory of OD
� SOCIAL PROCESSES The earliest applications of OD involvedhelping organizations improve socialprocesses including relationships
among members, communication,group decision-making, and leadership.
These process changes started in theearly 1950s and were largely in
response to emerging social problemsthat organizations experienced as theybecame larger and more bureaucratic.
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During the first half of the twentieth century,organizations grew increasingly large with
numerous departments, levels of management, and rules and procedures.Management was largely responsible forcommanding and controlling the enterprise
typically in an authoritarian or paternalisticmanner.
Over time, these organizational conditionsgenerated a host of unintended socialproblems as members found it increasingly
difficult to communicate both laterally andvertically, to resolve problems within andacross groups, and to respond energeticallyto managerial directives.
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History of ODHistory of OD� WORK DESIGNS
This branch of OD history involves designing work
to make it more motivating and fulfilling.
Traditionally, work was designed to promote
technical rationality, resulting in jobs that were
highly specified, fragmented, and repetitive.
In the 1960s, the benefits of such work designs
came more and more under question. Employees
complained that work was boring andmeaningless; they felt alienated from their jobs
and the organizations that employed them.
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y These interventions were based on the
work of Eric Trist and his colleagues insocio-technical systems and of FrederickHerzberg and his colleagues in jobenrichment (Herzberg et al., 1959; Trist et
al., 1963).
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y Because people generally do those things forwhich they are rewarded, rewards can play apowerful role in promoting performance.Unfortunately, many of the reward systems inuse at the time were not linked closely toperformance; employees were typically paid
for a particular job level, time at work, orseniority
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y Based on the work of Edward Lawler andhis colleagues, OD examined how rewardsaffect organization performance (Lawler,1981, 2000); this led to interventions
aimed at making rewards morecontingenton performance. Example is ³gain sharing´
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y To help organizations make thesetransformations, OD has expanded its focusto the total organization and its competitiveenvironment. Drawing on a variety of
perspectives in corporate strategy (Miles & Snow, 1978; Porter, 1980; Hamel & Prahalad, 1994; Grant, 1998
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Session OutlineSession Outline
Definition & Concepts
History
Methods& Tools
Characteristics
Summary & Conclusion
FundamentFundamentals of ODals of OD
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OD Methods & ToolsOD Methods & Tools
y To understand this evolution of ODpractice requires knowledge of threegeneral
y approaches to change: (1) Lewin¶s threesteps; (2) action research; and (3) actionlearning.
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Lewin¶s Three StepsLewin¶s Three Steps
y (1) µunfreezing¶ the balance of forcesthat keep the change target stable;
y (2) µmoving¶ the change target to anew level or kind of behavior; and
y (3) µrefreezing¶ the balance of forces
to reinforce the new behaviors andto keep them stable.
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Lewin¶s Three StepsLewin¶s Three Steps3. Refreezing
This final step involves making changes a permanent part of the
organization¶s functioning.
When this stage is ignored, organization changes rarely persist but
regress to their previous stable state.
Thus, refreezing calls for re-balancing the driving and restraining
forces in the changed situation so it remains relatively stable.
OD has discovered a variety of practices that can contribute to
such permanence. Generally referred to as µinstitutionalizing¶
change, these methods include: reinforcing organization changes
by making rewards contingent on them; socializing existing
members and newcomers into the beliefs, norms, and valuesunderlying the changes; diffusing changes throughout the
organization to provide a wider base of support for them; and
sensing and calibrating the changes to detect deviations from
desired changes and to take corrective actions (Goodman & Dean,
1982).
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Session OutlineSession Outline
Definition & Concepts
History
et o s& ools
C aracteristics
Summary & Conclusion
Fun amentalsFun amentalsof ODof OD
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OD CharacteristicsOD Characteristics
� OD work contributes to the sustained health and
effectiveness of the organisation
� OD work is based upon robust diagnosis that uses real
data from organisational, behavioural and psychological
sources� OD work is planned and systemic in its focus, that is
taking account of the whole organisation
� OD practitioners help to create alignment between
different activities, projects and initiatives
� OD work involves groups of people in the organisation to
maximise engagement, ownership and contribution
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Session OutlineSession Outline
Definition & Concepts
History
Methods& Tools
Characteristics
Summary & Conclusion
FundamentFundamentals of ODals of OD
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Summary & ConclusionSummary & Conclusion
2. Secure the engagement of people Who are the key individuals/groups on whomthe successful implementation of the change
project depends?
Who else holds data that we, the top or thechange team do not have?
Whose perspectives do we need to solicit tomake sure we have a more robust way of thinking about this change?
Having identified those groups of people, wethen need to enroll them in actively takingpart in the change process.
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Summary & ConclusionSummary & Conclusion
3. Use high-leverage changemethodologies µhigh leverage¶ change methodology byHolman and Devane (1999) meansmethodologies that µcreate high energy andyield extraordinary, sustainable results¶ or
µcreate the highest possible value for theeffort invested¶.
x Dialogue-based collective exploration
x Whole-system basedx Engages multiple perspectives
x Manages the covert aspects of change
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ConclusionConclusion
� OD is fundamentally about human dynamics.� We believe the benefits of an OD approach in
fast-changing times are significant.� We know that participatory processes led by
key stakeholders will mobilize the system andunleash energy.
� We know that any methodology that focuses
on distributive leadership, engagement,participation, multiplying imagination,modeling and empowering will secureimplementation outcomes faster
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