Process, Diagnosis and implementing cultural change in Organization and overcoming resistance to change..

Presented By: Wahid Jilani, Yawar, Abid, Naila

What is Diagnosis?
A systematic approach to understand present state of organization. Specifies nature of problem, causes, and provide basis for selecting strategies. Involves systematic analysis of data.

Diagnosis Defined
Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.

Organization development process

diagnosis

intervention

evaluation

Diagnosis Identifies
Strengths Problem areas Unrealized opportunities Is there any discrepancy between the vision of desired future & the current situation?

Process
Diagnosis is cyclical process involving:
Data gathering. Identification of problem areas. Interpretation. Potential action programs.

Steps in Diagnosis (part 1 of 2)

Step 1: Tentative problem identified. Step 2: Collect data. Step 3: Analyze data. Step 4: Feedback data. Step 5: More data needed?

Steps in Diagnosis (part 2 of 2)

Step 6: Problems areas identified. Step 7: Is client motivated? Step 8: Diagnosis and work on problem. Step 9: Monitor and assess results.

The Diagnostic Process

OD in Practice: Diagnosis For Kodak (part 1 of 3)

Kodak is attempting to transform to cutting edge of digital revolution. Kodak surveyed managers. Rearranged business in late 1990s.
Limited in its scope and of little benefit.

OD in Practice (part 2 of 3)
Kodak known to favor caution over risktaking. Kodak is chemical company that must transform into electronics company. Electronics highly competitive and Kodak has little experience with electronics.

OD in Practice (part 3 of 3)
New products and change. Kodak focuses attention on nonconsumer applications.
Experiencing strong growth. New managers have proven track records.

Data Collection Stages (part 2 of 4)

Definition of Objectives Define objectives of change program. Identify preliminary diagnosis and further information required.

Data Collection Stages (part 3 of 4)

Selection of Key Factors Identify central variables. May be necessary to increase range and depth of data.

Data Collection Stages (part 4 of 4)

Selection of Data-Gathering Method Selection of one or more methods of gathering data. Nature of the problem helps determine method. Variety of methods may be used.

Types of Methods
Secondary sources. Organization and industry data. Employee surveys or questionnaires. Useful with a large number of people.

Types of Methods
Direct observation.
Observing how people go about tasks.

Interviews.
One of most widely used methods. Direct, personal, and flexible.

Data-Collection Process
Data is an aggregation of:
Signs. Signals. Clues. Facts. Statistics. Opinions. Assumptions.

Information is data that have form and structure.

Diagnostic Tools for collecting data

Questionnaires Interviews Observations

Questionnaires
One of the most efficient ways of collecting data Contain fixed-response questions about various features Administered to large numbers of people simultaneously Can be analyzed quickly Permit quantitative comparison and evaluation Data can easily be fedback to employees

Questionnaires
Major advantages Responses can be quantified and summarized Large samples and large quantities of data Relatively inexpensive Major potential problems Predetermined questions - no chance to change Over interpretation of data possible Response biases possible

Interviews
Interviews may be highly structured resembling questionnaires Interviews may be highly unstructured starting with general questions that allow the respondent to lead the way

Interviews Major advantages Adaptive - allows customization Source of `rich data Major potential problems Relatively expensive Bias in interviewer responses Coding and interpretation can be difficult Self-report bias possible

Observations
A more direct way of collecting data Observe organisational behaviors in their functional settings

Observations
Major advantages Collect data on actual behaviour, rather than reports of behaviour Real time, not retrospective Adaptive Major potential problems Coding and interpretation difficulties Observer bias and questionable reliability Can be expensive

Diagnostic activities- Activities designed to provide an account of things as they are needed for 2 reasons First- To know the state of things Second- To know the effects & consequences of actions.

Diagnosis
The Marvin Weisbord Six-Box Model identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box. This model is still widely used by OD practitioners

Six-Box Organizational Model

Purposes: What Business Are we in?

Relationships: How Do we manage conflict Among people? With technologies?

Leadership

Structure: How do we divide up the work?

Helpful Mechanisms: Do we have adequate technologies?

Rewards: Do all needed tasks have incentives?

Environment

Thank you