Aligning Training with strategy

Evolution of OD
Mangrove Tree- (halophytes)

Mangroves are salt tolerant trees

(halophytes)

Adapted to live in harsh coastal

conditions

They contain a complex salt

filtration system and complex root
system to cope with saltwater
immersion and wave action.

WLD_DR. L G_ SDMIMD
Systematic OD = Analogy of mangrove
tree
Four important trunk stems

The Laboratory training stem

The Survey research and feedback methodology

stem

The Action research stem

The socio-technical and socio-clinical stem

The Laboratory training stem
The T-group/Laboratory training
T-group- T stands for Training
Latter called as L-group (L stands for Learning)
Unstructured small group situations
Participants learn from own actions and
Group’s evolving dynamics
One observer to note and give feedback
Debate is open for participants with observer
People behind T-group

Douglas McGregor

Kurt Lewin
 Specialized form of research

Developed at Survey Research Center (SRC) of

University of Michigan
Survey
research and Founded by Rensis Likert

feedback Technique for measurement of attitude

stem Used five-point scale

Focused on group dynamics

Action research stem
Collaborative

Client-consultant inquiry

Participant action research

T-group training also a component of action research

Socio-technical and socio-clinical stem
Tavistock clinic in England- Socio-clinical implemented

During world war II, a hospital near Birmingham, soldiers were asked to join a
group that performed some tasks like

Handicraft

Map reading

Also discussed managerial and administrative problems

Aligning
HR and
HRD with
strategy
 Training also focusses on change
Training and OD Change principles also applies to training
 Culture of Mutuality--fostering of certain values and
open & proactive systems viz.
Openness (open communication )
Confrontation (facing the problem)
Trust (Mutual credibility)
OCTAPACE Authenticity (genuineness)
Pro-active (Planning in advance)
Autonomy (empowering to make decisions)
Collaboration (Joint working)
Experimentation (Encourage newer strategies)
Differences between OD practitioners
and trainers
Issue OD Practitioner Trainer
Role Strategic Tactical
Client Top management Middle-to-lower-
level management
Response to Challenge and confront Work around or
problems within the system
Organizational Overly analytical Gets things done
perception