FOUNDATIONS OF OD

Models & Theories of Planned Change

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Organizational Development is planned change in the organizational context. In this context of change it is necessary to refer to Kurt Lewin Model He has provided two principle ideas about change in 1940s viz. The first idea states that what is occurring at any point of time is a resultant in a field of opposing forces e. g. production level at a particular point of time is the resultant equilibrium of some forces pushing towards higher levels of production and other forces pushing towards lower levels of production. The production levels tend to remain at the same levels as the field of forces remains constant. Another example could be the level of morale. The second contribution is the change itself. He suggested that change is a three stage process viz (a Unfreezing the old behaviour (b)Moving to a new level of behaviour (c )Refreezing the behavior at the new level

Models & Theories of Planned Change

The three stage model of the change processStage 1- Unfreezing: Creating a motivation and readiness to change througha. Disconfirmation or lack of confirmation. b. Creation of guilt or anxiety c. Provision of Psychological safety Stage 2- Changing through cognitive restructuring: helping the clients to see things , judge things, feel things and to react things differently a. Identifying with the new role model, mentor b. Scanning the environment for new relevant information.

Models & Theories of Planned Change

The three stage model of the change processStage 3- Refreezing: Helping the client to integrate the new point of view into: a. The total personality and self concept b. Significant relationships.

Models & Theories of Planned Change

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Kurt Lewins Three Stage Model : as modified by Ronald Lippitt , Jeanne Watson & Bruce Westley. They expanded the 3 stage model into seven-stage model. There 7 stage are as followsDeveloping a need for change. (Lewins unfreezing phase) Establishing a change relationship. In this phase a client system in need of help and a change agent from outside the system establish a working relationship Clarifying or diagnosing the clients systems problem Examining alternative routes and goals; establishing goals and intentions of actions Transforming intentions into actual change efforts.Phases 3, 4 and 5 correspond to Lewins moving phase Generalizing and stabilizing change. This corresponds to Lewins refreezing phase Achieving a terminal relationship, that is, terminating the clientconsultant relationship.

Burke-Litwin Model of Organisational Change

Transactional Change or first order change: OD interventions directed towards structure, management practices, and systems(policies and procedures) Transformational Change or second order change: Interventions directed towards mission and strategy, leadership, and organisation culture result in second order change.

Who are Transactional Leaders

They are leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. It involves fair exchange between leader and follower that leads to normal performance.

Transformational Leaders

Leaders who inspire followers to transcend their own self interest for good of the organisation and who are capaple of having extraordinary effect on their followers.

Participation And Empowerment

It involves active involvement and participation by organization leaders and members which increases the power of individuals .Participation is effective method of empowerment.

Teams and Team work

The individual behavior is rooted in the sociocultural norms and values of work team. Tasks are so complex that they cannot be performed by individuals. Teams create synergy. Teams satisfy people need for social interaction, status, recognition. Egs. OfOd Interventions are Team Building,Intergroup team building,process consultation etc.

Systems Theory
A system is an arrangement of interrelated parts. Systems take inputs from the environment in the form of energy, information, money, people & raw materials. The inputs are changed via conversion or transformation processes .

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This theory views organizations as open systems in active exchange with their environments. Systems theory is one of the most powerful conceptual tools available for understanding the dynamics of organizations and organizational change. Open systems have purposes and goals all these goals must align with purposes or needs in the environment. Feedback is needed from environment about system performance.

SYSTEM IN INTERACTION WITH ITS ENVIRONMENT

Sources of Energy Materials Information Human Resources

Transforming Inputs Mech Mechan Outputs

Users

Internal Interface Feedback Mechanisms

External Interface Feedback Mechani

THE SIX-BOX MODEL-a diagnostic tool(Marvin Weisbord) How do we manage conflict among people? with technologies? What business are we in? Purpose Relationships Leadership Does someone keep the boxes in balance? How do we divide the work? Structure

Helpful Mechanisms Have we adequate coordinating technologies?

Rewards

Do all needed tasks have incentives?

Environment

PHASES OF OD PROGRAM
OD program follow a logical progression of events- a series of phases. An important part of managing an OD program well is to execute each phase well. Warner Burke describes the following phases of OD programs. 1. Entry 2. Contracting 3. Diagnosis 4. Feedback 5. Planning Change 6. Intervention 7. Evaluation

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Entry- represents the initial contact between consultant and client; exploring the situation that led the client to seek a consultant; and determining whether the problem or opportunity, the client and consultant constitute a good match. Contracting- involves establishing mutual expectations reaching agreement on expenditures of time, money, resources, and energy; and generally clarifying what each party expects to get from the other and give to the other. Diagnosis- is the fact finding phase , which produces a picture of the situation through interviews , observations, questionnaires, examination of organization documents and information, and the like.

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Feedback- represents returning the analyzed information to the client system; the client exploring the information for understanding, clarification, and accuracy; and the clients owing the data, their picture of the situation, and their problems and opportunities. Planning change- involves the client deciding what action steps to take based on the information they have just learned. Alternative possibilities are explored and critiqued; plans for action are selected and developed.

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Intervention- implements sets of actions designed to correct the problems or seize the opportunities. Evaluation- represents assessing the affects of the program: Was it successful? What changes occurred? What are the casual mechanisms? Are we satisfied with the results? The most important piont is that each phase builds the foundation for subsequent phases; therefore , phase must be executed with care and precision.