Organisational Development: The Process, Models, Factors & Implementation

1. Abstract
To face the onslaught of competition and to remain in existence it is imperative for
organisations to change their strategies, structures, processes, people and cultures.
Choosing the right consultant and the model of a planned change is crucial to ensure
the process of changing takes place without major hiccups and the strategic objectives
of the changes are met on time. Apart from collecting the correct data and
information, diagnostic data processing and planning need to be done meticulously
through collaborative diagnosis before embarking on the change process. During the
transition period it is important to manage the changes and resistance accordingly to
ensure smooth transition. All in all the top management support and leadership plays
the most important role from initiating the change until the accomplishment and
institutionalisation of the change.
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2. Organisational Development:
The Process, Models, Factors & Implementation
By: Mohamed Azmi Taufik
Objective
Agenda
To review the models and process of planned
changed in Organisational Development
1.
2.
3.
4.
5.
6.
7.
8.
Definition of OD
OD as a Process
Models of Planned Change
Resistance to Change and Field Force Theory
Factors affecting OD
Model of a Planned Changes
The Process of OD
Summary & Conclusion

3. Definition of OD
Organization Development (OD) is a planned process of
change in an organization’s culture through the utilization of
behavioral science technology, research, and theory.
It is an adaptive development , improvement and reinforcement
of such organizational features as,
•
•
•
•
strategies,
structures,
processes,
people and cultures
that lead to organizational effectiveness.
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4. OD is a planned change process to improve the effectiveness
of organisation
Old State
Change Process
OD as a process
• Top management supported initiative
• Long term effort to improve organisational
problems
• Done thru’ effective & collaborative diagnosis
and management of organisational culture
• Emphasis on formal work teams and inter-group
culture
• Assistance from consultant
• Uses applied behavioral science & action
research
New Required State
According to the org. strategy
• Planned – long term
• Managed from Top and
sustained
• Increase organisational
effectiveness and health
• Use OD interventions
• Use of behaviour science
principles
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5. Models of Planned Change
Planned organization change requires a systematic process of movement from
one condition to another
1
3-Stage Model
Unfreeze
(Awareness/
Diagnosis)
2
Problem
Identification
Evaluation &
follow-up
Joint action
planning &
Implementation
Change
(Transition /
intervention)
Action
Research
Joint
diagnosis
Refreeze
(Reinforcement)
3
Initiate
Inquiry
Data
gathering,
diagnosis &
feedback
Consultation
with
behavioural
scientist
Action Research
Problem
Identification
Joint
diagnosis
Consultation with a
Behavioral
scientist
Data gathering &
preliminary
diagnosis
Feedback to
Client
Joint action
planning
Action
Implementation
Data gathering
after action
Appreciative Inquiry
Inquire to
best practices
Discover
Themes
Envision a
Preferred
Future
Design and Deliver Ways to
Create the Future
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6. Resistance to Changes and Field Force Theory
Desired
State
Current
State
For change to happen the status quo, or equilibrium
must be upset – either by adding conditions
favourable to the change or by reducing resisting
forces.
What Kurt Lewin proposes is that whenever driving
forces are stronger than restraining forces, the
status quo or equilibrium will change.
Before
Change
Change
Takes Place
After
Change
Time
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7. Business and Human Factors Affecting Organisational Changes
Human Factors
Business Factors
1
Focus of
Organisational Changes
Globalisation
1
2
Strategy
Attraction of
future
2
4
3
Technology
Systems
Perceptions,
values
3
Self Interest
4
5
Motivated
6
Structure
4
Technology
2
Org. Learning
Competitors
3
Dissatisfaction
1
with Status quo
Gov. Policies
5 Value & culture
5
Leadership
6
6
Public Demand
Staffs
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8. Model of Planned Change
1. Diagnosing
Entering
and
Contracting
Clarify the org issue
Determine the relevant client
Select appropriate OD practitioner
--------------------------------------------Practitioner Skills
- Intrapersonal
- Interpersonal
- Consultation
- OD theory
Organisations, Groups
and Jobs
2. Collecting and
analysing diagnostic info
& data
Collaborative process bet. Org &
consultant
Understand the org functions
Provide necessary info for design change
Understand org. issues
How to develop action steps
Draw conclusion for action planning &
intervention
-----------------Org Design
Team / group functions
Task structure
Group composition & norms
Team effectiveness – performance, QWL
----------------------------------Personal characteristic
Skill variety
Task identity / significance
Individual effectiveness – satisfaction,
performance, personal development
-----------------------Planning to collect data
Questionnaires, interviews, observations
Analyses data, FFA
Feeding back diagnostic info
1. Plan, Design &,
Implement Intervention
2. Managing Change
Plan for effective intervention
- readiness for change
- Capability to change
- Capabilities of change agent
- Strategic issues
- Technology & structure
- HR
-------------------------------------Design Intervention
- Human process
- Techno-structural
- HR management
- strategic intervention
-------------------------------------Managing
- motivating change
- resistance to change
- activities for effective change
- developing political support
-Identify and rally stakeholders
- transition
Sustain momentum
Staying on the course
- individual & group enhancement
- teambuilding
- inter-group activities
Evaluating
and
Institutionalizing
Change
Implement & evaluate feedback
Measure the output
---------------------------------Institutionalize the change
- congruence
- stability in environment & technology
- Unionisation
Socialisation
Commitment
Rewards
Sensing & calibration
Indicators –
- Knowledge
- Performance
- Preferences
- Value consensus
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9. Summary & Conclusion
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Organisation need to change to remain effective

Need to adopt change models that is suitable for the process and to seek assistance
from competence OD practitioner
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Need to analyse the organisational issues and plan for the changes
Implement the changes, manage the transformation and address resistances
Institutionalise the changes and evaluate the effectiveness & congruence
Organisation need to change adapt to uncertain technological, economic, political
and cultural changes to remain effective and in existence. Initiative for changes
comes from the top management and must be managed accordingly to ensure
the transition process to complete as planned and the strategic objective of the
changes are achieved.
ThankA
Q & you
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