Managing the Organizational Development Process
CHAPTER: 6
Md. Musharrof Hossain
Head- HRM, icddr,b
President - BSHRM
Components of OD process
OD programs have 3 basic components:
Diagnosis
Action and
Program management
DIAGNOSIS
The diagnostic component represents a continuous collection of data about the total system, its subunits, its processes, & its culture.
Diagnostic tools:
The six-box model.
Third Wave Consulting.
The Six-Box Model
Marvin Weisbord in 1976.
Tells practitioners where to look for and what to look for in diagnosing organizational problems.
6 critical areas:
Purposes.
Structure.
Rewards.
Helpful mechanism.
Relationships.
Leadership.
Six-Box Organizational Model Six-Box Organizational Model
Purposes: What business are we in?
Leadership Helpful Mechanisms: Do we have adequate technologies?
Rewards: Do all needed tasks have incentives?
Structure: How do we divide up the work?
Relationships: How Do we manage conflict Among people? With technologies?
Environment: Where do we work?
Third-Wave Consulting
First wave refers to AGRICULTURAL REVOLUTION
Second wave refers to INDUSTRIAL REVOLUTION
Third wave refers to the INFORMATION & TECHNOLOGICAL REVOLUTION
Third-Wave Consulting
4 useful practices:
Assess the potential for action
Get the whole system in the room
Focus on the future
Structure tasks that people can do for themselves
The Action Components: OD Intervention
OD intervention is a set of structured activities in which selected organizational units engage in a sequence of tasks that will lead to organizational improvement.
Interventions are actions taken to produce desired changes.
Conditions the need for OD intervention:
The organization has a problem.
The organization sees an unrealized opportunities; something it wants is beyond its reach.
Conditions The Need For OD Intervention:
Four conditions that give rise to the need for OD interventions:
The organization has a problem.
The organization sees an unrealized opportunities; something it wants is beyond its reach.
Features of organization are out of alignment ( alignment action – to get things back ‘in sync’)
Yesterday’s vision is no longer good enough ( action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)
The Nature of OD Intervention
Dual aspects of OD interventions – learning and action.
OD development interventions tend to focus on real problems rather than hypothetical problems.
Developing skills and knowledge to solve real problems.
Intervention strategies
Intervention strategies are based on results of the diagnostic process and the specified goals of the client system.
Human Process Interventions
Individual Group based
Inter-group based
Techno structural interventions
Balance score card
Outsourcing
Downsizing
The Program Management Component
The program management component encompasses all activities designed to ensure success of the program.
The Program Management Component
Phases of OD programs:
Entry.
Contracting.
Diagnosis.
Feedback.
Planning change.
Intervention.
Evaluation.
The Program Management Component
Entry: initial contract between consultant and client.
Contracting: establishing mutual expectations, reaching agreement on expenditures of time, money, resources, and energy.
Diagnosis: fact-finding phase.
Feedback: returning the analyzed information to the client system.
Planning change: the clients deciding what action steps to take based on the information they have just learned.
Intervention: implements sets of actions designed to correct the problems or seize the opportunities.
Evaluation: assessing the effects of the program.
Model for Managing Change
Cummings and Worley identify 5 sets of activities required for effective change management:
Motivating change
Creating a vision
Developing political support
Managing the transition
Sustaining momentum
Pitfalls & Avoidance
John Kotter studied 100 companies that involved in planned change programs and identified 8 mistakes that caused the program fail:
Not establishing a great enough sense of urgency.
Not creating a powerful enough guiding coalition.
Lacking a vision.
Under communicating the vision.
Not removing obstacles to the new vision.
Not systematically planning for and creating short-term wins.
Declaring victory too soon.
Not anchoring changes in the corporation’s culture.
Successful Organizational Transformation
Establishing a sense of urgency.
Forming a powerful guiding coalition.
Creating a vision.
Communicating the vision.
Empowering others to act on the vision.
Planning for and creating short-term wins.
Consolidating improvements and producing still more change.
Institutionalizing new approaches.