CHAPTER

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OD, Planned Change

& The OD Practitioner
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Organization Development is...

a system-wide application and transfer of

behavioral science knowledge to the planned
development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.

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 Lewin’s Planned Change

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 Action Research Cycle

Identify
Gather
the
Data
Problem

Next Interpret
Steps Data

Evaluate Act on
Results Evidence

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 Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to Create

the Future

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General Model of Planned Change

Planning
Entering and Evaluating
and Diagnosing Implementing and
Contracting Change Institutionalizing
Change

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 Critique of Planned Change

Conceptualization of Planned Change

Change is not linear
Change is not rational
The relationship between change and
performance is unclear
Practice of Planned Change
Limited consulting skills and focus
Quick fixes vs. development approaches

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The Organization Development Practitioner

Internal and External Consultants

Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, compensation and benefits
managers)
Managers and Administrators who apply
OD from their line or staff positions

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Competencies of an OD Practitioner

Intrapersonal Skills
Self-awareness
Interpersonal Skills
Ability to work with others and groups
General Consultation Skills
Ability to manage consulting process
Organization Development Theory
Knowledge of change processes

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 Professional Ethics

Ethical Guidelines
Ethical Dilemmas
Misrepresentation
Misuse of data
Coercion
Value and goal conflicts
Technical ineptness

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