Chapter 6:

MANAGING THE OD

PROCESS
ALL OD PROGRAMS HAVE THREE
BASIC COMPONENTS:

1. DIAGNOSIS
-- Represents a continuous collection
of data about the total system

2. ACTION
-- Consists of all the activities
and interventions
-- designed to improve the
organization’s functioning
3. PROGRAM MANAGEMENT
-- Encompasses all activities designed
to ensure success of the program

STRENGTH
DIAGNOSIS IDENTIFIES
OPPORTUNITIES

PROBLEM AREAS
 DIAGNOSING THE SYSTEM
SUBUNITS AND PROCESSES

BECKHARD emphasized the diagnostic

activities

1. Various subsystems include the ff:

* Top Management
* Production Department
* Research Group
 2. Organization Processes:

* Decision-Making Processes
* Communications Patterns
* Styles
* Relationships between Interfacing
Groups
* Management of Conflict
* Setting of Goals
* Planning Methods
OD continuously generates
system data

1. To help the client system

generate valid data

2. To enable the client system

to have free, informed choice

3. To help the client system

generate internal commitment
to the choices made
THE SIX-BOX MODEL

Marvin Weisbord (1976)

diagnostic tool consists
of six critical areas:

1. Purposes
2. Structure
3. Rewards
4. Helpful Mechanisms
5. Relationships
6. Leadership
 THE ACTION COMPONENT:
OD INTERVENTIONS
OD INTERVENTIONS are sets of structured
activities. interventions are actions taken
to produce desired change.
NATURE OF OD INTERVENTIONS

The intervention activities are done

in addition to the normal activities or are
done instead of the normal activities.

WORKSHOP will give only hypothetical

problem, not real organization life event.
OD INTERVENTIONS tend to focus
on real problems rather than
hypothetical phases of OD
programs

WARNER BURKE describes the

following phases of OD programs:

1. ENTRY: represents the initial

contact between consultant
and client.
2. CONTRACTING: involves
establishing mutual
expectations:
reaching agreement on
expenditures of time,
money, resources and
energy.

3. DIAGNOSIS: is the fact-

finding phase, which
produces a picture of
the situation.
 4. FEEDBACK:
represents returning the
analyzed information to
the client system

5. PLANNING CHANGE:
Involves the clients;
deciding what actions/
steps to take based on
the information they
have just earned.
 6. INTERVENTION:
Implements sets of actions
designed to correct the
problems or seize the
opportunity.

7. EVALUATION:
represents assessing the
effects of the program; was
it successful? what
changes occurred? are we
satisfied with the results ?
A MODEL FOR MANAGING
CHANGE

WHAT ARE THE KEY INGREDIENTS IN

SUCCESSFUL CHANGE EFFORTS?

* Motivating change
* Creating a vision
* Developing political support
* Managing the transition
* Sustaining momentum
THE CHANGE MANAGEMENT
HANDBOOK MODEL

CHANGE MANAGEMENT is broader in scope

than OD; it places greater emphasis on
strategy, competitive advantage, market
analysis and customer focus
THE CHANGE MANAGEMENT
HANDBOOK MODEL

Change management
and OD rest on the
same foundation and
use the same principles
and practices.
 LANCE BERGER
defines change
management as: the
continuous process of
aligning an organization
with its marketplace
and doing it more
responsively and
effectively than
competitors.
 CHAPTER 7:

ACTION RESEARCH
AND
ORGANIZATION
DEVELOPMENT
• ACTION RESEARCH
– is a cornerstone of organization
development, underlying both the
theory and practice of the field.
• ACTION
RESEARCH
Attempts to meet
the dual goals of
making action
more effective
and building a
body of scientific
knowledge around
that action.
Kurt Lewin proposed
action research as a
new methodology for
behavioral science.
ACTION RESEARCH
- is the application of
the scientific method of
fact-finding and
experimentation to
practical problems
requiring action
solutions and involving
the cooperation of
scientists, practitioners
and laypersons.
THE IMPORTANCE OF
VIEWING ACTION
RESEARCH AS A
PROCESS
William F. Whyte and
Edith L.Hamilton
– developed a process
for applying human
relations research
findings to the
changing of
organization behavior.
Research hypothesis
consists of 2 aspects:

A goal and an action,

dependent and
independent variable

* staff meetings will be

more productive if
manager solicits and
use agenda topics from
the staff
* Leader should always
have open channel of
staff empowerment
with humanistic
approach and uplifting
remarks
ACTION RESEARCH IN OD

* The natures of organization

development and of action research
are quite similar.

* They are both variants of applied

behavioral science.

*They both utilize action- oriented

and data-based and are problem-
solving social interventions.