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Introduction
n
Foreign competition
Mergers, acquisitions
development n Consumer demand
n Globalisation
n How to survive?
n Organisation Development
1
Organization-Level
Diagnostic Model Goals of Data Collection
Inputs Design Components Outputs
n Valid information about org.
Technology
functioning
Effectiveness
Organization
General
Strategy Structure
Environme
Rally energy for change
Culture
nt n
Feedback Occurs
What is an intervention?
Yes
No
Is energy created by n An intervention is a set of sequenced
and planned actions or events
NO CHANGE the feedback?
Yes
What is the direction
of the energy? Energy to use data to
intended to help the organization
increase its effectiveness.
Energy to deny
identify and solve
or fight data
problems
FRUSTRATION
FAILURE No Do structures and processes n Interventions purposely disrupt the
status quo.
RESISTENCE exist to turn energy
NO CHANGE
ANXIETY into action?
NO CHANGE
Yes
CHANGE
Note: D. Nadler, (1977). Feedback and OD
Characteristics of Effective
Interventions Effective interventions are:
n Is it relevant to the needs of the
organization? n Based on valid information re. the
n Valid information organisation’s functioning
n Free and Informed Choice
n Provides opportunity for members to
n Internal Commitment
2
Design factors:
n Contingencies Related to the
How to design effective Change Situation
Readiness for change
interventions?
n
n Cultural context
n Capability to change
n Capabilities of the Change Agent
n Contingencies Related to the
Target of Change
Creating a Vision
n Discover and Describe the Organization’s
Managing Political Support
Core Ideology
n What are the core values that inform
3
Managing the Transition Sustaining Momentum
n Activity Planning
n Provide Resources for Change
n What’s the “roadmap” for change?
n Commitment Planning
n Build a Support System for
Change Agents
n Who’s support is needed, where do
n Knowledge Knowledge
n Performance Performance
n Preferences Preferences
n Normative Consensus
Normative consensus
Value change
n Value change