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Reported By :
Organization
Start Point
Poor team performance Inappropriate leadership style
Focus
Change new state of things, different from old state of things
Orientation
Diagnosing Taking Action Re-Diagnosing Taking New Action
Action Research
Three ingredients: 1. 2. 3. Participation OD consultant (as collaborator & colearner) Iterative process of diagnosis & action
Change occurs based on the actions taken New knowledge comes from examining the results of the actions
Definition
Collaborating with organizational leaders and their groups to create systemic change on behalf of root-cause problem-solving toward improving productivity and employee satisfaction through strengthening the human processes through which they get their work done
Techniques
Diagnostic Team-Building Intergroup Education and Training Structural Process Consultation Grid Organization Development Third-Party Peace Making Coaching and Counseling Life and Career Planning Planning and Goal Setting Strategic Management
Special teams
2.
3. 4.
Teams create synergy i.e. sum of efforts of team is far greater than sum of individual efforts.
A number of OD interventions are specifically designed to improve team performance. Examples team building, quality circles etc.
5.
6. 7. 8.
collaborative climate
standards of excellence external support and recognition principled leadership ..Larson & LaFasto
Edgar Schein modified this theory by specifying psychological mechanisms involved in each stage Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded this model into seven-stage model
Developing a need for change Establishing the change relationship Diagnosing the client systems problem
Examining alternative routes, establishing goals & intentions of action
Phase 6
Phase 7
Stabilizing change
Achieving a terminal relationship
Published in four-article series titled Techniques for Evaluating Training Programs in 1959 Developed to clarify evaluation concept in four levels: reactions, learning, behavior, and results Primarily used to evaluate traditional instructor-led training programs
Level 1 Reactions
Measures how participants react to a training program This type of questionnaire is often called a Smile Sheet Data is collected and processed using a Likert scale Kirkpatrick's emphasis on customer satisfaction
Level 2 Learning
Measures the extent to which students have increased their skills, knowledge, or desired attitudes Pretest Participants are tested before the program Post-test Participants are tested after training is complete Experimental Group A group that receives the training Control Group A group that does not receive the training Validity Looks at how closely matched the test items are to the actual objectives
Level 3 Behavior
Measures whether the training is being used on the job If training was successful, new skills should appear on the job
Level 4 Results
Measures the effect on what the organization cares about--the BOTTOM LINE: Sales, productivity, profits Very difficult to assess but necessary to document Important to establish baseline data in order to document change
Strengths of Model
Easily understood within and outside of the field Well-established and utilized throughout industrial and other professional environments Used as basis for other evaluation models including Kaufman and Kellers Levels and Phillips ROI Model
Limitations of Model
Too simplistic Causal relationship between levels has not been proven Levels 1 and 2 are subject to bias, which may lead to erroneous conclusions Many organizations implement only Levels 1 & 2, thereby ignoring learning transfer which is arguably the most important outcome Levels of evaluation should be expanded beyond training to include performance improvement interventions
Summary