BA 4226

Managing Organizational
Change
Implementing change:
organization development,
appreciative inquiry, positive
organizational scholarship, and
sense-making approaches
Instructor: ar Topal

Organizational development:
Fundamentals
Coach

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Planned
Top management commitment
Effectiveness
Long-term
Action oriented
Attitude and behavior change
Experiential-based learning
Groups and teams
Values of humanism, democracy,
and development

Organizational development:
The OD practitioner
Problem

identification
Data gathering and problem
diagnosis
Feedback
Joint problem diagnosis
Joint action planning
Further data gathering

Organizational development:
Criticisms
OD

definitions and concepts

Internal validity problems
External validity problems
Lack of theory
Problems with measuring attitude
changes
Current relevance of OD values
Universality of OD values
Applicability of OD in large-scale
change

Appreciative inquiry
Coach

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Shift from problem solving and conflict
management to joint envisioning of the
future
Large-scale change through large-group
participation and intervention
Steps
Discover the current best practice
Envision the future based on the
knowledge of the best
Co-construct the ideal future
Sustain the future
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Positive organizational
scholarship

Coach image
Focusing on positive organizational
aspects
Spreading what works in the organization
Criticisms
Organizational members may not agree
on what works best
Ignoring problems is ignoring
opportunities
POS may not be applicable in all cultures
POS programs may not work for all
organizational members
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Sensemaking approaches
Interpreter

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Organizations are in a constant state
of flux and are constantly
undergoing changes
A standard program does not allow
experimentation, novel
implementation, revision, and
dialogue
There is no need for unfreezing
because the organization is already
unfrozen
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