Haddad's OD - Chapters 1-9

T-Groups (Training Groups)

A small, unstructured group in which participants learn from their own interactions and evolving group processes about such issues as interpersonal relations, personal growth, leadership, and group dynamics.

Components of a successful OD Proposal

1. Objectives of proposed project - A statement of the goals in clear and concise terms, including measurable results, if any. 2. Proposed process or action plan - Provide an overview of the process to be used. Usually includes a diagnosis (including how the data will be collected), feedback process, and action-planning or implementation process. 3. Roles and responsibilities - A list of key stakeholders in the process, including the OD practitioner, and the specific responsibilities for which they will be held accountable. 4. Recommended interventions - A description of the proposed change strategies, including training, off-site meetings, systems or processes to be redesigned, and other activities. 5. Fees, terms, and conditions - Provide an outline of the fees and expenses associated with project.

Know the model

A popular technique for feeding back questionnaire data is called survey feedback. Its central role in many large-scale OD efforts warrants a special look. The overall process of data collection, analysis, and feedback is shown in Figure 6.1

The Continuous Change Model

A response to how organizations need to adapt to today's environments. This was the model used in the Case we will examine for the course relating to the Qatar Olympic Committee. (Figure 2.1 (D) ) The continuous change model differs in that the change activities are expected to occur simultaneously instead of in some pre-specified order.

Action Research Model

A strategy of OD that typically involves the processes of problem identification, data gathering, feedback of the data to the client group, data discussion and diagnosis, action planning, action, and reevaluation. These processes are recycled as needed to increase organization effectiveness. (Figure 2.1(B) shows the cyclical phases of planned change)

Strategy consultants, in contrast, just deliver the recommended change.

An effective organization is able to solve its own problems and to continually improve

Know the origins of OD in the T-Group work.

Applications of T-group methods at these companies spawned the term "organization development" and, equally important, led corporate personnel and industrial relations specialists to expand their roles to offer internal consulting services to managers.

Change management is relevant and concomitant to OD, but you should always be able to know the difference between the two.

Change management, on the other hand, focuses on helping organizations implement think of the distinction as being specific changes, such as a new organization structure, technology, or work practice. Its values and practices are more process oriented and highly pragmatic and aimed at making change processes more effective and efficient. Change management pays technical (less human oriented particular attention to how well change is implemented and at what cost and speed, not whether the organization and psychological). and its members have learned.

If it is not in contract, it is out of scope and not to be executed, unless there is a contract augmentation. Most company's will place a 20% augmentation ceiling on contracts, so make sure that consultative process that informs contract design is solid.

Contracting is a natural extension of the entering process and clarifies how the OD process will proceed.

Ethical Dilemmas of the OD Practitioner

Misrepresentation, Misuse of Data, Coercion, Value and Goal Conflict, and Technical Ineptness

This is 'priming' the key actors for change.

Data collection also can rally energy for constructive organizational change. A good diagnostic relationship helps organization members start thinking about issues that concern them, and it creates expectations that change is possible.

Know the characteristics of each step of the OD Process

Entering and contracting are the initial steps in the OD process.

Know the difference between essential requirements and desirable requirements.

Essential requirements are absolutely necessary if the change process is to be successful.

Evidence is mounting that some people are better at taking marginal roles than are others.

Evidence is mounting that some people are better at taking marginal roles than are others.

This is why I seek to make you uncomfortable in class at times. OD Practitioners need to know their triggers and comfort zones and understand how to move in and out of them.

First, "self- mastery" emerged as the most important competence. It supported the long- held belief that good OD practitioners know themselves and that such knowledge forms the basis of effective practice.

The OD consultant is doing this because the client often does not have the time to do it or because there are too many conflicts of interest, personality, etc. within the client's team.

For example, they might interview members of a work team about causes of conflict among members; they might assess company production records about factors contributing to poor product quality; they might examine reports on industry trends and Google search results to help a top management team do strategic planning.

Understand the model. Understand the concept of "role episode".

The role conflict and ambiguity may produce five types of ethical dilemmas: misrepresentation, misuse of data, coercion, value and goal conflict, and technical ineptness.

Big Date (Be careful not to drown in the data though)

It is vital that OD practitioners clarify for organization members who they are, why the data are being collected, what the data gathering will involve, and how the data will be used.

table 6.1 briefly compares the methods and lists their major advantages and problems.

Know the pros and cons, advantages/challenges.

According to the Managerial Grid, an individual's style can be described according to his or her concern for production and concern for people.

Know this construct

Know the fundamental contributions of these researchers.

Kurt Lewin also was involved in the second movement that led to OD's emergence as a practical eld of social science. This second background refers to the processes of action research and survey feedback. The action research contribution began in the 1940s with studies conducted by social scientists John Collier, Kurt Lewin, and William Whyte. They discovered that research needed to be closely linked to action if organization members were to use it to manage change.

Five Stems of OD Practice

Laboratory training, Action Research/Survey Feedback, Normative Approaches, QWL, Strategic Change

The HR Business Partner as a concept is an example of the "Internal" OD practitioner. A consultant from MONITOR is an example of an "External" OD practitioner.

Much of the literature about OD practitioners views them as internal or external consultants providing professional services—diagnosing systems, developing interventions, and helping to implement them.

Those who are good at it seem to have personal qualities of low dogmatism, neutrality, open-mindedness, objectivity, flexibility, and adaptable information-processing ability. Rather than being upset by conflict, ambiguity, and stress, they thrive on it.

Not always. This will facet differently based on past experience. Other OD Practitioners might be drawn to the eld because they like to mitigate conflict and are disturbed by it.

Open Systems Theory

One of the first applications of strategic change and was Richard Beckhard's use of planning. He focused on the environment and strategy.

Therefore, it is critical to think about how you present the data and prepare the client to adopt its implications.

Organization development is vitally dependent on collecting diagnostic information that will be shared with the client in jointly assessing how the organization is functioning and determining the best change intervention.

Four Pillars of OD/Human Systems Development

Responsibility for Professional Development and Competence, Responsibility to Clients and Significant Others, Responsibility to the Profession, and Social Responsibility

Especially as strategy relates to planned change.

Strategic Management

managerial innovation

The ability to move information easily and inexpensively throughout and among organizations has fueled the downsizing, delayering, and restructuring of firms. The Internet has enabled new forms of work and organizations, such as virtual teams, telecommuting, platform organizations, flash organizations, and network organizations.

QWL

The contribution of the productivity and quality-of-work-life (QWL) background to OD can be described in two phases. The first phase included the original projects developed in Europe in the 1950s and their emergence in the United States during the 1960s.

Unlike our interaction in the classroom, it should be managed with careful advance preparation to ensure that individual participants know what to expect going into the session.

The diagnostic stage of action research is probably the first time that most organization members meet the OD practitioner, and it can be the basis for building a longer-term relationship.

The Positive Model

The positive model focuses on what the organization is doing right. This has been applied to planned change primarily through a process called appreciative inquiry (AI). As a "reformist and rebellious" form of social constructionism, AI explicitly infuses a positive value orientation into analyzing and changing organizations.

Be familiar with the instrument measures.

The survey asked members for their opinions about both the present and ideal conditions of six organizational features: leadership, motivation, communication, decisions, goals, and control.

Model of Planned Change

This describes the process for obtaining intervention access, executing the intervention, and evaluation the intervention (Figure 2.2)

Should possess

This has resulted in a comprehensive list of basic skills and knowledge that all effective OD practitioners must possess.

Globalization

This is changing the markets and environments in which organizations operate as well as the way they function. The world is rapidly becoming smaller and more tightly interconnected economically, socially, and ecologically. Significant movements of goods and services, technology, human resources, and capital across international borders have intensified the economic interdependence among nations and organizations.

information technology

This is revolutionizing how work is performed, how knowledge is used, and how business is organized and transacted. Referred to as the "Fourth Industrial Revolution," the unprecedented fusion of emerging digital technologies, such as artificial intelligence, nanotechnology, robotics, biotechnology, the Internet of Things, and quantum computing, is progressing at an exponential rate. The combinational effects of digital technologies are disrupting most industries and transforming the way organizations create and use knowledge, produce goods and services, and connect with suppliers, customers, and the larger environment

Benevolent Authoritative Systems

This is similar to exploitive except that management is more paternalistic. Employees are allowed a little more interaction, communication, and decision-making but within boundaries defined by management.

OD is based on the application and transfer of behavioral science knowledge and practice, including micro-concepts, such as leadership, group dynamics, and work design, and macro-approaches, such as strategy, organization design, and strategic alliances.

This is why we study the OB models and you must learn to manipulate them as an outcome from this class.

Definitely know the characteristics of normative scales.

This normative belief was exemplified in Likert's Participative Management Program and Blake and Mouton's Grid Organization Development approaches to organization improvement

Open Systems (Know Figure 5-1)

This section introduces systems theory, a set of concepts and relationships describing the properties and behaviors of things called systems—organizations, groups, and jobs, for example. Systems are viewed as unitary wholes composed of parts or subsystems; the system serves to integrate the parts into a functioning unit.

Exploitive Authoritative Systems

This system exhibits an autocratic, top-down approach to leadership. Employee motivation is based on punishment and occasional rewards. Communication is primarily downward, and there is little lateral interaction or teamwork. Decision making and control reside primarily at the top of the organization. System 1 results in mediocre performance.

Consultative systems

This system increases employee interaction, communication, and decision-making. Although employees are consulted about problems and decisions, management still makes the final decisions. Productivity is good, and employees are moderately satisfied with the organization.

Participative group systems

This system is almost the opposite of the Exploitive System. Designed around group methods of decision-making and supervision, this system fosters high degrees of member involvement and participation. Work groups are highly involved in setting goals, making decisions, improving methods, and appraising results. Communication occurs both laterally and vertically, and decisions are linked throughout the organization by overlapping group membership. System 4 achieves high levels of productivity, quality, and member satisfaction

You can understand some of the ways this can come into play when you consider how much pressure was brought to bear on Qatar after it won the World Cup.

Under those conditions, OD practitioners may need more power-oriented interventions, such as bargaining, coalition forming, and pressure tactics, which traditionally have not been associated with OD

Organization development differs from other planned change efforts, such as project management or product innovation, because the focus is on building the organization's ability to assess its current functioning and to make necessary changes to achieve its goals.

Understand

The OD practitioner role is emotionally demanding

Very, especially if you make the mistake of having a vested emotional interest or you take sides (which you should never do).

Organization Development

a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness. (You must know this definition by heart)

Emphasis on learning workforce. Many OD initiatives are about creating learning organizations (although NOT exclusively).

an effective organization has an engaged, satisfied, and learning workforce

A real fear in many, many organizations.

fears that the data might be used against them

The contracting step in OD generally addresses three key areas:

setting mutual expectations or what each party expects to gain from the OD process; the time and resources that will be devoted to it; and the ground rules for working together.

It is established, ideally, before the contract is signed. This means that stakeholder communication is required and the contracting process can be time intensive and laborious.

the diagnostic contract will typically be part of the initial contracting step.

presenting problem

the issue that has caused them to consider an OD process. Otherwise known as the trigger. (PM Speak - Owner)

diagnosis

the process of understanding how an organization is currently functioning, and it provides the information necessary to design change interventions.

Three step change model

unfreeze, change, refreeze: The key point here is that many of these models are evolutions of other models, breaking down each stage into more granular components as comprehension of each stage evolved. Similarly, Kotter's eight-stage process can be mapped onto the three steps: establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, and communicating the change. Vision (unfreezing); empowering broad-based action, generating short-term wins (moving); and consolidating gains and producing more change, and anchoring new approaches in the culture (refreezing).