The Diagnostic Phase Involves Client's top management to recognize the problems and have awareness of the need for change in the organisation. The engagement of change agent or consultant by client organisation. Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.

1. OD Process
Operational Components of OD

2. Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

5. The Diagnostic Phase
• The Diagnostic Phase Involves
• Client's top management to
recognize the problems and
have awareness of the need
for change in the organisation.
• The engagement of change
agent or consultant by client
organisation.
• Diagnosis in OD is a
collaborative process which
involves the client system and
consultant's joint collection
and analysis of data.

6. The Diagnostic Phase
• Emphasis is on continuous and
participative diagnosis.
• OD consultant may make use of
tools such as questionnaire
(survey) and interview schedules
(consultation meetings).
• In brief, OD diagnosis attempts to
analyze the current stale of the
organisation in terms of various
structures, systems and process in
order to identify actual and
potential strengths and
weaknesses.

7. Acton Plan/Strategy Development
• Sharing of joint diagnosis of
problems by the consultant
and client team to the top
management in an OD
workshop.
• In this workshop top
management jointly develops
action plans and strategies In
the form of interventions (e.g.
team-building and OD grid,
etc.) to bring about changes
or improvement.

8. Action and Stabilization Phase
• Implementation of
action plans—changes
through intervention.
• Long drawn series of
actions that may last
several months such as
grid OD intervention of
Blake and Mouton.

9. Action and Stabilization Phase
• This phase of interventions of
OD process takes place under
conditions of unfrozenness,
mobilizing efforts which is
necessary for changes to
have an impact.
• Allowing changes to stabilize
and to permeate the culture
of the organisation. To
ensure that the positive
clement of change
programme are diffused to
other parts of the
organisation.

10. Feedback of Changes. Evaluation and
Making Modification Phase
• This phase consists of
monitoring and reviewing the
progress of the actions by
collecting feedback about the
changes introduced.
• Making modification in case
need arise. Mid-course
corrections.
• In case some new problems
are revealed in the collection
of data (survey/consultation
process) another phase is
commenced.

11. Feedback of Changes. Evaluation and
Making Modification Phase
• In the event of achievement complete
success, it has to be ensured client team
is competent enough to maintain the
changed system without the support of
the consultant, as there is tendency
among organizations to revert to their
original states. Consultant can thus
withdraw.
• In nutshell, OD practitioners, both
internal and external consultants may
counsel decision makers on an individual
basis, work to improve working
relationships among the members of
working group or team.

12. Conditions for managing change
through OD process
• Management and all those
involved must have high and
visible commitment to the effort.
• People who are involved need to
have advance information that
enables them to know what is to
happen and what they are to do.
• The effort (especially the
evaluation and reward systems)
must be connected to other
parts of the organisation.
• The effort needs to be directed
by line managers and assisted by
a change agent if necessary.

13. Conditions for managing change
through OD process
• The effort must be based on good
diagnosis and must be consistent with
the conditions in the organisation.
• Management must remain committed
to the effort throughout all its steps,
from diagnosis's through
implementation and evaluation.
• Evaluation is essential and must
consist of more than asking people
how they felt about the effort.
• People must see clearly the
relationship between the alfort and
the organisation's mission goals.