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The foundations and future of organization development (od)
1. THE FOUNDATIONS AND FUTURE
OF ORGANIZATION DEVELOPMENT
Presented by Sandhya Johnson
2. Discussion Topics
Introduction
Defining Organization Development
Characteristics and Values of OD
Section I – Foundations of Organization Development
Origins of OD
The system aspects of OD
Timeline and contributions of key OD Thinkers
Section II – Future Directions of Organization Development
Contrasting Diagnostic and Dialogic Organization Development
A “new” OD – Implications for the OD field
Concluding Thoughts
3. Defining Organization Development
Theorist Definition WHAT HOW WHY WHO
Beckhard (1969) An effort (1) planned, (2) organization-wide, (3) managed from the top, Planned effort, Using behavioral To increase Managed from
to increase organizational effectiveness and health through (5) planned organization- science knowledge organizational the top
interventions in the organization’s processes using behavioral science wide effectiveness and
knowledge interventions health
Cole (1973) Organization development is the knowledge and skill necessary to Program of Using behavioral To build greater
implement a program of planned change using behavioral science planned change science concepts organizational
concepts for the purpose of building greater organizational effectiveness
effectiveness
Burke (1982) Organization development is a long-range effort to improve an Long-range Assistance of a To improve an
organization’s problem solving and renewal processes, particularly effort change agent, or organization’s problem
through a more effective and collaborative management of an catalyst, and the use solving and renewal
organization’s culture, with special emphasis on the culture of formal of the theory and processes, through a
work teams, and with the assistance of a change agent, or catalyst, technology of more effective and
and the use of the theory and technology of behavioral science, behavioral science, collaborative
including action research including action management of an
research organization’s culture,
with special emphasis
on the culture of formal
work teams
French & Bell (1999) Organization development is a long-term effort, led and supported by Long-range using the consultant- to improve an Led and
top management, to improve an organization’s visioning, effort facilitator role and organization’s supported by
empowerment, learning, and problem-solving processes, through an the theory and visioning, top
ongoing, collaborative management of organization culture-with special technology of empowerment, management
emphasis on the culture of intact work teams and other team applied behavioral learning, and problem-
configurations – using the consultant-facilitator role and the theory and science, including solving processes
technology of applied behavioral science, including action research action research
Bradford, Burke, Organization development is a system-wide and values-based system-wide and applying behavioral adaptive development, collaborative
Seashore, & Worley collaborative process of applying behavioral science knowledge to the values-based science knowledge improvement, and
(2004) adaptive development, improvement, and reinforcement of such process reinforcement of such
organizational features as the strategies, structures, processes, organizational features
people, and cultures that lead to organizational effectiveness as the strategies,
structures, processes,
people, and cultures
that lead to
organizational
effectiveness
Warrick, D. D. (2005) Organization development from the view of the Experts, in Rothwell, W J and Sullivan, Roland (pages 164-186).
4. Characteristics and Values of Organization
Development
Warrick (2005) from his research on OD identified the following 13 characteristics and 15 values of OD
Characteristics of OD Values of OD
1. Recognizes what you change and how you change as 1. Development
equally important and emphasizes health, effectiveness, 2. Professionalism
and adaptability of an organization. 3. Helping people and organizations
2. OD can be used with all sizes of organizations and at all 4. Respect to all individuals
levels of an organization 5. Inclusion, collaboration and participation
3. Recognizes the dynamic process of change and that 6. Open , honest and candid communications
change takes time and quick fix solutions rarely last. 7. Authenticity
4. Approaches change from systems or big picture 8. Inquiry
perspective and considers interrelatedness of various 9. Community
systems and components. 10. Diversity
5. OD is an interdisciplinary approach and draws heavily 11. Personal and organization awareness, growth
from behavioral science knowledge. and learning
6. OD is data driven. 12. Experimentation
7. OD uses action research process and involves key stake 13. Creating a realistic hope
holders. 14. Integrity
8. OD is typically facilitated by professionally trained change 15. Confidentiality
agents who believe in helping others to discover solutions
to their own issues than dictating what should be done.
9. OD is a value driven approach that seeks to instill values
and build cultures that bring out the best in people.
10. OD is collaborative top down and bottom up process.
11. OD is an education based strategy.
12. OD is committed to transference of knowledge and skills
13. OD emphasizes the importance of reliable feedback in
monitoring and managing the change process.
Warrick, D. D. (2005) Organization development from the view of the Experts, in Rothwell, W J and Sullivan, Roland (pages 164-186).
6. Origins of OD Timeline
OD started with small
groups and action research
as a means for creating
organizational change. This
was followed by an
emphasis on changing the
individual and leadership.
Finally there was
recognition that change
had to be done with taking
the whole system into
account both internally and
externally. This is how the
field presents itself today.
Rothwell, W. J. and Sullivan,Rolland (2005), Practicing Organization Development: A Guide for Consultants, Second edition, San Francisco, Pfeiffer, John Wiley and Sons.
7. Linking the System Characteristics of Healthy Organizations
to Organization Development efforts
Conceptualizing Characteristics of Healthy Characteristics of OD efforts Operational Goals of OD Conditions that call for OD
Organizations as Systems Organizations efforts
Open System Organization and its parts There is a planned To develop a self- Incomplete
(composed of several parts, interact with each other and program involving the renewing viable system understanding of the
which are in interaction with with a larger environment. whole system multiple causes of a
one another) Organization maintains integrity Goals are related to the problem
and uniqueness in an organization’s mission Need to change cultural
interdependent environment norms
Boundaries Form follows function (the OD efforts work primarily To organize itself Coping with a problem
(permeable boundaries from problem, or task, or project with groups differently depending on after a merger or
which energy, matter, or determines how the human the task acquisition
information are exchanged) resources are organized) Need to change
structure and roles
Improve inter-group
collaboration
Feedback Mechanisms Communication is undistorted. Usually relies on some To build in continuous Need to change
(Various parts or components People share facts including form of experienced-based feedback regarding the managerial strategy
adjust to other parts or feelings learning activities way a system or Need to make the
components) Individuals and groups learn Activities are action subsystem is operating organizational climate
from their own experiences oriented To reach a point where more consistent with
decisions are made individual needs and
based on the source of the needs of the
information rather than environment
role
Entropy Individuals manage their work Focuses on changing To create conditions is Change in motivation of
(running down of the system if against goals and plans for attitudes and/or behavior brought out and managed the workforce
sources of energy are not achievement of these goals Need for better planning
maintained – i.e. human effort Constant efforts exist at all
and motivation) levels to resolve conflict
situations
Homeostasis (maintains An internal climate of support It is a long-term effort To move toward high Adaptation to new
internal balances when faced and freedom from threat The top of the organization collaboration and low environment
with internal / external threats) is committed to the competition between
program interdependent units
8. Timeline of Key OD Thinkers
FIRST WAVE SECOND WAVE
(Pioneers)
1940 - 1959 1960 - 1979 1980 -1999 2000 - Current
Eric Trist
Kurt Lewin David Harrison
Cooperrider Owen
Appreciative Open
Socio-
Laboratory Inquiry Space
Technical
Training Systems
Rensis Edgar
Likert Schein
Marvin Weisbord
The Survey
Tavistock Feedback Group Future
Method Process Search
Wilfred Bion Consultation Winner 2011: Outstanding
Global work Award (OD
Network)
9. Contributions of Key OD Thinkers
FIRST WAVE SECOND WAVE
(Pioneers)
1. David Cooperrider (Appreciative Inquiry):
1. Kurt Lewin (Laboratory Training):
A method that looks at the positive aspects of “what is
First laboratory-training sessions
working” in the organization through storytelling and
The concept of T-groups (“here-and-now” sessions)
extrapolates from these stories the “more” that is needed to
Small group trainings initially called “sensitivity
sustain the positive into the future. Combines data collection
training sessions,” designed to sensitize participants
with large-group meetings where the stories gathered are
to the forces of group dynamics (like decision making
used as building blocks to design new initiatives for the
and conflict resolution)
future.
2. Wilfred Bion (Tavistock Method):
2. Edgar Schein (Process Consultation):
Presented the notion that when the leader fails to
Indicates that consultants should ask the following questions
take responsibility for the group’s output, participants
about communication in the team: (1) who communicates?
will predictably react to the authority figure with one
How often? For how long? (2) Who communicates to whom?
of three behavioral options – fight, flight, or pairing.
(3) Who talks to whom? Who interrupts whom?
When the leader takes responsibility, the participants
are more likely to respond with a fourth option that
3. Marvin Weisbord (Future Search):
Bion called work.
Planning meeting that helps people transform their capability
for action very quickly. People tell stories about their past,
3. Eric Trist (Socio-Technical Systems):
present and desired future. Through dialogue they discover
An organization is simultaneously a social (i.e.
their common ground. Only then do they make concrete
people who interact) and a technical system (those
action plans.
systems that produce something tangible).
4. Harrison Owen (Open Space Technology):
4. Rensis Likert (Survey Research and Feedback):
Comes from research dealing with self-organization,
Demonstrated how information can be collected from
complex adaptive systems, etc.
members of an organization and used as the basis
Participant chairs arranged in a circle; a "bulletin board" of
for participative problem solving and action planning
issues and opportunities posted by participants; a
Advocated pursuit of a norm for organizational
"marketplace" with many breakout spaces that participants
functioning (System 4) that has since prompted
move freely between, learning and contributing as they
others to pursue similar norms for organizations.
"shop" for information and ideas; a "breathing" or "pulsation"
pattern of flow, between plenary and small-group breakout
sessions.
10. SECTION II
Future Directions of
Organization Development
11. Contrasting Diagnostic and Dialogic
Organization Development
DIAGNOSTIC OD DIALOGIC OD
Influenced by Classical science, positivism, and Interpretive approaches, social
modernist philosophy constructionism, critical and
postmodern philosophy
Dominant organizational construct Organizations are like living systems Organizations are meaning-making
systems
Ontology and epistemology Reality is an objective fact Reality is socially constructed
There is a single reality There are multiple realities
Truth is transcendent and Truth is immanent and emerges from
discoverable the situation
Reality can be discovered using Reality is negotiated and may involve
rational and analytic processes power and political processes
Constructs of Change Usually teleological Often dialogical or dialectical
Collecting and applying valid data Creating containers and processes to
using objective and problem-solving produce generative ideas leads to
methods leads to change change
Change can be created, planned, and Change can be encouraged but is
managed mainly self-organizing
Change is episodic, linear, and goal Change may be continuous and/or
oriented cyclical
Focus of Change Emphasis on changing behavior and Emphasis on changing mindsets and
what people do what people think
Bushe, G. and Marshak, R.J. (2009). “Revisioning organization development: Diagnostic and dialogic premises and patterns of practices.”
Journal of Applied Behavioral Science. Volume 45 (3)
12. Kegan’s Orders of Consciousness
STAGE SUBJECT OBJECT UNDERLYING
(Structure of Knowing) (Content of Knowing) STRUCTURE
1 Perceptions Movement Single point
SOCIAL PERCEPTIONS Sensation
Impulses
2 Concrete Perceptions Durable category
POINT OF VIEW SOCIAL PERCEPTIONS
Enduring Dispositions Impulses
3 Abstractions Concrete Cross categorical /
Traditional Trans-categorical
MUTUALITY/INTERPERSONALISM Relationship POINT OF VIEW
Self-consciousness Enduring Dispositions
4 Abstract Systems / Ideology Abstractions System / Complex
Modernism
INSTITUTION Relationship-Regulating Forms MUTUALITY/INTERPERSONALISM Relationship
Self-authorship Self-consciousness
5 Dialectical Abstract Systems / Ideology Trans-System / Trans-
Post-Modernism complex
INTER-INSTITUTIONAL INSTITUTION Relationship-Regulating Forms
Self-transformation Self-authorship
Kegan, R. (1994). In over our heads: The mental demands of modern life. Cambridge, MA: Harvard University Press.
13. The Five Orders of Organizations
Evolution of Organization Team Individual Leadership Underlying
Organizations Level Level Level Level Assumptions
First order Organization is Individualistic Obedience Autocratic / Price is the competitive
Organizations secondary Command-and- advantage
control
(Do as I say)
Second order Mechanistic, Work groups Loyalty Bureaucratic Product is the
Organizations scientific (Follow the rules) competitive advantage
management view
of organizations
Third Order Organization is a Intergroup relations Involvement Task Leader People are the
Organizations system (Here is what to do competitive advantage
and how to do it)
Fourth Order Organization is a Intercompany Engagement Facilitator Processes, Structures,
Organizations system of relationships (You are and cutting edge
systems empowered) technology are key to
the success of an
organization
Fifth Order Organization is a Geographically Agility Builder of learning Predictive
Organizations dynamic web of dispersed team / organization (Here Capabilities i.e.
complex systems Virtual teams is our purpose and Customer / market
direction – I will intimacy and innovation
guide and coach) are the main drivers of
organizational success
14. Mapping OD approach and Methodologies to
Order of Organizations
Orders of Type of Type of OD Approach OD Methodology Level of Change
Organization Organization
s
First order N/A N/A N/A Change is not viewed as
Organizations desirable
Second order Mechanistic, Foundational OD: Values collaborative decision T-groups, task-oriented team Incremental (moderate
Organizations scientific making, giving people in groups the opportunity to development and other single adjustments to an individual
management freely make informed choices cycle action research projects or group)
view of that focus on a group of
organizations individuals
Third Order Organization as Diagnostic OD: Data is gathered to compare a Survey feedback, Socio-technical Transactional / Evolutionary
Organizations an open or living given team or organization against a prescriptive systems analysis, Process (Re-engineering and
system model or desired future state. Consultation, and other reinventing current
diagnostic models that assume organization-wide activities)
there are optimal kinds of
organization-environment fit
Fourth Order Organization is a Dialogic OD: Data is gathered and used for the Search Conferences (M. Emery Transitional (significant
Organizations system of purposes of presenting multiple possibilities and & Purser, 1996), Future Search change establishing a new
systems perspectives than bringing objective “facts” to bear (Weisbord, 1993), World Café organizational direction)
on the situation or producing an objective (Brown & Issacs, 2005), Open
diagnosis against an ideal model to change Space (Owen, 2008),
behaviors. Instead the greater emphasis is on Appreciative Inquiry
reaching new social agreements or adopting new (Cooperrider, 1995),
mindsets and, therefore, new realities to guide
future actions.
Fifth Order Organization is a Expanded Dialogic OD: Objective data is combined Emerging – still to be developed Transformational (dynamic
Organizations dynamic web of with unique insights into unexpressed needs to and quantum change
complex systems drive innovation and create new organizational establishing a new
models. Unanticipated opportunities are seized organizational direction,
nimbly. possibly including creating or
recreating completely new
business models)
15. Reflections on the Future of Organization
Development
THEME DEFINITION… THE FIELD NEEDS… PERCENTAGE OF
INTERVIEWEES
Less reliance on fads and techniques To rely a lot less on techniques and jumping on the latest fad 48
Collaboration within the field To do more bridging among different stakeholders within the 43
social sciences and a lot more working together
Relevant approaches to change Approaches to change that add value and are relevant to the 43
organization and its members
Personal and group development A lot more emphasis on individual and group-related interventions 43
OR a lot less emphasis on these
Large systems focus A larger system focus 38
Understanding of organization A lot more values work OR needs to drop the whole values issue 33
development’s value orientations
More business knowledge To incorporate more business knowledge in its thinking 29
Taking a stance To take a stand on issues in organizations and with client systems 24
and be less wishy-washy
More understanding of self as Individuals with a lot more understanding of who they are and 19
instrument their motivation for doing this work
Generating new ideas To develop new ideas and new ways of looking at organizations 14
Action learning To create methods and processes that promote learning 14
Working with power To learn to work with or against power in a system 9
Global competency To address cross-cultural and global issues 9
Worley, C.G. & Feyerherm A.E. (2003) Reflections on the future of organizational development. Journal of Applied Behavioral Science, Volume 39, 97–115.
16. In the Future, OD Practitioners Must…..
THEME Definition Percentage of
interviewees
Large system fluency Understand and work with large systems, including large organizations and 43
large groups of people
Consulting is saying the tough stuff Have the mind-set and ability to handle rejection and deliver tough messages to 33
client
Ability to design Have the ability to understand how to design and redesign systems 28
Power and influence Be comfortable with power and using influence 24
Business Orientation Have more skills and knowledge about business and a line management 24
orientation
Broad understanding Have a broader understanding of the world 24
Systems thinking Understand the way systems work and behave 24
Evaluate and research Have better research and evaluation skills 19
The necessity of practice / Have more experience and fieldwork before they practice 19
experience
Self-knowledge and exploration Have a solid understanding of their “self” and focus on their personal growth 19
Ability to deeply understand an Have better diagnostic skills that get behind the issues into important, deep, and 14
organization subtle aspects of the organization
Developing new models of change Have better models and new ideas about how organizations work and change 14
and organization
Considering multiple viewpoints Consider contrasting, conflicting, and cross-cultural perspectives 14
Ability to bring people together Be better at pulling people together for a common purpose 14
Core knowledge about the field Have a good knowledge about the field of organization development 14
Worley, C.G. & Feyerherm A.E. (2003) Reflections on the future of organizational development. Journal of Applied Behavioral Science, Volume 39, 97–115.
18. Concluding Thoughts
Organizational Development is practitioner driven
The discipline of physics has not abandoned classical Newtonian
principles of the physical world in favor of the modern principles of
quantum physics. Instead, physicists recognize the utility of both sets of
principles for different levels of analysis. Likewise, the discipline of
Organizational Development recognizes the importance of having a
diverse set of tools and methodologies to address a wide range of
organizational needs.
OD consultants need to recognize the order of the organization and
employ methodologies and tools to more fully round out understanding of
the phenomenon at hand.