1. The Process of OD
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2. Process of OD
 Sensing that the organization requires OD.
 Poor product quality, high rates of absenteeism, or
dysfunctional conflicts among departments.
 Simple feelings that the organization should be “more
innovative,” “more competitive,” or “more effective.”
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3. Entering into an OD Relationship
 An organization member contact an OD practitioner.
• Clarifying the nature of the organization’s current
functioning and the issue(s) to be addressed.
• The relevant client system for that issue.
• The appropriateness of the particular OD practitioner.
• OD practitioner collect preliminary data about the
organization.
• Organization gather information about the practitioner’s
competence and experience.
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4. Clarifying Organizational Issue
 Organizations present a specific or general problem/issue.
 It may be a solution also.
 This may be a symptom of real problem.
 The issue facing the organization or department must be
clarified early in the OD process.
 OD practitioner may collect preliminary data.
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5. Determining the Relevant Client
 This is the second activity in OD relationship.
 A critical step.
 OD project may fail due to casual approach towards this step.
 Determining the relevant client can vary in complexity
depending on the situation.
 It is more complex when the organizational issue cannot
readily be addressed in a single unit.
 Additional information is required.
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6. Selecting an OD Practitioner
 Little systematic advice is available on how to choose.
 Organizations invite proposals.
 Proposal include project goals, outlines of action plans, a list
of roles and responsibilities, recommended interventions, and
proposed fees and expenses.
 Technical skills and personality and interpersonal competence.
 Practitioners should educate clients.
 If a good match does not exist, they should inform the client.
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7. Developing a Contract
 The goal of contracting is to make a good decision about how
to carry out the OD process.
 OD processes require some form of explicit contracting.
 The contracting step in OD generally addresses three key
areas:
• Setting mutual expectations
• The time and resources that will be devoted to it.
• The ground rules for working together.
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8. Diagnosing organizations
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9. Diagnosis ????
 Diagnosis is the process of understanding a system’s current
functioning. It involves collecting pertinent information
about current operations, analyzing those data, and drawing
conclusions for potential change and improvement.
 Effective diagnosis provides the systematic knowledge of
the organization needed to design appropriate
interventions.
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10. Diagnosis ????
 Diagnosis in organization development is much more
collaborative than such a medical perspective implies and
does not accept the implicit assumption that something is
wrong with the organization.
 Conclusions are drawn for action planning and
intervention.
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11. Need for Diagnostic Models
 OD practitioners and organization members need to have an
idea about what information to collect and analyze.
 Conceptual frameworks that people use to understand
organizations are termed as diagnostic models.
 Diagnostic models point out what areas to examine and what
questions to ask in assessing.
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12. Organizational/Group/Individual
Level Diagnosis
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13. Collecting and Analyzing
Diagnostic information
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14.  The quality of the information gathered is a critical part of
the OD process.
 Data collection involves gathering information on specific
organizational features, such as the inputs, design
components, and outputs.
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15.  Four methods can be used to collect data:
• Questionnaires
• Interviews
• Observations
• Unobtrusive measures
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16. Feedback Diagnostic
Information
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17.  Perhaps the most important step in the diagnostic process is
feeding back diagnostic information to the client organization.
 A key objective of the feedback process is to be sure that the
client has ownership of the data.
 Survey feed back.
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18. Context of Feed Back
 OD practitioners need to summarize the data in ways that
enable clients to understand the information and draw action
implications from it.
 Characteristics of effective feed back:
• Relevant
• Understandable
• Descriptive
• Verifiable
• Timely
• Limited
• Significant
• Comparative
• Unfinalized
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19. Characteristic of Feedback Process
 Ownership of the feedback data is facilitated by the following
five features of successful feedback processes:
• Motivation to work with the data
• Structure for the meeting
• Appropriate attendance
• Appropriate power
• Process help
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20. Survey Feedback
 “Survey feedback is a process of collecting and feeding back
data from an organization or department through the use of a
questionnaire or survey”.
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21. Survey Feedback Steps
 Members of the organization, including those at the top, are
involved in preliminary planning of the survey.
Clarity about:
• The level of analysis (organization, department, or small
group)
• The objectives of the survey.
 Helpful in gaining ownership of the data.
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22. Survey Feedback Steps
 The survey instrument is administered to all members of the
organization or department.
 The OD consultant usually analyzes the survey data, tabulates
the results, suggests approaches to diagnosis, and trains client
members to lead the feedback process.
 Data feedback usually begins at the top of the organization and
cascades downward to groups reporting to managers at
successively lower levels.
 Feedback meetings provide an opportunity to work with the
data.
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23. Limitations of Survey Feedback
Ambiguity of purpose.
Distrust.
Unacceptable topics.
Organizational disturbance.
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24. Designing Interventions
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25. Prelude
 An OD intervention is a sequence of activities, actions, and
events intended to help an organization improve its
performance and effectiveness.
 Intervention design derives from careful diagnosis and is
meant to resolve specific problems and to improve particular
areas.
 OD interventions vary from standardized programs to
relatively unique programs tailored to a specific organization
or department.
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26. Effective Interventions????
 Three major criteria define the effective interventions:
• The extent to which it fits the needs of the
organization.
• The degree to which it is based on causal knowledge
of intended outcomes.
• The extent to which it transfers change management
competence to organization members.
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27. Effective Interventions????
 Valid information.
 Free and informed choice.
 Internal commitment.
 Knowledge of outcomes.
 Gaining knowledge and skill in managing change.
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28. Designing Effective Interventions
 Two major sets of contingencies:
• To do with the change situation.
• Those related to the target of change.
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29. Related to the Change Situation
 Need for autonomy
 Management style and technical uncertainty
 Degree of top management support
 Job enrichment
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30. Related to the Change Situation
• Readiness for change
• Capability to change (F= ks+ res+ sys+exp)
• Cultural context (v imp)
• Capabilities of change agent
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31. Related to the Target of Change
 Organizational issues:
• Strategic issues.
• Technological and structural issues.
• Human resources issues.
• Human process issues.
• Level of organizational system at which the
intervention is expected to have a primary impact.
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32. Leading and Managing Change
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34. Evaluating and Institutionalizing
OD Interventions
 Evaluation is concerned with providing feedback to
practitioners and organization members about the progress
and impact of interventions.
 Such information may suggest the need for further diagnosis
and modification of the change program, or it may show that
the intervention is successful.
 Institutionalization is a process for maintaining a particular
change for an appropriate period of time.
 It ensures that the results of successful change programs
persist over time.
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