An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 1
Chapter 15
The Challenge and the Future
for Organizations

Chapter 15
Slide 2
Learning Objectives (part 1 of 2)
• Understand basic issues in using OD as
approach to planned change.
• Recognize ways of maintaining,
internalizing, and stabilizing change
program.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 3
Learning Objectives (part 2 of 2)
• Identify some of the future trends and
problems facing the OD practitioner.
• Understand process of terminating
practitioner-client relationship.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Company of the Future (part 1 of 2)
Company of the future will attract and
retain talented employees by
developing different kind of workplace.
Powerful mission is magnet and
motivator.
Culture that values learning is key.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 4

Company of the Future (part 2 of 2)
Core reality is old saying that a
company’s people are its most
important asset.
Collaboration essence of the organization.
Create flexibility, resiliency, speed, and
creativity.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 5

The Future Organization
A constantly changing organization.
An organization that is flexible and able to
quickly change.
Higher educational levels mean increase
in motivational needs.
Change is never ending.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 6

Monitor and Stabilize
Action Programs
Feedback.
Stabilize the change.
Evaluate the OD program results.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 7

Feedback of Information
Information returned to participants.
Commitment reinforced by feedback.
Program effectiveness measured by
degree problems corrected.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 8

Stabilization of Change
Acceptance and adoption of change.
Guard against “fade out.”
Reinforcement necessary.
Continue assessment of change during
later periods.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 9

Evaluation of OD Programs
(part 1 of 2)
Evaluations important for 3 groups:
1. Key decision makers.
2. OD participants.
3. OD specialists.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 10

Evaluation of OD Programs
(part 2 of 2)
Three factors determine evaluation
process:
1. Training of OD specialist.
2. Cooperation of organization members.
3. Willingness of decision makers to pay
for evaluation.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 11

Termination of Practitioner-
Client Relationship
Termination of relationship final stage of
OD.
Relationship ends when practitioner or
client believes little more can be
accomplished.
Disengagement will likely call for gradual
reduction of practitioner’s help.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 12

Chapter 15
Slide 13
Developing Self-Renewal
Capacity
Self-renewal means building innovation
into organization’s values.
Self-renewing organization constantly
able to innovate.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 14
Termination and
Disengagement from Client
System
Client and practitioner agree on reduced
involvement.
Involvement does not drop to zero, but
may continue at low level.
The door always open for further work.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 15
Conditions Supporting
OD’s Success
Organization under pressure to improve.
Change begins at top of organization.
Top management actively participates.
New ideas developed at several levels.
Innovation and experimentation used to
develop solutions.

Chapter 15
Slide 16
Emerging Issues and Values
OD is a growing, developing, and
changing field of study.
OD still in transition, which makes it
difficult to define what is an OD
intervention.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 17
Is OD Fad or Discipline?
OD has over 40 years of background
history.
OD appears to be primary method for
helping organizations adjust to change.
Managers may use interventions as quick
fixes.
OD required even more as rate of change
increases.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 18
Dilemmas for OD Practitioners
Some question OD because ill-defined.
Lack of evidence for some OD
interventions.
No accreditation program of OD
practitioners.
OD overemphasizes human interventions.
Difficult for OD to deal with distrust,
power, and conflict.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 19
Future Trends in OD
Organization
transformation
(OT).
Shared vision.
Innovation.
Trust.
Empowerment.
Learning
organization.
Reengineering.
Core competencies.
Organizational
architecture.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 20
Macrosystem Trends in OD
Impact of culture change.
Total resource utilization.
Centralization vs. decentralization.
Conflict resolution.
Interorganization collaboration.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 16
Slide 21
Interpersonal Trends in OD
Merging line and staff functions.
Resource linking.
Integrating quality and productivity.
Diversity.
Networking.
Rewarding.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 22
Individual Trends in OD
Intrinsic worth.
Change in individuals.
Effects of thinking.
Health and fitness.
Interdependence.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 23
The Future of OD
OD will deal with changing workforce,
global competence, and transformation.
OD is expanding and vital technology.
Need for more studies on OD
interventions.
OD needs to deal effectively with external
systems and power-coercive problems.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 24
Our Changing World: No Job Is
Safe - Never Will Be (part 1 of 4)
What you will be doing in future will
constantly change.
The career you are preparing for now will
likely not be career you pursue for much
of your life.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 25
Our Changing World (part 2 of 4)
Career suggestions include:
– Avoid jobs that can be broken down into
repeatable steps.
– Search for jobs that require flexibility, problem-
solving, creativity, and lifetime of learning.
– Work that relies on complex communication skills
will probably not be outsourced.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 26
Our Changing World (part 3 of 4)
Additional career suggestions:
– Jobs that require frequent interactions with other
people will flourish.
– Employees with good people skills and employees
with multicultural teams will have advantage.
– Get a college education and then keep going to
college.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 27
Our Changing World (part 4 of 4)
Warren Bennis, OD practitioner, says:
“No job is safe. Never will be. The half-life of
any particular skill is, at most, five years.
And that’s on the long side. What will keep
you alive? Be curious, be willing to learn,
have a moral compass and know what
gives your life meaning.”
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 28
Key Words and Concepts
• Feedback - required to determine
whether to modify, continue, or
discontinue activities.
• Individual trends - future trend of OD
that focuses on personal level.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 29
• Interpersonal trends - future trend of OD
that focuses on team and group
dynamics.
• Macrosystem trends - future trend of
OD that focuses on organizational
system.
• Reconfigurable - an organization that is
flexible and able to change.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15
Slide 30
• Self-renewal - building innovation and
commitment to change into
organization’s values.
• Stabilizing the changes - preventing
deterioration of the change efforts and
reverting to previous behaviors.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 15
Slide 31