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Organisation Development

Session 3

Major Bhargava R D

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Session 3In this session, we will discussTheoretical Foundations of O DModels & Theories of Planned Change

Systems Theory,Learning Theory,Applied Behavioral Science

Reference: Chapter 5

Text Book (C1) - Organisation Development Behavioral

Science Interventions for Org. Improvement

- French, W. L. & Bell, C. H.

2

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Part I

a. Recap

b. Theoretical Foundations of O D

c. Models & Theories of Planned Change

Part II

Systems Theory,

Learning Theory,

Applied Behavioral Science

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Theoretical Foundations of O D

O D is planned change in an Organisational Context:

Models & Theories depict, in words or pictures,

the important features of some phenomenon,

describe these features as variables and specifythe relationships among the variables

Planned change theories are rudimentary as far as

explaining relationships among variables, but prettygood for identifying the variables involved

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Models & Theories of Planned Change

Kurt Lewin & friends, Lewins Three stage Model

of the Changing Process: (a) First idea What is occurring at any point in time

is a Resultant in a field of opposing forces,(b) Change is a three stage process

Lewins Three Stage Model of the changingprocess improved by Edgar Schein

1. Unfreezing the old behavior2. Moving to a new level of behavior

3. Refreezing the behavior at the new level

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Another Modification to Lewins model Proposed by Ronald Lippitt, Jeanne

Walson & Bruce Westley ; A Seven Stage Model representing the Consultation

Process:

Phase1 Developing a need for change (Lewins Unfreezing phase)

Phase 2 Establishing a change relationship

Phase 3 Clarifying or diagnosing the client systems problems (Unfreezing)

Phase 4 Examining the alternative routes & goals. Establishing goals &

intentions of actions

Phase 5 Transforming intentions into actual change efforts (Moving) (Phases3,4 & 5 correspond to Lewins Moving phase)

Phase 6 Generalising & Stabilising change ( Corresponds to Refreezing)

Phase 7 Achieving a terminal relationship, that is, terminating the Client-

Consultant relationship

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A Comprehensive Change Model by Ralph Kilmann (5Stages)Stage1 Initialising the program

Stage 2 Diagnosing the problems

Stage 3 Scheduling the Tracks

Stage 4 Implementing the Tracks

Stage 5 Evaluating the results(Change program takes one to five years)

Kilmanns 5 Tracks

1. The culture track, 2. The Management Skills track,

3. The Team building track, 4. The Strategy Structure track,

5. The Reward system Track

Interventions: Training Programs, Problem Solving Sessions, Critique of

Present Practices & Processes

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Burke Litwin Model of Org. Change:

This model shows how to create the

First Order & Second Order change

First Order change = Transactional changes,

(Evolutionary, Adaptive, Incremental or Continuous

changes)

Second Order change = Transformational changes

(Revolutionary, Radical or Discontinuous)

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O D programs are directed towards both First Order

and Second Order changes, with an increasing

emphasis on Second Order, (Transformational)

changes.

This model distinguishes between Organisational

Climate and Organisational Culture

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Porras & Robertson Model of Organisational Change

The basic premise is that OD interventions alter

features of the work setting causing changes in

Individuals behavior which in turn leads to individual

& organisational improvement.

The work setting plays a major role and consists of

four factors:

Organising arrangements, Social Factors,

Physical Setting and

Technology

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End of Part I

?

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Part II: Foundations of O D

Systems Theory

A system is an arrangement of interrelated

parts. System denotes interdependency,interconnectedness and interrelatedness

among elements in a set that contributes an

indefinite whole or Gestalt

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The Nature of SystemOrganisations are

Open Systems (Input - Throughput - Output)

Congruence among System Elements

The Environment

Resources available

History

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Congruence Model: The Congruence Modelsvalue is as an analytical tool for

1. Assessing the characteristics & functioning of

each of the elements,2. Evaluating the Goodness of fit or How well

the elements go together

The premise is that alignment (harmony) mustbe present among the systems components

for the organisation to produce satisfactory

Outputs.

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Sociotechnical Systems Theory & Open Systems

Planning

Organisation has Two interdependent systems Social Systems

Technical Systems Open Systems Planning

Scanning the environment

Developing scenarios of possible futures

Developing Action Plans

Open System Thinking is required for creating learningorganisations: The following Five disciplines must bemastered to create a learning organisation:a. Personal Mastery, b. Mental Models, c. Building shared vision,d. Team Learning, e. Systems thinking

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Participation and Empowerment

Teams & Teamwork

Self Directed Teams (SDTs) Quality Circles (Q Cs)

High Performance Organisation (HPO)

High Performance Work Systems (HPWSs)

Socio Technical Systems (STSs)
http://localhost/var/www/apps/conversion/current/tmp/scratch6190/Self%20Managed%20Teams.dochttp://localhost/var/www/apps/conversion/current/tmp/scratch6190/Self%20Managed%20Teams.doc

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Parallel Learning Systems Parallel learning structures are a mechanism to

facilitate innovation in large bureaucratic organisations

where the forces of inertia, hierarchical communication

patterns and standard ways of addressing the problems

inhibit learning, innovation and change.

In essence, parallel structures are a vehicle for learning

how to change the system and leading the Change Process.

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OrganizationParallel

Structure

Parallel Structures

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A Normative Reeducative Strategy of Changing Empirical Rational strategies

Normative Reeducative Strategies

Power Coercive Strategies

Implication of Normative Re-educative strategies

Client suggests the desired improvement & change

The consultant & the change agent define problem, develop

solutions. Aims at improving effectiveness

Attempts to change beliefs that hinder them from becoming

more productive.

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Applied Behavioral Science

Application of result of Applied Behavioral

Science and a form of Applied BehavioralScience

Behavioral Science Research & Behavioral

Science Theory Applies Psychological, Sociological, Social

and Anthropological concepts

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Action Research A Data based problem solving method that replicates

the steps involved in the scientific inquiry that underlies

most OD activities.

It involves three processes:

Data Collection

Feed back of the data to the client system members

Acton planning based on the data

A combination of learning and doing

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EstablishClient-

ConsultantRelations

DisengageConsultantsServices

Action Research Process

DiagnoseNeed forChange

IntroduceChange

Evaluate/StabilizeChange

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Action Research

Sequence Preliminary diagnosis

Collection of data

Feedback about the data

Development of action plan Implementation of action plan

Versions of Action research Diagnostic- Identify the Root cause

Participant- participants are involved in the process Empirical Based on observation

Experimental - Based on experiments

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End of Part II

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Next session:

The O D Process The Role of O D Consultant andEthics of practicing O D

Issues in Consultant Client Relationships.

Reference: Chapter 14

Text Book (C1) - Organisation Development Behavioral Science Interventions for Org. Improvement- French, W. L. & Bell, C. H.

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Thank you!

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O D 3 (27 June 2012)