W430 Exam 2

Changes on a Personal Level

- set patterns of behavior - defined relationships with others - work procedures and job skills

Critical Issues in Diagnosis

- simplicity - visibility - involvement - primary factors - measure whats important - sense of urgency

The best way to diagnose an organization is to what?

"the best way to diagnose an organization is to attempt to change it." CHANGE IT - it is easier to understand an organization when it is disturbed by atypical events

Driving Forces for Change

*- dissatisfaction with present situation* --->intense dissatisfaction with present situation provides motivation --->some members are aware of need for improvement --->being average not good enough --->stockholder demands for change *- external pressures toward change* --->forces outside of organization( ex. market conditions) --->new technologies and methods implemented to remain competitive --->new legal requirements *- momentum toward change* --->one change underway, forces push it along --->those involved tend to become committed --->money previously already spent on change provides motivation --->change in one part of an organization may set off chain reaction *- motivation by management* --->manager or advocate of change becomes motivating forces --->top management's encouragement can motivate change Driving Forces: --->anything that increases organization to implement change --->vary in intensity depending on situation

External forces that cause organizations to resist change

- economic - environment - legal - political - technical - competition

Data Collection Process

*Data collection process is most useful in identifying the current state of the organization* *purpose is to gain more complete understanding so the OD practitioner can decide what the corrective action should be* Data is an aggregation of: - statistics - opinions - assumptions - signs - signals - clues - facts Information is data that have FORM and STRUCTURE *observation is the best method of data collection*

Describe the reciprocal process in management.

*OD practitioners are "in between" in the reciprocal process in management * - A reciprocal process in management is when the relationship between the manager and subordinate is a "two-way street," where both parties are receiving and exchanging information between each other. Instead of a "top-down, boss-subordinate" approach, communication is much more open and collaborative. - reciprocal relationships are a key to management competence. - Participative style managers tend to have more reciprocal relationships with the subordinates.

With respect to relationships in organizations, Weisbord contends which three are most important?

*OD practitioners can diagnose these relationships* - the relationships between individuals - relationships between units and departments that perform different duties - the relationships between people and the nature of their job.

Life Cycle of Resistance to Change (5 Phases)

*Phase 1: Change introduced* --->only few people who see need for change --->resistance appears massive *Phase 2: Forces Identified* --->forces for and against change identified --->change more thoroughly understood --->novelty of change tends to disappear *Phase 3: Direct Conflict* --->direct conflict and showdown between forces --->this phase probably means life or death to change *Phase 4:* --->remaining resistance seen as stubborn --->possibility resisters will mobilize to shift balance of power *Phase 5* --->resisters to change as a few and as alienated as were advocates in first phase

What is Diagnosis?

*SYSTEMATIC APPROACH TO UNDERSTAND PRESENT STATE OF ORGANIZATION* - specifies nature of problem and causes - provides basis for selecting strategies - involves systematic analysis of data

What is organizational diagnosis?

*Systematic approach to describing the present state of the organization* - Organizational diagnosis is the process of collecting instruments, documents, observations, questionnaires, and interviews from organizational members and analyzing them in order to diagnose a problem. - The text states that although these elements of diagnosis are important, they shouldn't be considered solely on their own. OD practitioners realize that what happens that is not typical during observations is more important and relevant to the diagnosis than when things are happening normally. Thus, it is important to see how the organization and its individuals operate when the organization is in a state of dis-equilibrium. Overall, it is the atypical events that are extremely important in organizational diagnosis.

Differentiation-Integration Model

*diagnostic model that stresses analytical diagnosis as basis for planned change* - Examines work units using 4 characteristics of environment: --->degree of departmental structure --->time orientation of members --->interpersonal orientation of members toward others --->members' orientation towards goals

Sociotechnical Systems Model

- 2 interrelated systems in organization: social system and technical system - the 2 systems are interrelated - diagnosis determines: --->interrelationships --->type of feedback required between subsystems

A Change Model

- 2 major considerations in organizational change are: --->DEGREE OF CHANGE --->IMPACT ON ORGANIZATION'S CULTURE QUADRANT 1 --->minor change, low impact on culture --->resistance at lowest level ---> success most probable QUADRANT 2 --->minor change, high impact on culture --->some resistance can be expected QUADRANT 3 --->major change, high impact on culture --->some resistance likely --->good management can probably overcome resistance QUADRANT 4 --->major change, high impact on culture --->greatest resistance can be predicted --->probability of success low

Analysis of Data

- Techniques used to analyze data are dictated by method used to gather data - type of analysis decided prior to data collection

Driving Forces and Restraining Forces Act in Tandem

- effective change programs increase driving forces and decrease restraining forces - force-field analysis model useful to view driving and restraining forces

What does it mean that the Burke-Litwin model serves as a guide for intervention in an organization change process?

- The Burke-Litwin model serves as a guide for OD practitioners in an organizational change process because it allows consultants to focus on elements of both transactional and transformational change processes. This model is familiar and more comfortable to organizational members and it provides a "rational, linear way" to view organizations. The text states that this model allows organizational clients to view the different components of their organization and helps them to visualize how these different parts interrelate and are connected. Thus, it can serve as a guide for intervention for both the consultant and the client. The arrows between the elements of the model also can help the client and practitioner to conceptualize how change in one element can impact other elements. The OD practitioner can look at the different boxes in the model and study the interfaces and links between these different boxes. - Paying attention to the different elements, this model can show the consultant or client perhaps where there is need for an intervention, for example, in management practices. However, as the text discusses, it is important for consultants to also look at what lies beneath the Burke-Litwin model.

Climate change results from transactions; culture change requires transformation. Explain in some detail

- The former part of this statement is asserting that daily fluctuations in organizational climate are due to transactions occurring in regards to issues of role and responsibility, standards and commitment, sense of direction, fairness of rewards, and focus on customer versus internal pressures or standards of excellence. - These systems are more easy to manage than ones dealing with transformation. Although these factors can affect climate, transformation is necessary to achieve cultural change in an organization. - These transformational factors include underlying values and systems that are deeply embedded within the systems and not easy to manage or adjust. Culture cannot just be changed quickly, whereas climate can be. Thus, transformation must occur in order for cultural change to happen.

Guidelines for Evaluating Effectiveness of Data Collection

- Validity of data: repeat things multiple times to get the same result - *reliable: meeting your intended objective* - time to collect data - cost of data collection - organization culture and norms - hawthorne effect in data collecting

contingency models

- Weisbord's six box model - nadler-tushman congruence model - Tichy's TPC framework - emergent-pragmatic model *they do not specify directions for change prior to diagnosis; rather, what needs to be changed emanates from the diagnosis*

OD Strategy

- a plan for integrating different activities to accomplish objectives - developing strategy includes planning activities to resolve difficulties, build on strengths *starting point for change program is definition of a total change strategy*

Weisbord's Six Box Model pg. 116

- a radar screen with blips that tell us about organizational highlights and issues good and bad - organization is represented by six boxes: purposes, leadership, structures, rewards, helpful mechanisms, relationships - - within each box, clients should be diagnosed based on formal and informal systems - purposes box: important factors are goal clarity and goal agreements

Major Factors Affecting Success of Change

- advocates of change ---> person leading change often most important force for change ---> OD practitioners may be brought in to assist - degree of change ---> is change major or minor? --->the greater the change, the more difficult to implement - time frame --->greater changes of success if change is GRADUAL over LONGER TIME FRAME --->some organizations only change for survival depends on radical change introduced swiftly - impact on culture ---> the great the impact on existing culture, the greater the resistance and the more difficult it is to implement change - evaluation of change --->standards of performance developed --->designed to measure degree of change and impact on organization

Hornstein and Tichy's Emergent Pragmatic Model

- based on the premise that most managers and consultants carry around in their heads implicit theories or models about organizational behavior and about how human systems actually operate - also based on the premise that organizational consultants tend to impose their theories and models of human systems on clients- these impositions often do not fit with the client members' perceptions and beliefs and do not jibe with the client organization's underlying values - to improve congruence, A HIGHLY COLLABORATIVE APPROACH SHOULD BE TAKEN BETWEEN CONSULTANTS AND CLIENTS - procedure to help managers articulate and conceptualize their implicit models - the model EMERGES from an exploration of both the consultant's and the client's assumptions about behavior and organizations and draws on both the consultant's and client's organizational EXPERIENCES as well as on empirical and theoretical work in the field

Force-Field Analysis Model

- behavior balance between opposing forces - *restraining forces* act to keep organization stable - *driving forces* act to change an organization - when forces equal, organization in quasi-stationary state of equilibrium - analysis determines forces to increase or decrease

Technical Approach to Change

- changes in machinery, methods, automation, and job design - brings organization to state of art - help companies become more productive

Strategies to increase motivation

- climate conducive to change - clearly articulated vision - effective communications - leadership of managers - participation members - reward systems - negotiation, agreement, and politics - power strategies

influence management

- concerned with the executive's ability to influence others by means other than formal authority - web of relations becomes more salient

Warning Signs in Diagnosis

- confidentiality of data - over-diagnosis - crisis diagnosis - threatening and overwhelming diagnosis - practitioner's favorite diagnosis - diagnosis of symptoms, not problems

Diagnosis is a cyclical process involving...

- data gathering - identification of problem areas - interpretation - potential action programs

Implementation of Data Collection

- decide fro whom data will be obtained - select appropriate technique - implement data-collection program

Nadler-Tushman Congruence Model

- effective when diagnosing organizations that are more complex and sophisticated. - makes the assumption that organizations are "open systems" that are influenced by environmental factors through inputs and also impacts the external environment through outputs. *"an organization thus is the transformation entity between inputs and outputs."* - This model views inputs as being relatively fixed and these *inputs include the environment, strategies, history, and resources.* these factors are central to how individuals behave in an organization. - In regards to the environment factor, Nadler and Tushman look at the larger parent company and outside environmental influences such as competitors, regulations, and market trends. - Resources would include capital, technology, people, raw materials, and various intangibles - outputs include group behavior, system functioning, intergroup relations, and individual behavior and its effect. - transformation process within this model consists of four essential components: task, individual, organizational arrangements, and information organization. - The last component of the model, congruence, illustrates that organizations are dynamic entities. - "fit," which they state is a "measure of the congruence between pairs of inputs and between the components of the transformation process." In order for an organization to run at optimal efficiency, the links between these transformation components need to consistently fit.

Lawrence and Lorch's Contingency Theory p. 130

- emphasize structure and intergroup relationships - hypothesize a cause-and-effect relationship between how well an organization's internal structure matches environmental demands and how well the organization performs (accomplishes its goals and objective) - primary concepts are differentiation and integration - represent the paradox of any organization design

Tichy's TPC Framework

- focuses explicitly on the management of change - assumes that organizational effectiveness (or output) is a function of the component of the model, as well as a function of how the components interrelate and align into a functioning system - overlays three systems: technical, political, cultural. ALL THREE MUST BE ADJUSTED AND ALIGNED FOR SUCCESSFUL ORGANIZATIONAL CHANGE Metaphor: rope with three interrelated strands - alignment is the operational term instead of congruence - ignores issues at the individual level for the most part

Diagnosing problem areas includes...

- identification of areas for improvement - assess current performance and desired level of quality - provides information that allows for faster-reaching organization - analyzes data on organization's --->structure --->administration --->interaction --->procedures --->interfaces --->other elements

Reason for Increase in Globalization

- improvements in communications and transportation - more efficient global banking systems - surpluses in capital for some countries - worldwide lowering of trade barriers

Clique

- in a sociogram, when 3 or more persons select one another

What is managing up?

- learning how to manage your boss - "managing up" is actively relating with your superior (instead of passively) and imposing your influence on them. Managing up is a process of being influential to your manager learning how your capabilities, goals, and interests align with your manager's so that you can best determine how you can influence them.

competent executives...

- manage more collaboratively - communicate more openly - solicit information from subordinates - establish mutual trust and respect with subordinates - provide opportunities for subordinates to express concerns

what keeps participative management from being more pervasive in management practices?

- manager's reluctance to share power

Diagnostic Models

- models may be used to analyze structure, culture, and behavior of organization - models play a critical role - provide conceptual framework to understand organization

Self-Assessment Gap Analysis of Four Key Areas

- organization's strengths - what can be done to take advantage of strengths - organization's weaknesses - what can be done to alleviate weaknesses

Changes on Organizational Level

- policies - procedures - organization structures - manufacturing processes - work flows

dilemmas of managing by participation p. 111

- problems of turnover - the fixed decision problem - sub optimization: too much team spirit - stepping on toes and territory: the problem of power - Not invented here: the problem of ownership and transfer - a time to live and a time to die

Structural Approach to Change

- relates elements of organization to one another - removes or adds layers to hierarchy - downsizing associated with restructuring - changes can involve decentralization and centralization

What are social-structural concepts in an organization?

- social-structural concepts in an organization are known as BART, which stands for boundaries, authority, roles, and task. These concepts are organizational elements that include structural dimensions of organizations that compose the larger social system. - Social-structural concepts help organizational members or consultants to identify unconscious group processes - BART can help diminish irrational dynamics within groups. Social-structural concepts are a framework for recognizing the level of interdependence among individuals, groups, and units within the organization as well as how the system is structurally organized to perform work.

Closed questions

- specific questions normally answered yes or no

sociometric approach

- technique for collective quantitative data on work groups - result of approach is sociogram

the ultimate client in OD

- that behavior in organizations represented by interactions, by relationships and interfaces...THESE INTERACTIONS

Who is the specific client in the OD practitioner/client relationship?

- the client is not a specific person, group, or "subsystem of the organization." Burke states that the client is the relationship and/or interface between units, individuals, and groups within and connected to the total system. Thus, the client cannot be identified necessarily as one entity. - the "in betweenness"

Restraining Forces Blocking Change

- uncertainty regarding change - fear of unknown - disruption of routine - loss of benefits - threat to security - threat to position power - redistribution of power - disturb existing social networks - conformity to norms and culture

Sociogram

- visual method of recording and analyzing preferences in a group

What are Levinson's six categories of data for diagnosis?

1. Consultant observations and feelings: ---> This consists of notes and observations that the consultant makes while working with the organization and their initial impressions. 2. Factual data: ---> This consists of documented policies, organizational procedures, historical data, personnel statistics, task force reports, job responsibilities, annual reports, etc. This information is then analyzed in order to draw conclusions. 3. Outside information: ---> This consists of information gathered through interviews, information on the organization's competitors, supplier information, professional associations, agents, etc. Outside information helps the consultant to better understand the organization's external environment. 4. Pattern of organization: ---> This consists of the organization's overall structure (chart) and reporting structure and hierarchy (authority-responsibility structure). 5. Settings: ---> This consists of where vital functions of the organization are performed and who carries out these functions. 6. Task patterns: ---> Levinson identifies four different task patterns: complementary activities, sequential activities, parallel activities, and individualized activities. By analyzing these task patterns, the OD consultant can learn the "setting boundaries." pg. 141

Data Collection Stages

1. Definition of objectives --->define objectives of change program --->identify preliminary diagnosis and further information required 2. Selection of key factors --->identify central variables --->may be necessary to increase range and depth of data 3. Selection of data-gathering method --->selection of one or more methods --->nature of the problem helps determine method --->variety of methods may be used

5 phases to the emergent-pragmatic approach

1. Exploring and developing a diagnostic model 2. developing change strategies 3. developing change techniques 4. assessing the necessary conditions for assuring success 5. evaluating the change strategies

What Are Tichy's nine organizational change levers?

1. External interface (external environment) 2. Mission 3. Strategy 4. Managing organizational mission/ strategy processes 5. Task (change requires new tasks) 6. Prescribed networks (formal organizational structure) 7. Organizational processes (communicating, problem solving, decision making) 8. People 9. Emergent networks (information organization) (pg. 125 of the text)

What are Nadler and Tushman's three steps for diagnosis in an organization?

1. Identify the system: ---> identifying whether the system is a division, subsidiary, a unit within a larger system, etc. It is important for the OD practitioner to also determine the boundaries, tasks, and relationships within the system. 2. Determine the nature of key variables: ---> This step asks practitioners to identify the dimensions of the components and inputs as well as what the favored outputs are. 3. Diagnose the state of fits: ---> step consists of the OD practitioner determining the fits between transformation components and then diagnosing the links between these fits and the system's outputs. ---> *MOST IMPORTANT STEP OF THE DIAGNOSIS*

Types of Data-Gathering Methods

1. Secondary sources --->organization and industry data 2. Employee surveys or questionnaires --->useful with a large number of people --->data may lack "richness" 3. Sociogram --->visual method of recording and analyzing preferences in a group ---> each member represented by circle --->communication represented by arrows indicating direction of choice 4. Direct Observation --->observing how people go about tasks 5. Interviews --->direct, personal, and flexible --->one of most widely used methods ---> directed interview: when the interviewer has a specific list of questions ---> indirected interview: open-ended interview

9 steps in diagnosis

1. Tentative problem identified 2. Collect data 3. Analyze data 4. Feedback data 5. More data needed? 6. Problem areas identified 7. Is client motivated? 8. Diagnosis and work on problem 9. Monitor and assess results

Describe Likert's four system organizations p. 134

1. The first system is autocratic and uses a top-down, exploitive management structure. 2. The second system is a benevolent autocracy that still uses a top-down approach but is not exploitive. 3. The third system is consultative, where employees are consulted about problems and in decision-making processes. top management still makes the final call on all decisions. 4. The fourth system is participative management, where key decisions are made by consensus in teams. *organizations typically fall into the system two and system three categories but direction of change for organizations moves towards system four.*

5 stages of OD Change

1. anticipate need for change 2. develop practitioner-client relationship 3. the diagnostic process 4. action plans, strategies, techniques 5. Self-renewal, stabilize, evaluate, and disengage

4 most important leadership tasks (Selsnik)

1. defining purposes 2. embodying purposes in programs 3. defending the organization's integrity 4. maintaining order with respect to internal conflict

What is a participative management approach in OD?

A participative management approach in OD is when managers allow their subordinates to be involved and "participate" in decision making processes. These managers also typically have open lines of communication with their subordinates, are more collaborative, solicit ideas and information from their subordinates, and establish a level of trust with them as well.

Define an organization's mission statement

An organization's mission statement explicitly states their main purpose and how the company intends to achieve its goals and how it will compete. The mission statement is focused in the present.

Define an organization's vision statement.

An organization's vision statement is a future oriented statement that envisions what the company wants to achieve. The vision statement deals with the future, and is supposed to be directional, aspirational, and also lead the company throughout its existence and into the future.

What is an organizational intervention?

An organizational intervention can be planned activities or programs that aim at coming between organizational members for the purpose of fundamental change. Interventions usually involve external OD practitioners that mediate through top management. From my understanding of the book, interventions are especially useful for members of management. These interventions aim to shift the culture of an organization.

intervenor/interventionist

Argyris' definition of a consultant, "to consult is to intervene"

BART Framework

BART stands for boundary, authority, role, and task. BOUNDARIES - "physical or psychological discontinuities" that separate the organizational system from its external environment. Furthermore, it is stated that an organization's boundaries must be secure enough to maintain strong identity and integrity but also open enough to allow interactions and transactions with the external environment. AUTHORITY - Authority can be both formal and informal and refers to the ability to do the work necessary in order to achieve the goal of a particular task. The text also mentions how authority and role are related because authority in organizations is often accompanied by a specific and formal role at work. Authority is given to individuals in organizations that use their authority to carry out the tasks of their role. In regards to informal authority, organizational members can assume informal authority to "contain anxiety on the part of others in the organization." ROLES - the roles that organizational members take on to achieve their assigned tasks and goals. TASK - task is the main reason as to why groups exist within organizations and that the clarity of these tasks and the purpose of the group itself is crucial in being able to understand the organization as a social system. *the BART framework acts as a way to minimize irrational processes that occur within groups*

According to Blake and Mouton what is the best way to manage an organization? p. 135

Blake and Mouton believed that the best way to manage an organization is through the implementation of strategic models and management styles that emulate participatory management (9,9 style or team management). This management style is characterized by a high concern for people and a high concern for production. predominant style in most US organizations today is 5,5 or middle of the road management

Schein's client categories

Contant clients: approach the consultant initially intermediate clients: get involved with the consultant in the early stages of the OD effort (like top management) primary clients: own a problem for which help is requested (ex. operations group) ultimate clients: may or may not be directly involved with the OD practitioner "but their welfare and interest must be considered in planning further interventions" (ex. parent company)

What is one of the most difficult problems of organizations?

DIFFUSION OF INNOVATION The authors state that one of the most difficult problems of organizations is the diffusion of innovation. ---->organizational units can be hesitant to embrace other units' or teams' ideas, which causes there to be a lack of information and innovative ideas spread and discussed between individuals, groups, and units. This is because teams tend to like to do things their own way. By not cooperating and sharing across teams, it creates an environment that is not conducive to innovation.

What forms of business tend to be more autocratic?

Entrepreneurship

GRPI Framework

GRPI stands for goals, roles, processes, and interpersonal relationships. The GRPI framework is often used as a tool in intervention processes. This model emphasizes the importance of clarity in regards to organizational (an individual) goals, individuals' roles, processes, and procedures in ensuring positive and productive interpersonal relationships and reducing anxiety. When using the GRPI framework, it must be used hierarchically; thus, an OD practitioner would first look at whether or not there is clarity in the organization's purpose and goals and whether members understand these goals. The practitioner will then clarify roles and responsibilities and then help work groups establish processes and procedures for how they will function in the group. - Once the first three aspects of the framework are addressed (GRP), the interpersonal relationship aspect of the groups are improved. Thus, the problems occurring in the interpersonal relationships of work groups are typically symptoms of issues occurring in goals, roles, and processes.

To be thorough and effective with our organizational diagnosis, we must do what?

In order to be thorough and effective with our organizational diagnosis, according to the text, we must analyze the "rational and irrational, overt and covert, and what is apparent and transparent and what is not obvious."

What is the best way to implement organization development according to normative theorists?

Normative theorists contend that there is one best way to implement OD and one best direction of OD efforts. Likert believed the best direction and implementation of organizational development drives an organization to move towards participative management (or Likert's system 4). Blake and Mouton, fellow normative theorists, also believed that a participative style of management (9,9 style) is the best way to implement OD and manage the organization overall.

Define organizational culture and what discipline it is drawn from

Organizational culture comes from the discipline of anthropology and describes the "enduring set of values and norms that underlie a social system." The text states that values and norms of the culture may not necessarily be conscious. However, these values and norms do create a "meaning system" that allows members of the culture to assign meanings and values to the experiences they have within the social system. *sociology and psychology also deal with culture

Basic Strategies to Change

STRUCTURAL TECHNICAL BEHAVIORAL

What is the Burke-Litwin model of organizational performance and change?

The Burke-Litwin model is a *causal* model that *predicts* performance and behavior consequences and holds specific positions on organizational change. Specifically, this model predicts cause and effect and aims to determine how organizational conditions can impact performance. The text talks about how this model attempts to describe organizational climate and culture in regards to how they interact with other elements of organizations. Since its inception, this model has been refined to attempt to further describe the connections between organizational variables and also attempts to differentiate the organizational dynamics of transformational and transactional change and/or behavior. Within the model, there is an external environment element that signifies the input and the individual/organizational performance element signifies the output and there are feedback loops coming from each of these elements. Other elements within this model signify the "throughput aspect of general systems theory." These elements include motivation, task requirements and individual abilities, individual needs and values, work unit climate, systems, management practices, structure, mission and strategy, leadership, and organization culture. The model depicts the way these organizational elements affect change, the most important interactions among these elements, and the overall elements that need to be taken into account when analyzing and diagnosing the "behavioral output" of an organization

Describe the concept of transactional change

The organizational dynamic of transactional change refers to change in behavior that occurs in everyday interactions and exchanges between individuals that create the organizational climate. According to the text, changes that are transactional typically are short term and includes reciprocity among organizational members and units. Transactional factors include structure, management practices, systems, work unit climate, motivation, task requirements and individual skills/abilities, individual/organizational performance, and individual needs and values.

Describe the concept of transformational change

The organizational dynamic of transformational change refers to large, sudden changes in behavior that are transformational. According to the text, transformational change is necessary in order to achieve change in an organization's culture. The text states that transformational refers to change that occurs in different elements due to interaction with environmental forces. This kind of change necessitates new behaviors being carried out my organizational members. Transformational factors of the model include the external environment, mission and strategy, leadership, organization culture, and individual/organizational performance.

What are the three components that build on group relations principles in organizations?

The three components that build on group relations principles in organizations include psychodynamic theory, group-as-a-whole level of analysis, and social-structural concepts.

to survive, open systems must maintain...

a steady state. a steady state is not motionless or a true equilibrium - "there is a continuous inflow of energy from the external environment and a continuous export of the products of the system, the ratio of energy exchanges and the relationships between parts remains the same. Katz and Khan pg. 107

Group-as-a-whole level of analysis

a way in which consultants can discover social defenses and identify why organizational members act differently when in groups and when acting individually. This type of analysis helps consultants to understand the "root causes of behavior" and how different organizational groups, units, teams, and individuals can contribute to the continuance of an organizational problem.The text states that this kind of analysis can also help practitioners discover which organizational members act as "containers." -

performance gap

difference between what organization could do and what organization is doing (difference between 100% and 85%)

isolates

in a sociogram, individuals within group who are chosen rarely by others

What would be required to be an organizational diagnostician of the Levinson school of thought?

in order to be an organizational diagnostician of the Lewinson school of thought, the consultant must have an in-depth understanding of psycho-analytic theory, the clinical method of diagnosis, and possess a total systems perspective of organizations that analyzes relationship patterns and workflows.

A major outcome of good team building is?

it improves individual morale and team spirits and it also increases team member participation.

equilibrium

restraining and driving forces for change being equal or in balance

Diagnostic Models definition

provide conceptional framework to understand organization and how well they function as a system

driving forces

put pressure on organizations to change

Weisbord states that the OD consultant

should "diagnose first for required interdependence, then for QUALITY OF RELATIONS, and finally for modes of conflict management"

To be a successful general manager in an organization, you should do what?

successful general managers are able to remain in contact with many other members of the organization, i.e. networking. These managers can maintain large communication networks within their organizations while developing relationships with these people at the same time. This ability is considered to be a key element to the effectiveness of managers.

What are some limitations of the Burke-Litwin model?

the model does not account for technology, technical strengths and elements, and core competencies.

Blake and Mouton contend that communication problems in the organization stem from...

the nature of supervision

What are the components of the transformation process in an organization? p. 122

the transformation process consists of four important components: -the task, ---> consists of what work needs to be done and what characteristics these tasks have - the individual, ---> consists of the characteristics of employees, with all of their similarities and differences, their demographics, skill levels, and personalities - organizational arrangements, ---> consist of the structure of the organization in terms of management and operations, reward systems, and workflows ---> organizational arrangements direct and control organizational behavior to accomplish tasks and goals - informal organization. ---> social structure of the system

psychodynamic theory

this theory explores both the conscious and unconscious, rational and irrational forces that drive organizational behavior. The text talks about how a "psychodynamic analysis of an organization entails the study of its choice of defense mechanisms." By looking at organizations through these lens, they will focus not just on the tangible and visible aspects of organizational behavior and life, but also the invisible and intangible aspects as well *- psychodynamic theory acts as a "lens" for identifying and understanding covert processes in organizations. Psychodynamic theory, in respect to organizations, attempts to understand and explain the conscious and unconscious forces within an organization. Organizations consist of both rational and irrational processes and these underlying forces impact the nature of the relationship between the OD consultant and the client. This theory posits that social structures, such as organizations, consist of unconscious forces that shape the behaviors of the individuals, teams, and units.*

The role of the OD practitioner is to...

understand what PEOPLE do or do not do in organizations

data

unstructured, unformed facts

What is suboptimization?

when a team develops "too much team spirit" and begins to lose sight of their purposes and functions as a team within a greater organizational system. This can happen when excessive focus is placed on the team itself.

When is Weisbord's model useful?

when the consultant does not have as much time as desired for diagnosis, when a relatively uncomplicated organizational map is needed for quick service, or when the client is unaccustomed to thinking in systems terms