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THE FOUNDATIONS AND FUTURE
OF ORGANIZATION DEVELOPMENT
        Presented by Sandhya Johnson
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
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).
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).
SECTION I

The Foundations of Organization
        Development
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.
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
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)
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.
SECTION II


   Future Directions of
Organization Development
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)
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.
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
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)
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.
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.
Concluding Thoughts
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.
Questions? Comments?

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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).
  • 5. SECTION I The Foundations of Organization Development
  • 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.