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Learning objectives
Components of OD process Diagnosis of the whole system The action i.e. Nature of OD interventions & analyzing discrepancies Phases of OD program
Components of OD process
Diagnosis
Action
Program Management
Diagnosis
The diagnostic component represents a continuous collection of data about the total system, its subunits, its processes, & its culture.
Action
Action plans are developed to correct problems seize opportunities & maintain areas of strength.
Program Management Consists of fact finding about the results of the actions.
Focuses on
Did the action have desired effects? Is the problem solved or the opportunities achieved?
COMPONENTS OF OD PROCESS
System Diagnosis Actions directed at problem/opportunity No1 Problem/Opportunity 1 Evaluation of effects of actions Problem solved/Opportunity realized Terminate actions
Problem solved / Opportunity not realized. Redefine problem; Initiate new actions Problem 4 solved; but new, related problem 5 develops, actions are directed at problem 5 Step 4 New actions/ interventions as needed
Problem 4 Evaluation
DIAGNOSIS
Diagnosis Defined
Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.
Questionnaires
One of the most efficient ways of collecting data Contain fixed-response questions about various features Administered to large numbers of people simultaneously Can be analyzed quickly Permit quantitative comparison and evaluation Data can easily be fed back to employees
Questionnaires
Major advantages Responses can be quantified and summarized Large samples and large quantities of data Relatively inexpensive Major potential problems Predetermined questions - no chance to change Over interpretation of data possible Response biases possible
Interviews
Interviews may be highly structured resembling questionnaires Interviews may be highly unstructured starting with general questions that allow the respondent to lead the way
Interviews Major advantages Adaptive - allows customization Source of `rich data Process builds rapport with subjects Major potential problems Relatively expensive Bias in interviewer responses Coding and interpretation can be difficult Self-report bias possible
Observations
A more direct way of collecting data Observe organisational behaviors in their functional settings
Observations
Major advantages Collect data on actual behaviour, rather than reports of behaviour Real time, not retrospective Adaptive Major potential problems Coding and interpretation difficulties Observer bias and questionable reliability Can be expensive
Unobtrusive measures
Data is not collected directly from respondents but from secondary sources Use records of absenteeism or tardiness, grievances, quantity and quality of production or service, financial performance and correspondence with key customers, suppliers or governmental agencies Helpful in diagnosing the organisation, group and individual outputs
Unobtrusive measures
Major advantages Non-reactive, no response bias High face validity Easily quantified Major potential problems Access and retrieval difficulties Validity concerns Coding and interpretation difficulties
Diagnostic activities- Activities designed to provide an account of things as they are needed for 2 reasons First- To know the state of things Second- To know the effects & consequences of actions.
Total Q) What is organizations culture? Q) Organization Are organizational goals and strategy understood and accepted? Q) What is organizations performance?
Q) What are the unique demands on this subsystem? Q) Are organization structures and processes related to unique demands? Q) What are the major problems confronting this subsystem?
Information sought
Q) What are major problems of the team? Q) How can team effectiveness be improved? Q) Do individuals know how their jobs relate to organizational goals?
Methods of Diagnosis
Individual interviews Group meeting to review the interview data Questionnaires Observation of staff meetings And other day- to-day operations Confrontation meetings, Organisation mirroring meetings Interviews of each subsystem followed by sharing the data Meetings or observations of interactions
Intergroup subsystems
Q) How does each subsystem see the other? Q) What problems do the two groups have in working together? Q) How can they collaborate to improve performance of both groups?
Information sought
Q) Do people perform according to organizations expectations? Q) Do they need particular knowledge or skills? Q) What career development opportunities do they have/ want/ need? Q) Is the role defines adequately? Q) What is the fit between person and role? Q) Is this the right person for this role?
Methods of Diagnosis
Interviews Information from diagnostic meetings Data available with HR department Role analysis , MBO Observations Interviews
Roles
(MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.
Process
1. 2. 3. 4. 5. 6. 7. Climate setting 45-60 min. Information Collecting 60 min. Information Sharing 60 min Priority setting and group action planning 75 min. Action Planning 60-120 minutes Immediate follow-up by top team 60-180 min. (Four-six weeks later) Progress review 120 minutes
Organizational Mirroring
Set of activities in which host group receives feedback about how it is perceived and regarded from reps across organization Intended to improve inter-group relationships
Process
1. 2. 3. Host group asks key reps from interface group to meet and provide feedback Pre- and post interviews by consultant to magnitude of issue(s), prepare participants and answer their questions At the actual session: 1. Opening remarks by manager of host group to set tone 2. Guests use fishbowl discussion to maintain natural flow; hosts listen 3. Hosts fishbowl discuss, ask for clarification from guests 4. Subgroups of guests and hosts form to address most important changes host group needs to make 5. Reconvene in large group to hear summaries of each sub group and form master task list 6. Action planning, tasks, responsible parties, completion dates established and agreed, concluding mirroring session 7. Follow-up meeting to assess and review progress
What to observe: communication power & influence roles conflict norms decision making problem solving leadership goal clarity task/maintenance
Q) What are the prevailing Questionnaires leadership styles? Q) What Interviews problems arise between superiors and subordinates? Q) Who is responsible for Interviews of key policy makers looking ahead and making long Group discussions term decisions? Q) Do they have Examination of historical records adequate tools and support? Q) Have the recent long range decisions been effective?
Diagnosis
The Marvin Weisbord Six-Box Model identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box. This model is still widely used by OD practitioners
Leadership
Environment
ACTION COMPONENT
Action Component
Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.
Actions
Interventions are the actions taken to produce desired changes. Four conditions that give rise to the need for OD interventions:
The organisation has a problem ( corrective action to fix it) Organization sees an unrealized opportunity ( enabling action to seize the opportunity) Features of organization are out of alignment ( alignment action to get things back in sync) Yesterdays vision is no longer good enough ( action for new vision actions to build necessary structures, processes and culture to make new vision a reality)
OD problem solving interventions tend to focus on real problems central to the organizational needs. OD interventions use several learning models not just one
Intervention strategies are based on results of the diagnostic process and the specified goals of the client system.
Interventions
Human process interventions
Individual Group based Inter-group based
Phases of OD program
Contracting Diagnosis Feedback
Entry
WARNER BURKE
Evaluation
Intervention
Planning change
Motivating Change
Creating a Vision Developing Political Support Managing the Transition Sustaining Momentum
Parallel learning structures are useful when the organization needs to:
Develop and implement organization-wide innovations Foster innovation and creativity within a bureaucratic system Capture the organizations collective expertise Support the exchange of knowledge and expertise among performers.
Organization
Parallel Structure
Phase 1: Initial definition of purpose & scope Phase 2:Formation of steering committee Phase 3:Communicating to organization members Phase 4:Formation & development of study groups Phase 5: The inquiry process. Phase 6:Identifying potential changes Phase 7:Experimental implementation of proposed changes Phase 8:Systemwide diffusion & evaluation