Indian Institute of Management Indore

Organization Development and Change

Course Facilitator: Ranjeet Nambudiri
Extension: 535
Email: ranjeet@iimidr.ac.in
Objectives of the course
The basic objective of this course is to provide student managers with an integrated and
comprehensive view of the field of Organization Development (OD). The course aims to present, in
a clear and organized manner, the newest approaches, concepts, and techniques of this emerging
discipline.
The course also aims to present OD from an experiential learning approach; that is the students not
only read the concepts but also practice and experiment by using some of these techniques in a
simulated organizational situation.
It is expected that as the students progress into this course, the simulations will facilitate growing
knowledge and experience, thereby building a foundation of management experience to carry
forward into their consulting or managerial career.
Reference Text: Cummings, T.G., & Worley, C. G. Organization Development and Change, SouthWestern Cengage learning, 2008
Pedagogy and preparation
Every successful OD effort is the result of a concerted group effort. This course tries to imbibe the
culture of group learning and effort and hence team activities will be used extensively during the
course.
The course will be delivered through a combination of classroom discussions, case studies, team
activity and experiential learning through simulations. It is expected that all participants come
prepared in terms of reading and analyzing the case and handouts for each session. This course is not
designed to be instructor-driven but rather depends on participant preparation and interaction. The
onus of learning rests solely with the participants. The course is driven by student involvement and
will make use of several simulations and in-class exercise. Value addition from this course is solely
a function of student involvement in these activities.
Group Learning Paper (GLP):
Each group will write a group learning paper which will be a compilation and analysis of the
simulations used during the course.
The GLP is a report of ones knowledge, skills, and attitude change and is essentially knowledge
applied to the group. The GLP should be based on a diary of learning about self, others and groups
as a result of involvement in classes, group exercises, and group reflection.
For the GLP, each group will choose 2 simulations / exercises conducted in the class and describe
their experiences and learnings from those simulations.

Some guidelines for the GLP are as follows,

(a) A quick summary of what the 2 chosen simulations were all about would be a good way
to start the GLP.
(b) What did the particular exercise / session / reading material evoke in you (e.g., what
feelings, emotions, thoughts were aroused?)
(c) What were the key learnings from those simulations?
(d) How can these learnings be applied in your future work-life?
(e) Make sure that you do not just regurgitate theory.
The write-up should not exceed 6 pages, single-spaced typed in font size of 12.
Evaluation:
Group Learning Paper
Case Analysis
Quiz
End term examination
Class participation

15%
15%
10%
40%
20%

No make-up quiz will be administered for absentees.

Course outline and session plan
1.0

Organization Development An overview

Definition of organization development (OD), evolution, growth and relevance of OD in the
business context, challenges to OD and change management. Understanding the need for
change, forces for and against change
Session # 1:
Class reading:
1. Are you change ready: Preparing for organizational change
Cases / Exercises:
1. Case # 1: TGIF Class discussion
2. Simulation # 1: The psychological contract

2.0

Organization Renewal and Planned Change - I

Nature of planned change, models and theories of planned change, challenges of large scale
change, future shock and planned change.
Session # 2
Class reading:
1. Leading change why transformation efforts fail
Cases / Exercises:
1. Case # 2: Roaring Dragon Hotel
2. Case # 3: The NoGo railroad
Organization Renewal and Planned Change II
Managing resistance to change
Session # 3
Class reading:
1. Decoding resistance to change
2. Change for changes sake
Cases / Exercises:
1. Case # 4: Jess Westerley at KaufLauf GMBH

3.0

OD: Process
The diagnostic process, entering into an OD contract, Diagnostic models, diagnosing groups
and jobs, process consulting skills, the roles and styles of OD consulting and overcoming
resistance to change. Understand the process of change; examine the stages of OD
consulting, problem recognition, techniques for gathering and analyzing information from
clients, and applying the systematic diagnosis to organizational situations.
Session # 4 Entering into an OD contract, OD consultant role and style
Class readings:
1. Managing change: Winning hearts and minds
Case / Exercise:
1. Simulation # 2: The OD practitioner style matrix
Session # 5 The diagnostic process, diagnosing groups and tasks
Class reading:
1. Helping employees cope with change in an anxious era
2. Breaking Roberts rules: Consensus building techniques for group decision making
Case / Exercise:
1. Simulation # 3: Conflict styles
Session # 6 Process consulting skills
Case / Exercise:
1. Simulation # 4: Apex Oil Spill

4.0

OD Intervention Strategies
Designing interventions, interpersonal interventions, team development interventions, intergroup interventions and goal setting. Identify and understand the range of major OD
intervention techniques and how they may be applied. Examine the manner in which
interpersonal, team and inter-group techniques fit into the OD program and understand
various strategies for change.
Session # 7 Team development interventions; Inter-group processes and goal
setting
Class reading:
1. Tension in teams
2. How to make teams work
Case / Exercise:
1. Case # 5: Datavision
Session # 8 Restructuring organizations, choices in organizational structure,
organizational transformation
Class reading:
1. How to implement a new strategy without disrupting your organization
Case / Exercise:
1. Case # 5: Trojan Technologies Inc OR Appex Cosporation
Session #s 9 & 10
Designing change interventions, strategy and transformation, competitive and collaborative
strategies, strategic change management, transformational change.
Class readings:
1. Leading change from the topline: HBR Interview
2. Choosing strategies for change
Cases / Exercises:
1. Simulation # 5: The Franklin company
2. Case # 6: The Farm Bank

* The list of cases and exercises are only indicative