Key Influencers in

Organization
Development

Speakers:
Aruna Nair and Purvi Raval, Seema
Rekha
Key Support
Trupti Mulchandani
Mentor : Ms Andria
 Session Outline
History and Background of
OD

Key Influencers in OD

OD in Indian Settings

Application of OD Theories
 1979 Phase II QWL
Rise of Quality Circle
and TQM

1950 & 1960 Phase I

of QWL 1950
Emergence of Regional Labs
Expansion of T Groups
1960 Likert’s Four
Management Styles
1950 Douglas
McGregor and Richard
Bekhard coined the
term OD

1947 Laboratory
Training
1944 Action Research
& Survey RCGD at MIT

1930
Key Influencers of OD
Kurt Lewin “There is nothing so practical as a good theory”
Founding Father of OD

The pioneer of social, organizational, and applied psychology…

Kurt Lewin is know for:

– Group Dynamics
– Action Research
– T-Groups

Famous Work:
– Concept of genidentity
– Force Field Analysis
– Laboratory Trainings
– The Lewin's Equation, B=ƒ(P,E)
– Change Process
 Force Field Analysis
• To be added
 Laboratory Training
• To be added by tomorrow
The Lewin's Equation, B=ƒ(P,E

• To be added
Change Process

• To be added
Warren Bennis – Father of Leadership
Career:
Academics: Executive Vice President – State University
Bachelor’s degree in psychology and of New York at Buffalo – 1967
business – 1951 “The Leaning Ivory Tower” – a book based
Honors certificate – London School of on his experiences at Buffalo – 1973
Economics while doing his 22nd President of the University of
postgraduate studies in MIT Cincinnati from 1971 to 1977
PhD in economics and social sciences – A consultant to U.S. Presidents John F.
MIT – 1955 Kennedy, Lyndon B. Johnson, Gerald R.
Honorary degrees from 15 institutions. Ford, and Ronald Reagan, and was sought
out by generations of business leaders.
Business professor of University of
Major influencers: Southern California – 1979
Douglas McGregor 35 years at USC – 30 published books –
Paul A Samuelson hundreds of essays and articles
Franco Modifliani Seminal work “On becoming a leader” –
Robert M Solow 1989
 Five Essential Leadership Traits
Convey hope and
optimism for the Generate and sustain
future trust
Provide direction
and meaning to
followers
Show
results

Share and engage followers in common core values and

vision
 Four Leadership
Competencies
Meaning Trust
Attention Self-
through through
through 1 2 3 develop 4
communi positioni
vision ment
cation ng

Leaders who make their positions known and keep to them are trusted by their
followers.
Seven ages of a leader

The infant executive

The schoolboy

The lover

The bearded soldier

The general

The statesman

The sage
 •“The only thing of real importance that leaders do is to create and
manage culture. If you do not manage culture, it manages you, and
you may not even be aware of the extent to which this is
happening.”

“If you have been trying to make changes in how your organization works, you
need to find out how the existing culture aids or hinders you.”

“We tend to think we can separate strategy from culture, but we fail to notice that in
most organizations strategic thinking is deeply colored by tacit assumptions about
who they are and what their mission is.”

“In most organizational change efforts, it is much easier to draw on the

strengths of the culture than to overcome the constraints by changing
the culture.”

“We do not think and talk about what we see; we see what we are able
to think and talk about.”
 Schein’s Organizational Culture Model

Artifacts Espoused
and values
behaviors

Assumptions
Schein’s Career Anchors
Autonomy/independence

Security/stability

Technical-functional
competence

General managerial
competence

Entrepreneurial
creativity
Other Theories

01 02 03 04
Psychological Management Organizationa Motivation
contract Cultures l Learning Theories

Schein created two

The psychological Schein identified three
Under the pressures of contributions. The first
contract is a set of management cultures
constant change, was to group models of
undocumented that co-exist and, to a
organizations can only workplace motivation
expectations between degree, compete
thrive when they learn into three categories,
the organization and unhelpfully with one
quickly. and the second was to
its employees. another.
add a fourth category.
 Marvin Weisbord
•
2004 The Notoriety
Honored with a Lifetime Achievement Award by the National OD Net in

• Greatly (Consultant’s –consultant)most profoundly by Kurt Lewin.

influenced intellectually
• A professional author, business executive, organizational consultant,
researcher.
• Presently the co-director of the non-profit Future Search Network
(FSN)and cofounder of its global network – spanned 50 years.
• Emeritus member of the European Institute for Transnational Studies and
a fellow of the World Academy of Productivity Science.
• a resource faculty member in the Organization and Systems Renewal
Program, at Seattle University
• A visiting faculty in the doctoral program in Organization Development at
Benedictine University, Lisle, IL.
• He is widely known for his multi-edition, Productive Workplaces: Dignity,
Meaning and Community in the 21st Century (2012)
• founder of the Philadelphia Area OD Network in 1970

http://www.marvinweisbord.com/index.php/about/
 •
Marvin’s Work
OD consultant from 1969-1992
“What I know about OD I learned “in the streets” working as a business executive in the 1960’s and a consultant for 22 years after that”
• Together with Tony Tony Petrella in the early 70’s in what became the
consulting firm Block Petrella Weisbord and the training company
Designed Learning.
• Worked in about 100 major projects, working with such clients as
Atomic Energy of Canada, Avery International, Bethlehem Steel, Johnson
& Johnson, General Electric, PQ Corporation, Rohm & Haas, Scott Paper,
G.D. Searle, Warner-Lambert, and the Wilmington, DE, Bureau of Police.
• Consulting focused was based on action research aimed at improving
organizational performance and employee satisfaction
• As a member of NTL Institute for Applied Behavioral Science where he
ran T-groups and learning laboratories in organizational diagnosis, team
building and consultation skills.
• Trained many consultants in Sweden and Norway starting in 1975 and
was a Visiting Research Scientist working with Max Elden at the
Norwegian Institute of Technology, Trondheim, in 1987.
• His writing in the late 1970’s and 1980’s concerned the differences
between medical and industrial organizations and the implications for
practice in each.
• Know for creating the “Sociotechnical Systems” work design

http://www.marvinweisbord.com/index.php/about
 Weisbord Six-Box Model

• Enables the evaluation of the organization's performance in a structured

• Six-Box Model uses six categories to conduct an organizational diagnosis
• A diagnosis is a way to bridge the gap between what is and what should
be. This implies that data will be collected and that conclusions will need
to be drawn using the findings resulting from analyses into the six research
areas
• This model emphasis on the need for identifying and solving a problem
systematically by the people of the organization: more than anyone – they
are familiar with the situation they’re in, enabling them to find ways to
improve.
• Purposes: Clarity of mission and perspectives of an organizational vision. These
goals have to be clear to all employees and they need to abide by them, even if
their individual philosophies about how things should be are completely different.
• Structure: The structure of an organization is the bigger picture of power
relationships and formal relationships between functional groups in an
organization. Structure should give a clear idea of the legal power, and it should
also provide an accurate and fitting overview of how the goals of the organization
need to be achieved and who is responsible
• Relationships: Relationships include individuals, groups, technological and other
functional sections that effectively work together.
• Rewards: Reward systems include both official and unofficial rewards and have to
be analyzed in order to ensure sufficient (extrinsic) motivation among employees.
• Leadership: Leadership refers mainly to the managers within an organizations,
although non-managers can also have a leadership role within their own team.
The intensive leadership style they will employ for this is aimed at tasks and
relationships, managing and monitoring goals, identifying problems, and be highly
adaptive to their environment, both internal and external
• Helpful mechanisms: Helpful mechanisms are methods that help employees to
coordinate their activities. Examples of such mechanisms are: descriptions of
organisational approaches, procedures, seminars, notes, reports, perspectives, or
integrated information systems.
• Input, output and external environment :
- Input: Money, people, ideas and machines are somethings that are placed into the
system.
- Output: Are products and services, what is produced by the system or the parts of
it.
- External environment: From the availability of skilled workers to the price of raw
materials; competition, phases of economic cycles, fads & trends, customers ever
changing tastes
 Summary
• The Weisbord Six-Box Model is particularly useful for relatively
uncomplicated organizations,
• Weisbord’s Six-Box Model is still a valuable tool to visualise their
business as a systematic whole without using complex terminology.
• The organizational diagnosis is particularly important for new
businesses, primarily because they often don’t have a good
overview of the environment they operate in and have high
dynamic interaction with said environment. Market developments
and prognoses are also relatively alien to them, even though
they’re crucial for the company’s survival.
 Video
• Weisbord Six Box Model
https://www.youtube.com/watch?v=davyhr8fYEA
Wilfred Bion

Wilfred Bion was one of the first people to focus on the unconscious
defenses that a group uses to deal with anxiety and conflict that distract
the group from its conscious tasks.
Working as a psychiatrist during World War II, he was one of the founders
of group dynamics.
He noted what he called “basic assumptions” that were unconscious, a
product of the group, and caused groups to derail from their actual tasks.
He called these basic assumptions “dependency,” “fight-flight,” and
“pairing.” When an ongoing group strays off course from its actual tasks as
a group and continues to function in a way that interferes with the
achievement of group goals it is said to have created a “collusive culture”
Basic assumptions

• Bion discovered how to empower a

group to take responsibility for its’ own
work and learning.
• The Origin of ‘Self-Managed Work
Teams’
Basic assumptions

• “dependency”
• “fight-flight”
• Bion’s third basic assumption group is
called “pairing.”
History of Organizational
Development in India
 Dr Udai Pareek,
FATHER OF HRD/ OD IN INDIA

Mr Pareek began his journey as a process facilitator with a

yearning, as a student of psychology, to deal with issue of change in
people, system and societies.
Among the many contributions of Mr Pareek, is that he has
contributed to new concepts and brought more understanding of
Indian Culture and linked it to the OD work. He gave the concept of
role efficacy and extension motivation. He had listed ten major
reason for role conflict and stress. He did not merely suggest this
idea but gave the Organisation Role Stress Scale (ORS Scale) which
helps measure role stresses.
He worked on his own, and dabbled into different areas where his
interest took him from education to health to agriculture.
Along with these he had authored and edited around 60 books and
more than 350 papers and received many national and
(1925 – 2010) international awards in the field of HRD.
Extension Motivation and Extension Values

Development = (Achievement Motivation X Extension

Motivation) - Dependence Motivation
Institution building

• Attention to process
• Significance of goal or uniqueness of the filed- urgent social needs
• Innovative nature
• Autonomy
• Generating new values
• Impact
• Multiplication of know how
• Linkages
• Development of people
Key foundation of OD

Udai proposed a new value framework as:

• From elitism to populism
• From Percolation to growth
• Centralism to decentralization
• Isolated professionalism to dialogue
Human Resources Development and OD

1. Focus on enabling capability

2. Integrating the development of people with organization development:
3. Maximizing individual autonomy and growth through increased responsibility:
4. Decentralization through delegation and shared responsibility:
5. Participative decision-making
6. Balancing adaptation to and changing organizational culture:
7. Balancing differentiation and integration
8. Balancing specialization and diffusion of the function
9. Ensuring responsibility for the function
10. Balancing linkages within and with other functions
11. Building feedback and reinforcing mechanisms
12. Balancing quantification and qualitative decisions
13. Balancing internal and external help:
14. Planning for evolution of the function
15. Continuous review and self renewal
OCTAPACE

• Udai Pareek's (Openness, Collaboration, Trust,

Authenticity, Proactivity, Autonomy, Confrontation, and
experimentation) values should now be expanded to
include Extension Value.

• All HRD and OD work should be reoriented to this in view

of the need to build a strong and healthy world for our
future generations
Role Efficacy

Role efficacy is defined as the potential effectiveness of an individual occupying a particular role in
an organization.
It consists of making your role the way you like (role making), feeing important and central in the
organization through your role (role centering) and linking various aspects of the role to make it
stronger (role linking).
The various dimension of role efficacy include:
• Self Role Integration
• Proactivity
• Creativity
• Confrontation
• Centrality
• Influence
• Personal Growth
• Inter-Role Linkage
• Helping Relationship
• Super ordination
Outcome of Role Efficacy

• Less role stress, less anxiety and work related tension.

• Persons with high role efficacy tend to rely on their own strengths to solve
problems, use more purposeful behavior, are active and interactive with people &
environment. They persist in solving problems, inclined to growth, exhibit
attitudinal commitment while adopting a positive approach.
• They have a high degree of satisfaction with their jobs and role in the organization.
• Of all the things that make a manager successful is the self image the person carries
with him/ her. The self image is like a shadow. It is known by different terms and
ways. The related concepts are self respect, self confidence, ego, sense of efficacy,
self concept, self worth, sense of inner worth etc. People with high sense of values
and super ordinate goals share a feeling that they exist for others.
Rolf P. Lynton • A Contemporary and colleague of Mr Udai Pareek, has worked as
an international systems consultant, hands-on trainer and chief
executive in manpower and institution development.
• He co-authored two books with Mr Pareek, ‘Training for
Development’, and ‘Training for Organizational Transformation’.
• Along with these, he was the one to began psychodynamic
process as the integrating force for behavioural science, research
and action in Mysore, where he founded an institution, ‘Aloka’ in
1957 for youth leaders from Asian countries. This trend was
strengthened with the institutionalization of L-Group (Learning –
Group) or T- Group (Training – Group) as the core methodology
used to help people to confront their interpersonal, and group
issues at the Small Industry Extension Training Institute where he
was later joined by Mr Udai Pareek to redesign training and group
development.

(1924 – Present)
 • Eminent Indian Psychologists: 100 years of Psychology in India (Book)
• https://www.slideshare.net/karthik1985/od-in-india-a-historical-perspective
• http://perfectprofessional.in/od-and-hrd-in-india-a-historical-perspective/
• https://iimsushr.wordpress.com/2010/08/08/dr-udai-pareek-father-figure-in-
hrd/amp/
References • http://sharadanayak.com/?p=82
• http://www.empiindia.com/portal/safi/index.php?pid=udaipareek
• http://hrinindia.blogspot.com/2010/03/tribute-to-dr-udai-pareek.html?m=1
• http://ijsw.tiss.edu/greenstone/cgi-bin/linux/library.cgi?e=d-01000-00---off-
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