Managing the OD Process

DIAGNOSIS
 OD programs have 3 basic components: diagnosis, action
and program management.
 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.
 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 pe
 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.
 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.
 THE PROGRAM
MANAGEMENT COMPONENT
 Phases of OD programs:
 Entry.
 Contracting.
 Diagnosis.
 Feedback.
 Planning change.
 Intervention.
 Evaluation.
 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 and 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.