1. OD Consulting Process
1.1. Entry- first contact with a client before a contract has been made.
1.1.1. Ethical issues: Conuslting must be based on trust. Do not over promise. Diagnosing without having appropriate data.
1.1.2. Establishment of Client: Contact, intermediate, primary, unwitting, indirect, or ultimate.
1.2. Contracting- the process of developing an agreement with the client on the work to be performed.
1.2.1. Purpose of contracting is to: explore the problem, clarify the client's goals and objectives, allow the client to get to know the consultant, understand the organization's committment to change, create an enviornment in which consultation can succeed, clarify time expectations, clarify how the consultant and client will interact, and clarify confidentiality needs.
1.2.2. Ethics issues: misrepresentation, there is a value and goal conflict, and technical ineptness.
1.3. Data Gathering:
1.3.1. Importance: Good data collecting generated isntormation about organizational functioing and effectiveness. Data collection can be a force that sparks interest in change. Data collection can strengthen the relationship between the change agent, partners, and the organization.
1.3.2. Data Gatering Process
1.3.2.1. Determine the approach to be used.
1.3.2.2. Announce the project: What data is being uses, who is gathering the data, and why data is being gathered.
1.3.2.3. Prepare for the data collection.
1.3.2.4. Collect the data.
1.3.2.5. Do data anlaysis and present the information.
1.3.3. Data Gathering Methods
1.3.3.1. Interview: usually one on one meetings.
1.3.3.2. Focus groups: Small number of participants and facilitated by a consultant.
1.3.3.3. Surveys/Questionnaires: Most commonly used data collection method.
1.3.3.4. Observations: Direct observations that allow the consultant to take data on behavior.
1.3.3.5. Unobtrusive Measures: data produced during the oridnary course of the organization's daily activity. EX: The number of students tardy to school each day.
1.4. Diagnosis and Feedback: Sorting, analyzing, and intrpreting data to arrive at conclusions to be shared with the organization.
1.4.1. Diagnosis phase is a process and not an event and is a set of preliminary beliefs about what is happening in the organization. This phase should not be done solely by the consultant but involve memebers of the organization. Consists of 3 interrelated activities.
1.4.1.1. Finding patterns by analyzing data
1.4.1.1.1. Deductive: analyist applies general principles or a theory to a set of data. Benefits: makes coding easier, can help with data interpretation, and can be easier for others to understand.
1.4.1.1.2. Inductive: analysit reasns from the data to elicit general principles and theories. The data determines the what the categories will be. Benefits: Customizable cateogries for the project, and can lend itself to a model designed specifically to the organization.
1.4.1.2. Interpret the data
1.4.1.2.1. Be careful not to allow personal biases to skew the interpretation of data. To help avoid this you can re-sort the data, ask a peer to assist, and the client to analyze the data.
1.4.1.3. Select and prioritize themes
1.4.1.3.1. Energizing data that lead the client toward action are; relevant, influenceable or manageable, descrpitive, selective, sufficient and specific.
1.4.2. Feedback phase: client and consultant jointly collaborate on a discussion of the data.
1.4.2.1. Resistance is a common barrier to change. Some reasons for resistance are fear of the unkown, change fatigue, cynicism, and a desire to maintain the status quo.
1.5. Interventions: To intervene is to enter into an on-going system of relationships for the purpose of helping them.
1.5.1. Selecting the right intervention is important. The intervention must match what the data is showing. Consider the client's readiness for change. Decide where to intervene first. Consider the depth of the intervention, Consider the sequence of the activities.
1.5.2. Change Agent's role: Facilitator, Gatekeeper, Diagnoser, Architect, and Mobilizer
1.5.3. Individual Interventions: intended to promote individuall growth, development and change.
1.5.3.1. Individual Instruments and Assessments" Myers-Briggs, DISC, Kilman Conflict Mode Instrument
1.5.3.2. Coaching: one-on-one intervention in which an individual works to improve a sepcific personal, interpersonal, or skill area to reach a desired goal.
1.5.3.3. Mentoring: A counselor, advisor, or teachers who works one-on-one with a a protégé to share institutional knowledge and organizational experiences.
1.5.3.4. 360 Feedback: a system in which individuals can recieve feedback from a wide range of people with whom the work. These are often anonymous and done through a questionnaires.
1.5.4. Team Interventions: A team is defined as a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach hold themselves mutually accountable.
1.5.4.1. Team-Building Interventions
1.5.4.1.1. Team Development: proactively encourages teams to develop as healthier groups. Mostly focus on team start-up and transition meeting and role negotiation and role analysis.
1.5.4.1.2. Team Interventions: more reactive than proactive and designed to address a problem a team is experiencing. Common focuses include: confrontation meetings, role negotiation and role analysis, work redesign, and workout.
1.5.4.2. Intergroup Interventions: When teams within the organization come into conflict with one another.
1.5.4.2.1. Successful interventions: Increase intergroup contact, implement a short term urgent, compelling, and appealing goal for all groups, recategorize, and finding a common enemy of both groups (this is a short term option).
1.5.5. Whole Organization and Multiple Organization Interventions
1.5.5.1. Strategic Change Interventions
1.5.5.1.1. Strategic Planning and Real-time Stragic change
1.5.5.1.2. Scenario Planning
1.5.5.1.3. Search conferences and future search: a broad cross-section of stakeholders meet over a short period to develop agreements and action plans to more the organization to a desired future.
1.5.5.2. Quality and productivity interventions: Reengineering, Total Quality Management, Six Sigma
1.5.5.2.1. Total Quality Management: uses qualith principles and tools to manage and improve processes through employee involvement in teams. The 5 basic activities are: Idnetify customers and what they value at all levels, Identify products and services provided, Define processes, Simplify the process, Continuously improve.
1.5.5.2.2. Reengineering: The organization's major processes are defined and mapped. Process are chosen based on identification of processes not working, processes effecting the customers, and processes that would have a high impact if reengineered. Often this results in new technology or downsizing.
1.5.5.2.3. Six Sigma: fewer than 3.4 defects for every 1 million opportunities. There are 3 steps to implement and sustain: an honest assessment of the organization's readiness, willingness to expend the needed resources, and refelction on the objectives, scopt, and timeframe for the program.
1.5.5.3. Interventions in Mergers and Acquisitions
1.5.5.3.1. It is important to consider integration at all levels of the organization and offer interventions at each of these levels as well: Individual, team, cross-team or departmental, and oraganization wide.
1.5.5.4. Transorganization or interogranization development
1.5.5.4.1. Multiple organizatios join together in networks or collaborative communities with a shared purpose.3 stages: Identification of purpose of the transorganization, convention (soliciting input, developing a commitment to taking action), and organization (agreement on desired purposes and action steps).
1.5.5.5. Dialogic OD interventions
1.5.5.5.1. Interaction and coversation are the priority, and participants are given ownership and responsibility to bring up the issues and topics that matter the most to them. Examples are World Café and Open Space Technology.
1.5.5.6. Appreciative Inquiry
1.5.5.6.1. 4 D cycle: Discovery (engaging the team and stakeholders in dialogue), Dream (look to the future to imagine how things could be), Design (collaboratively constructs a vision of the future), and Destiny (creating grassroots networks)
2. "Organizational Development is the process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral change" (Anderson, 2020, p. 2).
2.1. Systems Theory Approach-all organizations consist of patterned behaviors and activities of the people of the organization. Systems are made of inputs, a transformative process (from feedback), and outputs.
2.1.1. Benefits of Systems Theory Approach
2.1.1.1. Useful explanations for human behaviors with a focus on roles and structure.
2.1.1.2. Understanding the structure of the organization can help determine where to begin a systems level change
2.1.1.3. Changing one part of the system will impact other parts of the system. Systems Theory Approach can help anticipate issues in the system before they happen.
2.1.2. Models of organizational change using a Systems Theory Approach
2.1.2.1. Lewin's 3 Phase Model of Change and Force Field Analysis
2.1.2.1.1. Change process is unfreezing, moving, and refreezing
2.1.2.1.2. Change can only occur when when forces of change are greater than the force of status quo.
2.1.2.1.3. To embrace something new, something else must be left behind
2.1.2.2. Nadler-Tushman Congruence Model
2.1.2.2.1. Emphasis on the transformation process and the interdependence of the components of the model. Effectivness is a function of the conguence of the components in the system.
2.1.2.3. The Burke-Litwin Model of Organizational Performance and Change
2.1.2.3.1. A causal model that can be empirically tested, specifies the variables affected by change, and takes into account transformational change and transactional change.
2.1.2.4. Weisbord's Six-Box Model
2.1.2.4.1. There are 6 elements of the system that have formal and informal components. When one of the elements is out of sync the entire system isn't working efficiently. Each component is just as important as the others
2.2. Which approach to use? The one that is most appropriate to the help facilitate understanding and is consistent with the practioner's approach and the client's needs
2.3. Social Construction Approach: Describes how members experience organizations in terms of interactions as the foundation of how work is accomplished.
2.3.1. Benefits
2.3.1.1. Explains why organizational members may or may not want to take risks.
2.3.1.2. Emphasizes the active role members take in creating the organization.
2.3.1.3. Emphasizes the importance of communication in creating and implementing change.
3. OD history
3.1. First-Generation OD:
3.1.1. Labroratory training and t-groups, Action research, survyes, STS, Management Practices, Quality and employee involvment
3.2. Second-Generation OD
3.2.1. Organizational culture, change management, strategic change, and reengineering, Organizational learning, Organizational effectiveness and employee engagement, Agility and collaboration
4. The 6 Core Values with humanistic assumptions
4.1. Participation, Involvement, and Empowerment
4.2. Growth, Development, and learning
4.3. Dialogue and Collaboration
4.4. Importance of groups or teams
4.5. Valuing the whole person
4.6. Authenticity, openness, and trust
5. OD Practioner Role
5.1. Work closely with leaders as change agent partners to help the organization change it's goals.
5.1.1. Action Research process
5.1.1.1. Continuous Cycle of:
5.1.1.1.1. Problem Definition and Daignosis
5.1.1.1.2. Action Planning
5.1.1.1.3. Taking Action
5.1.1.1.4. Evaluating Results
5.1.2. Generative Change Model
5.1.2.1. Continuous Cycle of:
5.1.2.1.1. Identify the adaptive challenge
5.1.2.1.2. Reframe into possibilty centric purpose statements
5.1.2.1.3. engage diverse stakeholders in generative conversations
5.1.2.1.4. stimulate self-organized innovations
5.1.2.1.5. learn from successes and failures
5.1.2.1.6. scale up and embed succesful probes
6. Organizational Culture and Design Interventions
6.1. Elements of organizational culture: Language, metaphor, and jargon, Communication, Artifacts, Stories, myths. legends, Ceremonies, rites, and rituals, Values, ethics, and moral codes, Decision-making style.
6.2. Organizational Design models:
6.2.1. The Star Model: Strategy, Structure, Process and lateral capability, Reward systems, and people practices.
6.2.2. 7S Fraemwork: Shared Values, Structure, Systems. Style, Staff, Skills, Strategy.
6.2.3. Common Organizational Structures: Functional Structure, Unit Structures for products, customer, and geographic, Matrix Structure, Network Structure, and Boundaryless and Process structure.
6.3. Schein (2004) Culture Change Process: Involves focus groups
6.3.1. Describe the organization's existing culture.
6.3.2. Define the organization's explicitly articulated values.
6.3.3. Analyze wheether the values fully explain the artifacts.
6.3.4. Describe how the hidden values inhibit or strengthen how the organization achieves the goals
6.3.5. Share subcultural differences among teams
6.3.6. Discuss and come to agreement on action plans to change negative cultural values.
7. Sustaining Change, Evaluating, and Ending and Engagment
7.1. Sustaining Change
7.1.1. Mechanisms to Sustain Change: Periodic team meetings, Organization sensing meetings, Periodic intergroup meetings, Renewal conferences, Goal-directed performance review, Periodic visits from outside consultants, and Rewards
7.2. Evaluation
7.2.1. Challenges: Takes resources, fear, takes energy, accepted intervention worked, unsure what needs to be evaluated, sees it as optional, training the evaluator, the design and practice of the research.
7.2.2. Reasons for evaluation: Provide focus, results may facilitate support, provide feedback for change, and client and change agent growth.
7.2.3. Evaluate for process variables (intervention may have changed behavioral, people and task processes) and/or outcome variables (productivity, customer satisfaction, costs, revenue, quality, etc.).