The process of Organisational Development comprises of follows steps and they are:1. 2. 3. 4. 5. 6. 7. 8. 9.

Initial Diagnosis Data Collection Data Feedback Selection of Interventions Implementation of interventions Action planning and problem solving Team Building Inter-Group Development Evaluation and Follow up

1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies within the organisation that can be corrected by OD activities then it is necessary to find out the professionally competent persons within organisation to plan and execute OD activities. The outside consultants can be also employed to help in diagnosing the problems and diagnosing OD activities. The consultants adopt various methods and that primarily includes interviews, questionnaires, direct observation, analysis of documents and reports for diagnosing the problem. 2. Data Collection: The survey method is employed to collect the data for determining organizational climate. It also helps in identifying the behavioural problems that are rising in the organisation. 3. Data Feedback: The collected data are analyzed and reviewed by various work groups that are formed for this purpose. It is done in order to intervene in the areas of disagreement or confrontation of ideas or opinions. 4) Selection of Interventions: The interventions can be described as the planned activities that are introduced into the system to achieve desired changes and improvements. The suitable interventions are to be selected and designed at this stage.

5) Implementation of Interventions: The selected intervention should be implemented progressively as the process is not a one shot, quick cure for organisational problems. Consequently, it achieves real and lasting change in the attitudes and behaviour of employees. 6) Action Planning and Problem Solving: To solve the specific and identified problems by using the collected data, groups prepare recommendations and specific action planning. 7) Team Building: The consultants explain the advantages of the teams in OD process and encourage the employees throughout the process to form into groups and teams.

8) Inter-group Development: After the formation of groups/teams, the consultants encourage the inter-group meetings, interaction etc.

9) Evaluation and follow up: The organisation should evaluate the OD programmes and should find out their utility, and develop the programmes further for correcting the deviations. The consultants make great significance to the organisation in this respect. The entire steps in the OD processes should be followed by the organisation in order to derive full range of OD benefits. ____________________________________________

Organization development (OD) is a deliberately planned effort to increase an organization's relevance and viability. [Vasudevan] has referred to OD as, future readiness to meet change, thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. OD is the framework for a change process designed to lead to desirable positive impact to all stakeholders and the environment. OD can design interventions with application of several multidisciplinary methods and research besides traditional OD approaches. [edit]Overview The purpose of OD is [to address perennial evolving needs of successful organizations] - a concerted collaboration of internal and external experts in the field to discover the process an organization can use to become more stakeholder effective. OD is a life-long, built-in mechanism to improve immunity of organization's health to renew itself inclusive principles, often with the assistance of a change agent or catalyst and the use of enabling appropriate theories and techniques from applied behavioral sciences, anthropology, sociology, and phenomenology. Although behavioral science has provided the basic foundation for the study and practice of OD, new and emerging fields of study have made their presence felt. Experts in systems thinking and organizational learning, mind maps, body mind synchronicity, structure of intuition in decision making, and coaching (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization. More importantly, the term change agent or catalyst is synonymous with the notion of a leader who is engaged in leadership - a transformative or effectiveness process - as opposed to management, a more incremental or efficiency based change methodology. Organization development is an ongoing, systematic process of implementing effective organizational change. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. Organization development is a growing field that is responsive to many new approaches includingPositive Adult Development. [edit]History Kurt Lewin (18981947) is widely recognized as the founding father of OD, although he died before [1] the concept became current in the mid-1950s. From Lewin came the ideas ofgroup dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-groups and groupbased OD emerged. Kurt Lewin played a key role in the evolution of organization development as it is known today. As early as World War II, Lewin experimented with a collaborative change process (involving himself as consultant and a client group) based on a three-step process of planning, taking action, and measuring results. This was the forerunner of action research, an important element of OD, which will be discussed later. Lewin then participated in the beginnings of laboratory training, or T-groups, and, after his death in 1947, his close associates helped to develop survey-research methods at

the University of Michigan. These procedures became important parts of OD as developments in this field continued at theNational Training Laboratories and in growing numbers of universities and private consulting firms across the country. Two of the leading universities offering doctoral [2] level degrees in OD are Benedictine University and the Fielding Graduate University. Douglas McGregor and Richard Beckhard while "consulting together at General Mills in the 1950's, the two coined the term organizational development (OD) to describe an innovative bottoms-up [3] change effort that fit no traditional consulting categories" (Weisbord, 1987, p. 112). The failure of off-site laboratory training to live up to its early promise was one of the important forces stimulating the development of OD. Laboratory training is learning from a person's "here and now" experience as a member of an ongoing training group. Such groups usually meet without a specific agenda. Their purpose is for the members to learn about themselves from their spontaneous "here and now" responses to an ambiguous hypothetical situation. Problems of leadership, structure, status, communication, and self-serving behavior typically arise in such a group. The members have an opportunity to learn something about themselves and to practice such skills as listening, observing [4] others, and functioning as effective group members. As formerly practiced (and occasionally still practiced for special purposes), laboratory training was conducted in "stranger groups," or groups composed of individuals from different organizations, situations, and backgrounds. A major difficulty developed, however, in transferring knowledge gained from these "stranger labs" to the actual situation "back home". This required a transfer between two different cultures, the relatively safe and protected environment of the T-group (or training group) and the give-and-take of the organizational environment with its traditional values. This led the early pioneers in this type of learning to begin to apply it to "family groups" that is, groups located within an organization. From this shift in the locale of the training site and the realization that culture was an important factor in influencing group members (along with some other developments in the behavioral [4] sciences) emerged the concept of organization development. [edit]Core

Values

Underlying Organizational Development are humanistic values. Margulies and Raia (1972) articulated the humanistic values of OD as follows: 1. Providing opportunities for people to function as human beings rather than as resources in the productive process. 2. Providing opportunities for each organization member, as well as for the organization itself, to develop to his full potential. 3. Seeking to increase the effectiveness of the organization in terms of all of its goals. 4. Attempting to create an environment in which it is possible to find exciting and challenging work. 5. Providing opportunities for people in organizations to influence the way in which they relate to work, the organization, and the environment. 6. Treating each human being as a person with a complex set of needs, all of which are [5] important in his work and in his life. [edit]Change

agent

A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance. The change agent is a behavioral scientist who knows how to get people in an organization involved in solving their own problems. A change agent's main strength is a comprehensive knowledge of human behavior, supported by a number of intervention techniques (to be discussed later). The change agent can be either external or internal to the organization. An

internal change agent is usually a staff person who has expertise in the behavioral sciences and in the intervention technology of OD. Beckhard reports several cases in which line people have been trained in OD and have returned to their organizations to engage in successful change [6] assignments. In the natural evolution of change mechanisms in organizations, this would seem to approach the ideal arrangement. Qualified change agents can be found on some university faculties, or they may be private consultants associated with such organizations as the National Training Laboratories Institute for Applied Behavioral Science (Washington, D.C.) University Associates (San Diego, California), the Human Systems Intervention graduate program in the Department of Applied Human Sciences (Concordia University, Montreal, Canada), Navitus (Pvt) Ltd (Pakistan), and similar organizations. The change agent may be a staff or line member of the organization who is schooled in OD theory and technique. In such a case, the "contractual relationship" is an in-house agreement that should probably be explicit with respect to all of the conditions involved except the fee. [edit]Sponsoring

organization

The initiative for OD programs comes from an organization that has a problem. This means that top management or someone authorized by top management is aware that a problem exists and has decided to seek help in solving it. There is a direct analogy here to the practice of psychotherapy: The client or patient must actively seek help in finding a solution to his problems. This indicates a willingness on the part of the client organization to accept help and assures the organization that [7] management is actively concerned. [edit]Applied

behavioral science

One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a "helping relationship." Some believe that the change agent is not a physician to the organization's ills; that s/he does not examine the "patient," make a diagnosis, and write a prescription. Nor does she try to teach organizational members a new inventory of knowledge which they then transfer to the job situation. Using theory and methods drawn from such behavioral sciences as industrial/organizational psychology, industrial sociology, communication, cultural anthropology, administrative theory, organizational behavior, economics, and political science, the change agent's main function is to help the organization define and solve its own problems. The basic method used is known as action research. This approach, which is described in detail later, consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the [8] client group, action planning based on the data, and taking action. [edit]Systems

context

OD deals with a total system the organization as a whole, including its relevant environment or with a subsystem or systems departments or work groups in the context of the total system. Parts of systems, for example, individuals, cliques, structures, norms, values, and products are not considered in isolation; the principle of interdependency, that is, that change in one part of a system affects the other parts, is fully recognized. Thus, OD interventions focus on the total culture and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of group influences rather than [7] personality. [edit]Improved

organizational performance

The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This would include such things as improved interpersonal and group

processes, more effective communication, enhanced ability to cope with organizational problems of all kinds, more effective decision processes, more appropriate leadership style, improved skill in dealing with destructive conflict, and higher levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results. [edit]Organizational

self-renewal

The ultimate aim of OD practitioners is to "work themselves out of a job" by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is [7] consistent with the systems concept of feedback as a regulatory and corrective mechanism. [edit]Understanding

organizations

Weisbord presents a six-box model for understanding organization: 1. Purposes: The organization members are clear about the organizations mission and purpose and goal agreements, whether people support the organization purpose. 2. Structure: How is the organizations work divided up? The question is whether there is an adequate fit between the purpose and the internal structure. 3. Relationship: Between individuals, between units or departments that perform different tasks, and between the people and requirements of their jobs. 4. Rewards: The consultant should diagnose the similarities between what the organization formally rewarded or punished members for. 5. Leadership: Is to watch for blips among the other boxes and maintain balance among them. 6. Helpful mechanism: Is a helpful organization that must attend to in order to survive which as planning, control, budgeting, and other information systems that help organization member [9] accomplish. [edit]Modern

development

In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its [10] "founding fathers" are discussing critically. With this call for reinvention and change, scholars have begun to examine organizational [11] development from an emotion-based standpoint. For example, deKlerk (2007) writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. deKlerk (2007) suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning.

The use of new technologies combined with globalization has also shifted the field of organization development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools. [edit]Action

research

Wendell L French and Cecil Bell defined organization development (OD) at one point as "organization [8] improvement through action research". If one idea can be said to summarize OD's underlying philosophy, it would be action research as it was conceptualized by Kurt Lewin and later elaborated and expanded on by other behavioral scientists. Concerned with social change and, more particularly, with effective, permanent social change, Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are more likely to adopt new ways. "Rational social management", he said, "proceeds in a spiral of steps, each of which is [12] composed of a circle of planning, action, and fact-finding about the result of action".

Figure 1: Systems Model of Action-Research Process

Lewin's description of the process of change involves three steps:

[12]

"Unfreezing": Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change. "Changing": The situation is diagnosed and new models of behavior are explored and tested. "Refreezing": Application of new behavior is evaluated, and if reinforcing, adopted. Figure 1 summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together. The principal elements of this stage include a preliminary diagnosis, data gathering, feedback of results, and joint action planning. In the language of systems theory, this is the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it may need outside help to effect changes, and shares with the consultant the process of problem diagnosis. The second stage of action research is the action, or transformation, phase. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization. As shown in Figure 1, feedback at this stage

would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps are carried out on the job as part of [4] the transformation stage. The third stage of action research is the output, or results, phase. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (see Figure 1). Major adjustments and reevaluations would return the OD project to the first, or planning, stage for basic changes in the program. The actionresearch model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in [12] the diagram, the planning stage is a period of unfreezing, or problem awareness. The action stage is a period of changing, that is, trying out new forms of behavior in an effort to understand and cope with the system's problems. (There is inevitable overlap between the stages, since the boundaries are not clear-cut and cannot be in a continuous process). The results stage is a period of refreezing, in which new behaviors are tried out on the job and, if successful and reinforcing, become a part of the system's repertoire of problem-solving behavior. Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically. Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not pursued as rigorously as in the laboratory, is nevertheless an integral part of the process. Action research also sets in motion a long-range, cyclical, self-correcting mechanism for maintaining and enhancing the effectiveness of the client's system by leaving the [ system with practical and useful tools for self-analysis and self-renewal.

Organizational diagnosis
In the field of Organizational Development there are many activities and disciplines. One of those is the area of organizational diagnosis and the use of structured organizational diagnostic tools. The effective diagnosis of organizational culture, and structural and operational strengths and weaknesses are fundamental to any successful organizational development intervention. As [1] Beckhard said in the preface to his seminal work ... in our rapidly changing environment, new organization forms must be developed; more effective goal-setting and planning processes must be learned, and practiced teams of independent people must spend real time improving their methods of working, decision-making and communicating. Competing or conflicting groups must move towards a collaborative way of work. In order for these changes to occur and be maintained, a planned, managed change effort is necessary - a program oforganizational development. This was written in 1969 and while much has been learnt it is just as true today.

Since the beginnings of organizational development as a profession, diagnosis has moved from the purely behavioral towards a strategic and holistic business diagnostic approach. Moving away from looking at human interventions in isolation, to exploring the interactions of people in the context in which they operate. equally as organizations are increasingly collaborative in nature, the traditional silo approach to diagnostics is becoming increasingly rare. Organizational development and in particular the diagnostic phase of activities is spreading from the occupational psychologists towards main stream business. This is important for OD practitioners as the role is increasingly holistic [edit]The

Consulting Process

The organizational Diagnostic phase is often integrated within an overall OD process, commonly called 'a consulting process'. An example of such a process is: Entry --> Diagnosis --> Action Planning --> Implementation --> Termination
[2]

As the second phase in the consulting cycle, it is also the first fully operational phase of the consulting process or cycle. The purpose of the diagnosis is to examine the problem faced by the organization in detail, to identify factors and forces that are causing the problem and to prepare the collected information to decide how to implement possible solutions to the identified problems. The diagnosis of the problem is a separate phase from the solutions themselves. [edit]Organizational

diagnostic tools

The organizational diagnostics system

Action research

Action research
From Wikipedia, the free encyclopedia

For the British charity formerly named Action Research, see Action Medical Research. For the academic journal titled Action Research, see Action Research (journal). Action research or participatory action research is a research initiated to solve an immediate problem or a reflective process of progressive problem solving led by individuals working with others in teams or as part of a "community of practice" to improve the way they address issues and solve problems. Action research involves the process of actively participating in an organization change situation whilst conducting research. Action research can also be undertaken by larger organizations or institutions, assisted or guided by professional researchers, with the aim of improving their strategies, practices, and knowledge of the environments within which they practice. As designers and stakeholders, researchers work with others to propose a new course of action to help their community improve its work practices. Kurt Lewin, then a professor at MIT, first coined the term action research in 1944. In his 1946 paper Action Research and Minority Problems he described action research as a comparative research on the conditions and effects of various forms of social action and research leading to social action that uses a spiral of steps, each of which is composed of a circle of planning, action, and fact-finding about the result of the action

Action research in organization development

Wendell L. French and Cecil Bell define organization development (OD) at one point as "organization [1] improvement through action research". If one idea can be said to summarize OD's underlying philosophy, it would be action research as it was conceptualized by Kurt Lewin and later elaborated and expanded on by other behavioral scientists. Concerned with social change and, more particularly, with effective, permanent social change, Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are more likely to adopt new ways. "Rational social management", he said, "proceeds in a spiral of steps, each of which is [2] composed of a circle of planning, action, and fact-finding about the result of action".

Figure 1: Systems Model of Action-Research Process

Lewin's description of the process of change involves three steps: Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.Changing: The situation is diagnosed and new models of behavior are explored and tested.Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted.Figure 1summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together. The principal elements of this stage include a preliminary diagnosis, data gathering, feedback of results, and joint action planning. In the language of systems theory, this is the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it may need outside help to effect changes, and shares with the consultant the process of problem diagnosis. The second stage of action research is the action, or transformation, phase. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization. As shown in Figure 1, feedback at this stage would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps [3] are carried out on the job as part of the transformation stage. The third stage of action research is the output, or results, phase. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (see Figure 1). Major adjustments and reevaluations would return the OD project to the first, or planning, stage for basic changes in the program. The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates

[2]

other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is [2] a period of unfreezing, or problem awareness. The action stage is a period of changing, that is, trying out new forms of behavior in an effort to understand and cope with the system's problems. (There is inevitable overlap between the stages, since the boundaries are not clear-cut and cannot be in a continuous process). The results stage is a period of refreezing, in which new behaviors are tried out on the job and, if successful and reinforcing, become a part of the system's repertoire of problemsolving behavior. Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically. Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not pursued as rigorously as in the laboratory, is nevertheless an integral part of the process. Action research also sets in motion a long-range, cyclical, self-correcting mechanism for maintaining and enhancing the effectiveness of the client's system by leaving the system with practical and useful tools for self-analysis and self-renewal.

____________________________________________________
ORGANIZATIONAL DEVELOPMENT PROCESS The Organizational Development (OD) process is complicated and it takes long time to complete the process. It takes minimum of one year and sometimes continues indefinitely. There are different approaches to OD process but the typical process consists of seven steps, viz., initial diagnosis, data collection, data feedback and confrontation, action planning and problem solving, team building, inter group development and evaluation and followup. 1. Initial Diagnosis: If executives recognize that there are inadequacies within organization which can be corrected by OD activities, it is necessary to find out the professional and competent people within the organization to plan and execute OD activities. If competent people are not available within the organization the services activities are to be taken. The consultants adopt various methods including interviews, questionnaires, direct observation, analysis of documents and reports for diagnosing the problem. 2. Data Collection: Survey method is used to collect the data and information for determining organizational climate and identifying the behavioral problems. 3. Data Feedback and Confrontation: Data collected are analyzed and reviewed by various work groups formed from this purpose in order to mediate in the areas of disagreement or confrontation of ideas or opinions and to establish priorities. 4. Selection and Design of Interventions: The interventions are the planned activities that are introduced into the system to accomplish desired changes and improvements. At this stage the suitable interventions are to be selected and designed. 5. Implementation of Intervention: The selected intervention should be implemented. Intervention may take the form of workshops, feedback of data to the participants, group discussions, written exercises, on-the-job activities, redesign of control system etc. Interventions are to be implemented steadily as the process is not a one-short, quick cure? for organizational malady. But it achieves real and lasting change in the attitudes and behavior of employees. 6. Action Planning and problem Solving: Groups prepare recommendations and specific action planning to solve the specific and identified problems by using data collected. 7. Team Building: The consultants encourage the employees throughout the process to form into groups and teams by explaining the advantages of the teams in the OD process, by arranging joint meetings with the managers, subordinates etc. 8. Inter group Development: The consultants encourage the inter group meetings, interaction etc., after the formation of groups/teams. Conclusion: The organization finally has to evaluate the OD programs, find out their utility, and develop the programs further for correcting the deviations and/or improved results. The consultants help the organization in this respect. All the steps in the OD processes should be followed by the organization in order to derive full range of OD benefits.

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Fundamentals of Organization Development : Chapter 22 Organization development (OD) is one of the most significant developments in the field of organizational behavior in recent years. OD began to evolve as a distinct field of study in the 1940s when behavioral scientists in the US and Britain made efforts to resolve problems facing modern organizations. OD has been defined in different ways by different behavioral scientists and applies the knowledge and practice of behavioral science to improve the effectiveness of organizations. OD

has four prominent approaches: laboratory training, survey research and feedback, action research, and Tavistock socioclinical and sociotechnical approaches. According to French and Bell, the nature of OD can be explained on the basis of foundations of OD and by understanding the OD process and its components. The various characteristics of OD which comprise its foundations are that it is an ongoing process, a form of applied behavioral science, and constitutes a normative-re-educative strategy for change. It uses a systems approach towards understanding organizations, is a data-based problem-solving model, and an experience-based learning model. Finally, it emphasizes goal setting and planning and involves intact work teams.

The components of an OD process are the diagnostic component, action or intervention component and the process-maintenance component. The diagnostic component tries to find out about the original state of the system and how the remedial action plans could affect them. The action or intervention component refers to the various OD interventions which try to improve the effectiveness of the organizational functioning. The process-maintenance component helps in keeping the process of OD relevant and manageable.

In order for an OD program to succeed, various issues in the client-consultant relationship have to be addressed. These include establishing the initial contract, identifying the actual client, establishing trust, clarifying the role of the consultant, determining the appropriate depth of intervention, examining the effect of the consultant being influenced by the client organization's culture, the ability of the consultant to act as a model, viewing the consultant teams as a microcosm, applying action research to the process of OD, reducing dependency on the consultant and terminating the relationship, ethical dilemmas in OD practice, and implications of OD for the client

OD-What it is
Organization Development (OD) is a long-range effort to develop an organization's culture & productivity. It involves problem-sowing and renewal processes, particularly through a more effective and collaborative management of organization culture - with the assistance of a OD Practitioner and the use of the most up-todate, internationally proven, and recognized theory and technology.

What it tries to accomplish

Organization Development - a planned, systematic process in which applied behavioral science principles and practices are introduced into an ongoing organization toward the goals of effecting organization improvement, greater organizational competence, and greater organizational effectiveness. The focus is on organizations and their improvement, that is, the focus is on total system development through implementation of modem management concepts and theories.

Why
Problems of lack of cooperation between sub units, increasing complaints from customers, sagging morale, and rapidly increasing costs, poor quality induced Briddhi - Industrial & Marketing Consultants, not only to confine within suggestion but also to move on to the implementation and control of the most upto-date and proven technical know how in the organization to improve the situation. That is why, Organization Development is considered to be an indispensable part for continuous development of an organization in recent days.

Core of OD
At the heart of organizational development is the concern for the vitalizing, energizing, actualizing, activating, and renewing of organizations through technical and human resources. Organizational self-renewal refers to the avoidance of organizational decay and senility; the regaining of vitality, creativity, and innovation: the furtherance of flexibility and adaptability; the establishment of conditions that encourage individual motivation, development and fulfillment; and `the process of bringing results of change into line of achieving organizational goal."

OD-What Characteristics and Components it has

The diagnostic Component : Diagnosing the System and its Processes The Action Component : intervening in the Client System The Process Maintenance Component : Maintaining & Managing the OD Process itself Preliminary Diagnosis Data Gathering from the Client Group, Data Feedback to the Client Group, Data Exploration by the Client Group, Action Planning, and Implementation & Control

Implementation of OD
Implementation of an OD program requires attention to three operations that we call the basic components or elements of an OD program in operation: the diagnostic component, representing a continuous collection of system data, focuses on the total system, its subsystems, and system processes; the action ( or intervention) component consists of all the activities of OD Practitioners and system members designed to improve the organizations functioning; and the processmaintenance component encompasses the activities oriented toward maintenance and management of the OD process itself.

Support from Top management

Successful organization development efforts require skillful interventions, a systems view, top management support and involvement, an open and shared technology and value system, and a long-rage perspective. In addition, to be sustained, changes stemming from organization development must be linked to changes in such organization sub-systems as the appraisal, reward, staffing, bargaining, and leadership subsystems. We have three points to make relative to whether or not OD will be a passing fad. First, we are convinced that OD will be around and will survive for many years to come; second, current OD technology will undoubtedly be superseded by additional or modified practices as the years unfold; and third, there will always be a need for something like OD. OD is fully committed responses to the needs of both individuals and organizations for improvement strategies that will bring individual aspirations and organizational objectives together and there will always a aspiration for growth achievement.

Future of OD
The future viability of organization development efforts has many dimensions, including the degree to which the OD efforts accurately reflect the perceptions, concerns, and aspirations of the participating members. Other dimensions include the degree to which OD practitioners are innovative and successful in helping bring about congruence with other programs aimed at organization improvement, such as job enrichment, work simplification, and management by objectives; the degree to which theorists and practitioners develop additional conceptual models; and the quality and extent of research on the effectiveness of various intervention strategies.

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lide 1: OD Process

Learning objectives : 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 Components of OD process Slide 4: The diagnostic component represents a continuous collection of data about the total system, its subunits, its processes, & its culture. Diagnosis Focus of clients major concerns : Focus of clients major concerns What are strengths? Its problem areas? Its unrealized opportunities? Is there any discrepancy between the vision of desired future & the current situation? (Diagnosis identifies strengths, opportunities & problem areas) Slide 6: Action plans are developed to correct problems seize opportunities & maintain areas of strength. Action Focuses on : Consists of fact finding about the results of the actions. Program Management Focuses on Did the action have desired effects? Is the problem solved or the opportunities achieved? Slide 8: COMPONENTS OF OD PROCESS Slide 9: DIAGNOSIS Slide 10: 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. Slide 12: Major methods forcollecting data Questionnaires Interviews Observations Unobtrusive methods Slide 13: 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 Slide 14: 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 Interviews may be highly structured resembling questionnaires Interviews may be highly unstructured starting with general questions that allow the respondent to lead the way Slide 16: 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 Slide 18:

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 Slide 19: 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 Slide 20: 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 : Diagnostic activities- Activities designed to provide an account of things as they are needed for 2 reasons FirstTo know the state of things Second- To know the effects & consequences of actions. Diagnosing the System : Diagnosing the System Slide 23: Diagnosing the System Slide 24: Diagnosing the System (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. The Confrontation Meeting : The Confrontation Meeting What is a confrontation meeting? One day meeting of entire management of an organization in which they take a reading of their own organizational health Slide 26: Process 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 Slide 27: When is it appropriate to conduct a confrontation meeting? Need for the total management group to examine its own workings Very limited time available for the activity Top management wishes to improve conditions quickly Real commitment by top management to resolve the issue Organization is experiencing , or has recently experienced, some major change Organizational Mirroring : 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 Slide 29: Process 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: Opening remarks by manager of host group to set tone Guests use fishbowl discussion to maintain natural flow; hosts listen Hosts fishbowl discuss, ask for clarification from guests Subgroups of guests and hosts form to address most important changes host group needs to make Reconvene in large group to hear summaries of each sub group and form master task list Action planning, tasks, responsible parties, completion dates established and agreed, concluding mirroring session Follow-up meeting to assess and review progress Slide 31: The Fishbowl Technique What to observe: communication power & influence roles conflict norms decision making problem solving leadership goal clarity task/maintenance Slide 32: Diagnosing the Process

Slide 33: Diagnosing the Process Diagnosis : 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 Six-Box Organizational Model : Six-Box Organizational Model Purposes: What Business Are we in? Leadership Helpful Mechanisms: Do we have adequate technologies? Rewards: Do all needed tasks have incentives? Structure: How do we divide up the work? Relationships: How Do we manage conflict Among people? With technologies? Environment Third wave consulting : Third wave consulting First wave refers to AGRICULTURAL REVOLUTION Second wave refers to INDUSTRIAL REVOLUTION Third wave refers to the INFORMATION & TECHNOLOGICAL REVOLUTION Weisbord identifies 4 useful practices" for the third wave consultant : Weisbord identifies 4 useful practices" for the third wave consultant Assess the potential for action (look for situations with committed leadership, good business opportunities, & energized people) Get the whole system in the room Focus on the future Structure tasks that people can do themselves ACTION COMPONENT : ACTION COMPONENT 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 : 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) The nature of OD interventions : The nature of OD interventions OD interventions focus on real problems rather than hypothetical problems. Real set of individuals involved in the group & the group are the problem solvers. Planning actions, executing actions & evaluating the consequences of actions of actions are integral to OD. The interventions activities have 2 goals An educational goal An accomplishing goal OD problem solving interventions tend to focus on real problems central to the organizational needs. OD interventions use several learning models not just one Slide 42: Intervention strategies are based on results of the diagnostic process and the specified goals of the client system. Slide 43: Interventions Human process interventions Individual Group based Inter-group based Techno structural interventions Balance score card BPR Outsourcing downsizing Slide 44: Example: Team Building (Group based) Special teams Diagnostic meetings Team building focused on goal setting, decision making, problem solving etc. Building & mainitaining effective interpersonal relationships Team building focused on task accomplishment Role negotiation Analyzing discrepancies (gaps) : Analyzing discrepancies (gaps) What is happening Where one is Where one wants to be What should be happening The Program Management : The Program Management

Phases of OD program : Phases of OD program Entry Contracting Diagnosis Feedback Evaluation Intervention Planning change WARNER BURKE A model for Managing Change : Program Management Cummings and Worley identified 5 sets of activities required for effective change management: A model for Managing Change Slide 49: Motivating Change Managing the Transition Developing Political Support Creating a Vision Sustaining Momentum Effective Change Management Program Management Contd.. : Program Management Contd.. John P. Kotter Kotters 8-stage process for managing organizational change: Establishing a sense of urgency Creating a guiding coalition Developing a vision and strategy Communicating the change vision Empowering a broad base of people to take action Generating short term wins Consolidating gains and producing even more change Anchoring (institutionalizing) the new approaches into the culture 1 2 3 4 5 6 7 8 HBR, Mar-Apr 1995, p.61 Parallel Learning Structures : Parallel Learning Structures A structure (specific division and coordination of labor) is created that operates sideby-side with the formal hierarchy and structure with the goal of increasing organizations learning. These are the devices for introducing & managing change in large bureaucratic organizations Slide 52: 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. Slide 54: 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

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