Recent Trends in OD and Future of OD

Deepa Arora
2011207

0

Recent Trends in OD and Future of OD

Contents
Where does OD stand today? ............................................................................................................. 3 Is OD declining?................................................................................................................................... 3 New Trends in Organisational Development: ..................................................................................... 4 Executive Coaching ......................................................................................................................... 5 Change Management ...................................................................................................................... 5 Connected Leadership .................................................................................................................... 7 Appreciative Enquiry- A Tool to Strengthen Organizational Development .................................... 7 Collaborative Communities............................................................................................................. 8 More oriented to Innovation and Learning .................................................................................... 9 More interdisciplinary ..................................................................................................................... 9 More diverse in client organisations............................................................................................. 10 More cross-cultural ....................................................................................................................... 10 Virtual Teams ................................................................................................................................ 11 The Internet and strategic interventions ...................................................................................... 13 TQM as an OD tool ........................................................................................................................ 14 Business Process Re-engineering .................................................................................................. 15 Business Process Management..................................................................................................... 15 The number of employees involved in organizational development will increase. ..................... 16 The need to improve organizational communication will be increasingly important. ................. 16 OD: The Future .................................................................................................................................. 17 OD Will Become a Part of Organization’s Operations .................................................................. 18 OD Processes Will extensively Use IT............................................................................................ 18 Duration of OD Process Will Be Shortened ................................................................................... 19 The Need for Clarity Regarding OD Values Will Increase ............................................................. 19 Adopt a More Demand-driven Approach ..................................................................................... 19 Become More Situational and More Context-driven ................................................................... 20 Revamp the Original Core of OD ................................................................................................... 20 Return to the Core and Stick to That ............................................................................................ 20 Be Open to Other Approaches ...................................................................................................... 20 Positioning as One of the Approaches .......................................................................................... 21 Better Link Between Practice and Research ................................................................................. 21 Deepa Arora (2011207) Page 1

...................................................................................... 25 Deepa Arora (2011207) Page 2 ............................................................................................................... 22 References ...............................................................................Recent Trends in OD and Future of OD Future of Executive coaching which is in nascent stage ........ 21 Some final thoughts ......................................

Other good ‘connectors’ such as Amazon have a strong distribution network. lend and borrow money from people they do not know without a bank. Survivors of the dot com bubble. expand their social and business networks without leaving home. the links between cause and effect were more transparent and leaders believed in tried and tested formulas for business success. Customers now get involved in the co‐creation and co‐design of products as well as viral marketing. Globalisation. supply‐chaining. while our service‐dominated economy is increasingly becoming more patient. Deepa Arora (2011207) Page 3 . opensourcing. launch a music career on Youtube and even live. boundaries between organisations and sectors were clear and largely impermeable as was the boundary between the customer and supplier. reach a global audience through blogs. illustrate the need for some tangible value beneath the illusion. the digital and networked age. outsourcing. property and currency. cross‐cultural and cross‐sector alliances and partnerships. Public marketplaces such as eBay provide a space to allow individuals to trade real products directly with each other. Lastminute. customer involvement have led to a complex network of interconnections and cross boundary relationships that have challenged the way organisations operate and in some cases their core purpose. We have seen a rise in the power of individuals and interest groups who publish their own books without a publishing house. Alban and Lewicki 2004). citizen and customer‐centred. work and trade in a virtual world. Virtual worlds such as Second Life meanwhile.Recent Trends in OD and Future of OD Where does OD stand today? The world of classical OD was more predictable. Is OD declining? Various academics have suggested why OD may have had its day:  There has been a separation of theory from practice and a suggestion that OD has moved away from its theory based roots to become more tool and technique oriented (Bunker. deregulation. however. have opened up a whole new market place of virtual goods.com for example cite a solid network of strategic alliances underpinning their business model.

Alban and Lewicki 2004). There is a lack of definition and distinctiveness in what OD does. 3. Organisations have no choice but to change. It is important to innovate and being creative to adapt yourself to the quickly changing global environment. There is a lack of clarity around return on investment and the value of OD work Organisations are changing. 2004). The world is moving and shifting fast and everyone know it.Recent Trends in OD and Future of OD  OD has tried to impose its own humanistic values instead of working with organisationsʹ own values (Porras and Bradford. innovation and agility that organizations need to succeed and sustain. Needs are changing. systems and processes they need to compete. they are applying their best thinking to the structures. Conventional wisdom says that the right business structures will provide the efficiencies. OD practitioners need greater quality control/ effectiveness and business acumen. New Trends in Organisational Development: Deepa Arora (2011207) Page 4 . 2. 2004)  Little of note is emerging in the field of social technology In addition the following criticisms were identified by OD practitioners themselves through a global survey of 6.  Internal OD practitioners are buried within the HR function and lack contact with senior executives (Burke. Trying to cope. Organizations must create pools of candidates with high leadership potential and give them the space to reach their personal goals. It is believed that aiming for innovation through overt processes (systems and structures) and talent development is paramount to creating a culture that is agile enough to address complex challenges.  OD risks pandering to fads as organisational customers look for new fixes and solutions to facilitate change (Bunker.000 members of various OD networks 1.

and procedures within organizations. career counselling. Executive coaching is different from other types of coachings.Recent Trends in OD and Future of OD Executive Coaching The growing popularity of executive coaching is a repsonse to compelling needs. health and training in skills from public speaking to various other arenas. Developing better ways of working together for business and executives has become really important and a new source of economic value. Deepa Arora (2011207) Page 5 . and culture change  Promote the development of a learning culture for your people  Develop leadership talent and help succession planning Change Management Change management has typically been defined as a process involving unfreezing. practices. today’s organisations remain ill euipped to resolve whole category of employee dilemmas. Many of the new business practices that so greatly improve productivity in recent decades also introduced contardictions into the relationships between corporation and their top executives. The broader field of coahing includes Life planning. moving. For the organisation exective coaching can:  Develop leadership talent and help succession planning  Promote engagement of employees by helping achieve buy-in  Develop cohesive teams that show initiative and take responsibility  Help manage change. such as mergers and acquisitions. Despite all the progress made in different business disciplines and all the preaching by charismatic business leaders. and refreezing values.

Recent Trends in OD and Future of OD Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. the overall change management system can be viewed as a three tiered system – technology changes which intends to make the organisation more efficient. technology gap or a process gap. and sometimes there are even ‘aspirational or ambition gaps’ which need to be filled. Change management in any organisation becomes a requisite when there is a substantial gap in the system. process changes. for e. Moving refers to the various processes such as training. Organisations are less concerned about technological or process changes. Change Management cannot be undertaken at an effective level without Organisational Development. Deepa Arora (2011207) Page 6 . attitudes. education. people do not look too excited about OD intervention as it results in subsequent change and there is always resistance to change. So talking about change management would mean taking all the three aspects into consideration. There are ‘talent gaps’ when the team or the structure fails to deliver what they are required to do in their new role. there are ‘process gaps’ when the people do not know how to deliver what is required and need to be trained for the same. In an ideal situation. but the issue lies in the people aspect of change as people are always concerned about organisational development since it affects them directly. which make the same people do the same job more efficiently and people changes. Refreezing regards reestablishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. are never undertaken together. a talent gap. and restructuring that lead to the development of new behaviors. And because of this resistance to change.g. In any organisation. This is why more often than not. although ideally necessary. OD interventions and change management.. and beliefs.

This kind of leader need to have the following competences:  Being able to connect by trust  Being able to engage through meaning  Being able to sustain performance through dialogue and influencing  Unite stakeholders around a shared agenda to give meaning to relationships  Effectively ensure that clients fully engage with the organization Appreciative Enquiry.  Intended for discovering. and further develops the best of what is in an organization in order to create a better future” (Coghlan.” (Anderson et al.  Based on the belief that human systems are made and imagined by those who live and work within them.  Seeks out the “best of what is” to help ignite the collective imagination of “what might be”. “Appreciative organizing is based on the assumption that the continuous creation and sharing of meaning is crucial to the full engagement of individuals and to the capacities of the organization for fluid and effective transformation. This makes that the formal leader needs to become a Connected Leader. 2008) Deepa Arora (2011207) Page 7 .Recent Trends in OD and Future of OD Connected Leadership Formal organizations are being substituted by networks and virtual organizations. 2003) is known ad Appreciative Enquiry. Catsambas. and structures are being replaced for processes.  An approach to organizational analysis and learning.A Tool to Strengthen Organizational Development An evaluation process “that inquires into. identifies. Preskill.. understanding and fostering innovations in social organizational arrangements and processes.

Deepa Arora (2011207) Page 8 . organization design theory also has to identify and describe information processing strategies and designs that allow the continuous generation. and application of existing information and knowledge. community-based organizations have many implications.Recent Trends in OD and Future of OD Thus. It is very important that firms must develop a culture of collaboration internally before trying to collaborate with external partners. Firms are more dependent than ever on the need for continuous and radical innovations – and often innovations that go beyond their existing businesses. in which firms can collectively pursue opportunities in the global marketplace and address challenges within the global economy is coming into existence. we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. many firms have been questioning the appropriateness of their own organizational structure and effectiveness. organization design theory has to identify and describe designs that enhance collaborative behavior among firms without restricting the ability of the individual firm to continue to compete within its own marketplace. the connections can take on many different dimensions. A new organizational design called collaborative communities. For organization design theory. and often necessitates the need to expand beyond the boundaries of the single firm for multi-party collaboration to meet serious challenges and develop creative solutions. A community is a connected set of firms. Moreover. This challenges firms in terms of knowledge and idea sharing. Consequently. approaching program evaluation and strategic planning from an appreciative perspective can help to increase stakeholder investment and utilization. Collaborative Communities Faced with the ever-accelerating pace of technological change and the restructuring of markets. For one. sharing.

e-business. Ideally. which is a collaborative community of firms started by IBM. industrial engineering. The influence of different disciplines such as industrial relations. More oriented to Innovation and Learning OD interventions are facilitating the participation of stakeholders representing various streams of knowledge.org.Recent Trends in OD and Future of OD The development of effective collaborative community designs is critically important to the global economy because. It is important to recognize and be prepared to handle the barriers of effective multifirm collaboration. The interdisciplinary approach of OD is increasing the need for an integrated approach to planned change so as to bring about large-scale changes in the organizations. thereby ensuring the progress of the organization. etc. organization theory. the ideas and findings in this book will contribute to increased attention to new organization designs capable of meeting 21st-century opportunities and challenges. More interdisciplinary The advancements in the field of technology and increasing globalization are making OD even more important. Blade. Organizations are solving problems related to work force diversity. corporate strategy. networks. They are being designed for the mutual benefit of the organization and the individuals. entrepreneur development. and six other founding firms in 2006 and focuses on the development and adoption of open blade server platforms. Employees across the organization are being encouraged to share ideas to improve the processes. increasingly. Intel. institutional. This would be a joint learning process for organizational members and OD practitioners. Different interventions are being developed through innovations till the result is satisfactory. and legal barriers. etc. our future depends on pursuing shared goals and sustainably developing our global commons. which can include psychological. on OD is also increasing. Deepa Arora (2011207) Page 9 . using OD techniques.

but who meet regularly to solve problems or work on projects which require diverse expertise. induction.Finance. Human resource recruitment. These organizations require OD interventions to manage large-scale change. the interactions between public and private organizations More cross-cultural Cross Cultural teams are important forms of teams in OD context. But today. GM. Following OD interventions can be used to respond to multicultural conflicts. training. Large companies in India as well as other countries. OD approaches have great utility in formation and functioning of these teams. Cross-cultural competency is critical to the business development and operational effectiveness of today’s global organizations. and organizational performance. Deepa Arora (2011207) Page 10 . OD is reaching even small start-up companies. Reliance. Motorola. OD programs have been conducted by only large scale organizations. In fact. non-governmental and non-profit organizations are already increasingly using OD techniques. Government organizations which are bureaucratic in nature have also begun to realize the need to reform their structure.Systems etc. GE use cross Functional teams to deliver high quality product and services to their customers.Recent Trends in OD and Future of OD More diverse in client organisations Over the years. Yet many companies seek to instill practices that are based on an ethnocentric model (or that of the home culture). Cross functional teams comprise of individuals from varied functional backgroundMarketing.Tata Motors. employee engagement. Wipro.HR. and organizational culture. Further. and other such processes are being carried out utilizing OD techniques.Operations. This can deter from team effectiveness. Interdependent global teams interface on a daily basis to collectively provide services and produce results. work processes. Ford.

The OD practitioner of the future may conduct a needs assessment. Deepa Arora (2011207) Page 11 . OD practitioners have worked with their clients in a face-toface or voice to-voice mode. The inception phase requires more creativity and less control. Traditionally. focus groups.Recent Trends in OD and Future of OD Virtual Teams A virtual team environment challenges the Organizational Development (OD) practitioner to step into the land of “virtual” interventions. and/or interviews electronically via a collaborative software system or group support system. Symptom of Team Problem The team can not get out of inception stage Possible Causes/Interventions Review the team’s composition.

Review expectations . identify obstacles to meeting those expectations A few team members seem to be doing all work Talk to all members-working and non working separately to determine the reasons. Are expectations unrealistic? Do they lack information/skills/knowldege? Do they need a mentor? The team misses or almost misses a deadline for deliverables Determine root cause and corrective action. Encourage team leaders to spend 70-80% of their time with team members who are not co-located. Employ a deeper level of project management skills or assign a trained Project Manager to the team. Deepa Arora (2011207) Page 12 .Recent Trends in OD and Future of OD Is leader modelling these attributes? The team appears to be stuck and is not moving towards execution Assess the team in terms of task and social dynamics and environmental factors. Are workers clustered in one geography/culture? Is communication stream lined and staright forward? Team members don’t seem to be applying sufficient effort to team’s task Talk to those who are disengaged to determine the reason for their low performance. The conflict arises that derail team’s progress Is the cause of conflict task related or social/cultural in nature? Take appropriate action Team members who are not colocated seem to be falling into obscurity Work with the team leader to keep a record of contact with team members.

E-learning started appearing as the most efficient and economical way to get this accomplished because the target audience was adults who would not go to school to get more education or did not have unions or employers who would provide the training needed.Recent Trends in OD and Future of OD The Internet and strategic interventions Strategic OD interventions are those used for transforming organizations and include such things as culture change. Knowledge management (KM) tools can help organizations keep up with change and improve their performance. lots of Mergers and Acquistions started taking place. The Web can play an important role during M&A integration by  Diffusing information through consistent communication  Defining the new culture by providing information about the new values and norms in the organization  Encouraging members to come together virtually to solve issues concerning operational and cultural integration  Providing of a space where employees can voice concerns and get help managing stress  Providing a place where employees can post their questions and concerns and receive answers that can be shared with employees from other parts of the world. In a multinational organization this sharing of lessons learned can give managers in Deepa Arora (2011207) Page 13 . KM allows users to share information in order to generate new ideas and increase revenues or decrease expenses. The Internet can be used for integration during international mergers and acquisitions (M&A) to help the new organization form an identity as one company. organizational learning. thus improving the organization’s ability to adapt to change and opportunities in the market. Many social and economic problems started in the 1980s with the closing of manufacturing companies. and knowledge management (KM). Partnerships between academia and the private sector to educate the workforce started coming into place.

In particular. TQM should be purpose oriented: it should be used because an organization's leaders feel a need to make the organization more effective. TQM as an OD tool TQM is a leadership philosophy and strategy that is based on continuous improvement of every process. empowerment of people. performance appraisal. including job design. In international settings. perhaps radically. Executives in different levels of hierarchy in the same organization in different parts of the world can assist each other in real time. continuous learning. compensation and rewards. selection processes. Information stored in databases can help employees make educated decisions.Recent Trends in OD and Future of OD remote locations access not only to information from branches in other countries but also from other companies in the country where they are situated. KM is particularly important because of the political and economic context in which business takes place. If TQM is introduced without Deepa Arora (2011207) Page 14 . all creating transformations towards an organisation that is providing excellent products and services. and training and development must align with and support the TQM culture. Developments in a foreign country can trigger change within the company and knowing how similar situations were handled in the past can help managers better understand and respond to the change. Organizational structure and design will be different under TQM: layers of management may be reduced and organizational roles will certainly change. It should be driven by results and not be seen as an end in itself. middle management and first line supervisors will be operating in new ways. Human resource systems. To deal with fears of layoffs. but no one will be laid off. all employees should be assured that no one will lose employment as a result of TQM changes: jobs may change.

Any type of organization may be reengineered or designed. It basically refers to business management activities that are continuously changing and improving a given business process. including the order of tasks. contemporary measures of performance. quality. is managed by BPM systems.Recent Trends in OD and Future of OD consideration of real organizational needs and conditions. etc. so the concept of BPR (and OD) is not tied to any specific type of work. a main thrust in discussion about BPR focuses on the utilization of new information technology and hence. HR and the technology being used. manage it and move it closer to the way it its ideal way in which it should operate. the status of the activities such as in progress. Business Process Management Business Process Management is a concept that helps to manage existing business processes both automated and non-automated. It continues to search for a process best suited to the business environment. BPR is thus concerned with completely rethinking from scratch how a service is provided or a product manufactured. organizations doing information intensive work is assumed to be the prime target of BPR efforts. completed. BPM activities also manage process definitions. Business Process Re-engineering The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical. it will be met by skepticism on the part of both managers and workers. and speed is called BPR. the input and output of tasks. such as cost. etc. All of us are familiar with the Dell online order system which starts working like well-oiled machine from the time we place an order to computer assembly and Deepa Arora (2011207) Page 15 . without being constrained by current processes or organization. service. However. Also.

The number of employees involved in organizational development will increase. every employee will be responsible for organizational development. Generally.Recent Trends in OD and Future of OD finally to delivery. This means that organizational development consultants will work with all levels and with all types of members. It also tries to replace human efforts by automation wherever possible. The need to improve organizational communication will be increasingly important. Deepa Arora (2011207) Page 16 . This helps in better governance and watch on overall operations. On contrary. BPR starts with a wipe the slate clean approach to design perfect or nearly perfect process and advocates using an iterative methodology for making incremental process improvements later on. This is the result of a well implemented BPM which helps them to manage their day-to-day operational activity in better manner. not just the top level or the managers. Internal consultants will be more common and will be partners of external consultants. Organizational development consultants will provide knowledge of facilitation and related skills to teams and individuals at every level. The direction of the current trend is to the point where all members of the organization will be involved in all phases of its operation. This approach of BPR brings one big radical change while BPM goes with continuous changes. As Peter Block predicted. BPR may call for strategic changes in the company which could affect the organizational culture to some extent and in such a situation cultural issues become a major concern. BPM recognizes that change is constant and it aims at making a change that delivers incremental improvements rather than striving towards one-time perfect process. The aim of BPM is to expose and manage major process-environmental problems and risks in the company through process improvement activities. one or more process can simultaneously be taken and worked upon with the help of BPM while focus of BPR is on one major process. As mentioned above.

Just as every member of the organization will be concerned with customer services. Burke (2004) identifies five models. Ultimately they are all striving to make organisations more effective through people. two of which he sees as potential futures for OD: The traditional model: OD a sub‐function of HR The independent model: freestanding OD not reporting in to HR but possibly administration. but as a general and ongoing need.Recent Trends in OD and Future of OD As technology continues to speed up and to multiply the amount of communication within and between organizations. learning. strategy or operations The decentralised model: OD practitioners in business units reporting to unit head with perhaps a presence at HQ The integrated model: OD integrated into all aspects of HR with change as a primary responsibility Deepa Arora (2011207) Page 17 . and responsibility – will have to be repeatedly addressed. Organizational development consultancies will frequently focus on communication issues. OD: The Future How then can OD avoid the terminal decline that has been forecast in many countries and support the rising demand for effective OD in many other countries? Is it time to come in from the cold and enter into merger talks with HR to strengthen support for OD practitioners and also spread their skills into the HR community? Some have argued for a convergence of HRM. everyone will be a communication specialist. 2004) or at least for a strong partnership. Dialogue will more and more be seen not simply as a tool for group practice and special situations. the implications for organizational behaviour – including stress. Organizations will strive to make all communication more dialogic. HRD and OD (Ruona & Gibson.

In future. and order fulfillment and thus facilitate quick changes in the business environment.Recent Trends in OD and Future of OD The strategy model: OD as an integral part of the strategic‐planning function reporting to the CEO Burke argues that while the strategy model would put ‘OD where it belongs in the organisation. and technology can be described as follows: OD Will Become a Part of Organization’s Operations In future. Indeed this lack of business knowledge is also a frequent criticism of HR professionals. Being alert to the developments in OD principles and interventions to change work life will help organizations to stay ahead of the competition. The possible changes in OD processes and practices under the impact of the global economy. He therefore believes that the integrated model provides a practical way to strengthen and renew both functions and to spur new thinking and creative action for the future. integral to possibilities of system‐wide change’. he believes OD professionals would require new business knowledge and skills as well as incorporating the bottom line into their values. organizations would take the guidance of OD consultants in designing and implementing appropriate interventions to bring about effective change. that is. product development. OD Processes Will extensively Use IT In future. workforce. only organizations which adapt quickly to the fast paced changes in the economy and technology will have a competitive advantage over other organizations. The future OD interventions might be carried out through the Internet without the need for the practitioner to be physically present. OD interventions could be integrated into business processes such as strategic planning. the developments in the field of information technology would be utilized in the OD processes. The ideas of Deepa Arora (2011207) Page 18 .

maximizing the profitability of the organization while minimizing the pollution of its operations. backgrounds. democracy. the process of change in culture or bringing about a change in the behavior of individuals cannot be completed instantly and will take time. in the Deepa Arora (2011207) Page 19 . However.Recent Trends in OD and Future of OD the participants could be communicated through e-mails and online bulletin boards whenever it is convenient for them. OD practitioners may need to bring down the cycle time for OD interventions in future. the time taken for collecting data can be reduced. OD practitioners should carefully avoid methods like coercion and manipulation while implementing the interventions. and industries reducing. Adopt a More Demand-driven Approach Because OD takes place within organizations. The analysis of a problem can be done in much less time than through manual processes. By using advanced computer technology. The emphasis could be on humanistic values. organizations may approach OD consultants for solutions to matters relating to work pressure on employees and personal development efforts. For OD is about developing people and organizations. The participation of employees located in different countries of the world with different cultures. and ideologies in the decision making process of the organization could be facilitated. Duration of OD Process Will Be Shortened With the lifecycles of products. The OD practitioners should carefully decide about the areas of OD process where time can be reduced. The Need for Clarity Regarding OD Values Will Increase OD practitioners should have a clear idea about the kind of interventions required for OD. organizations represent the demand side of the OD approach. etc. OD practitioners should develop their online skills so as to be competent in future. In future. authority. and equality or on power. organizations. safeguarding the environment. and profitability.

The OD core should be revitalized. one should always start by asking the question: is this a situation in which the OD approach is the right approach to deploy? If so. Deepa Arora (2011207) Page 20 . financial–economic. and it may well take a more proactive approach to that demand side. Yet where necessary. to counterbalance the harder approaches that focus more on the content of business processes. Return to the Core and Stick to That The discipline should stick to its own trade and should cherish the old core of OD. In doing so. Thus. Revamp the Original Core of OD OD should hang onto the healthy and powerful aspects of the old core of OD. then OD should always take its cue from the context in which the organization is operating. for example. There is much that OD can learn from those approaches. technical and philosophical side of organizations. That is why OD should be much more open to other approaches that.Recent Trends in OD and Future of OD context of and driven by the goals of that organization. it is from this that the approach derives its identity and effectiveness. Become More Situational and More Context-driven OD should become more aware of and responsive to the situation in which an organization operates. Be Open to Other Approaches OD is too much of a one-sided approach to satisfy the demands of contemporary organizations. OD should thus adopt more of an open-system perspective. focus on the strategic. thus giving OD a makeover. OD should therefore continue to focus on the human processes within organizations. OD should start focusing on and responding more to the real issues that today’s organizations are facing. the weaker aspects should be abandoned and replaced by new powerful core values of today’s world.

more common contracting procedures. simpler pricing structures. as consumers want one-stop shopping. Just as the demand will increase to meet the needs of emerging leaders. On the other hand. and a third party to watch over the coaches’ activities with clients. On the one hand. There will be fewer independent coaches and more firms offering coaching. and protocols to manage coaching interventions. Better Link Between Practice and Research The link between scholarly research and practical professional work has to be improved.thereby making these more ‘evidence-based’. This will increase barriers to entry for executive coaches and create clearer definition between coaches who work in organizations and business systems. Researchers should be open to a variety of scientific norms and principles. OD professionals should seek out science to assess and evaluate their interventions. OD should not be positioned as the container approach for organizational change: OD must declare its identity and emphasize what it can do for organizations. There will be greater networks amongst coaches using their alumni connections from their coach training and from working together Deepa Arora (2011207) Page 21 . because the classic empirical criteria are difficult to realize when studying OD interventions. and those who do life and career coaching with individuals. the supply of experienced semi-retired executives and development professionals will increase. The market will mature further with customers looking for more robust coach credentials. Future of Executive coaching which is in nascent stage Coaching will likely increase as baby boomers mature and new leaders need to take their places and define what leadership looks like in the new business order.Recent Trends in OD and Future of OD Positioning as One of the Approaches The discipline needs a clearer definition of what OD actually is and what distinguishes it from other (strategic or technical) approaches. scholars should seek out the practical field and conduct more practice-oriented research.

All of this speaks to consolidation of the field. so that collaboration and sharing of leads and opportunities are more likely. There will be more and better-trained internal coaches within companies. Both the social and the technical sides of organisationalsystems would seem very different to pioneers of classical OD but there is still a need for both a whole system approach and one that is underpinned by values whether these are the original human relations values or more general organisational values that inspire employees. comparable metrics of success?  How do you match coaches and executives?  Where do we draw the lines of confidentiality?  How do you meet the needs of the individual and the organization if they are in conflict?  What is coach/client chemistry and how much of a role does it play in success? These issues need to be addressed as part of making executive coaching an even more compelling route to performance enhancement. It will be exciting to watch and participate in the next phase of growth and maturity of the field. Some final thoughts OD has a long tradition and a strong legacy which remain as relevant today in tackling worker alienation as it did in the post war years.Recent Trends in OD and Future of OD in systems. Some issues have been challenges from the beginning of executive coaching such as:  How do you measure effectiveness of an individual coaching intervention or an overall program?  How do you establish definable. an increase in peer coaching amongst colleagues. and more virtual or phone/video conference coaching. All these factors will drive prices down and make coaching more prevalent in organizations. There will be an increased drive to train and measure line managers on their coaching abilities as well. group coaching sessions. Deepa Arora (2011207) Page 22 .

Recent Trends in OD and Future of OD While the physical space of ‘systems’ gradually becomes less relevant. OD will only remain relevant if it can continue to demonstrate value. however. encouraging learning and innovation. Hock (1995) may well have been prophetic in his belief that our institutions must become ‘chaordic’. cit. There are already calls for regulation. however. OD practitioners. centralisation and more control. op. OD in the UK has not yet become embroiled in the sort of self‐doubting debate that has dogged HR for so long around whether it has a seat on the board. the art of managing and coordinating global. and painful reconstruction.Behavioural sciences and an understanding of social systems stillhave much to offer here particularly in the use of ‘pull’ techniques or ‘attractors’ that tap into intrinsic motivation and lead to employee engagement. to become more short term and bottom line focussed. enormous social carnage.. remain upbeat about the future (Garrow et al. retaining a focus on the future and upholding values when they come under pressure. Meanwhile organisational design for a post global recession age is likely to be high on the agenda.). There are challenges. with the distinct possibility to that ultimate manifestation of Newtonian concepts of control – dictatorship’.) and believe they make an important contribution in tough times through ensuring organisations use the energy in the system efficiently. how strategic it is and how it can best measure value. Practitioners are quick to say that if a CEO has to ask for measures of how effective an OD intervention is then it isn’t working. op. This may not be a view that is universally popular although senior executives also felt that they would know effective OD when they saw it (Garrow et al. Wherever OD sits in the organisation it will find allies and forge partnerships with like Deepa Arora (2011207) Page 23 . provide ready made solutions and deliver changed rather than change ready organisations. The tendency for it to be defined currently in terms of tools and techniques paves the way for it tobecome quickly dated and there is constant pressure to find new ways to deliver value and support change. cit. His key question then was ‘whether we will get there through massive institutional collapse. virtual and alliance teams hasbecome a constantleadership challenge.

Where HR practitioners are ‘re‐badged’ into an OD role it is particularly important that they are not set up to fail. Ongoing development for OD practitioners remains a real priority. nor limit OD activity to those with a title or a designated function. draws on multiple disciplines and operates in the moment according to context and culture. however. as the nature of the work they do relies heavily on their individual ability to ‘read’ organisations and make effective interventions which are relevant and sensitive to the organisational context. Finally. agile structures and processes. OD inevitably retains an aura of mystique because it takes so many forms. While the quest for organisational effectiveness and high performance. OD has survived and evolved through embracing new challenges. new disciplines and new paradigms and there is some evidence that practitioners are becoming more business focused. effective leadership and the challenge of change remain top priorities for senior managers the requirement for OD is surely set to grow. While the debate around definitions and structures is interesting it should not be allowed to undermine what is done and how it is done. Where HR and OD are sufficiently compatible they will naturally form a partnership rather than be structurally driven to an uneasy merger.Recent Trends in OD and Future of OD minded individuals who have a instinctive understanding of how systems work and this is particularly effective when the leadership also has an OD mindset. Genuine OD is non formulaic and is difficult to define but taking multiple perspectives helps to create a contemporary picture of OD practice. Deepa Arora (2011207) Page 24 .

pdf http://www.fdu.org/files/IMF_report_Work_Organisation_Final.com/wp-content/uploads/2012/04/WildWest.pdf http://appreciativeinquiry.pdf http://view.edu/files/futodenablsusbus.Recent Trends in OD and Future of OD References http://www.pdf Deepa Arora (2011207) Page 25 .case.edu/intro/IPOD_draft_8-26-10.executivecoaching.imfmetal.

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