Evaluating OD and change interventions

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Organization DevelopmentOrganization Development
and Changeand Change
Professor Jayashree Sadri andProfessor Jayashree Sadri and
Dr. Sorab SadriDr. Sorab Sadri

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Questions to ConsiderQuestions to Consider
1.1. Is it sufficient to focus HRD efforts onIs it sufficient to focus HRD efforts on
individuals, or should we also considerindividuals, or should we also consider
interventions at the group andinterventions at the group and
organizational level?organizational level?
2.2. How can we assist individuals, groups,How can we assist individuals, groups,
and organizations in successfullyand organizations in successfully
dealing with change?dealing with change?

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Questions to ConsiderQuestions to Consider –– 22
3.3. Is it really possible to “transform” anIs it really possible to “transform” an
entire organization?entire organization?
4.4. What might a “high performance workWhat might a “high performance work
system” look like?system” look like?

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Organization Development (OD)Organization Development (OD)
Definition:Definition:
““A process used to enhance both theA process used to enhance both the
effectiveness of an organization andeffectiveness of an organization and
the well-being of its members throughthe well-being of its members through
planned interventions.”planned interventions.”

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TheoriesTheories
Two main categories of OD theories:Two main categories of OD theories:
 Change process theoryChange process theory
–– How does change take place?How does change take place?
 Implementation theoryImplementation theory
–– How can change strategies be putHow can change strategies be put
into practice?into practice?

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TheoriesTheories
 Change process theoryChange process theory – seeks to– seeks to
explain how organizations improve andexplain how organizations improve and
change. According to Lewin andchange. According to Lewin and
Schein, there are three stages:Schein, there are three stages:
– UnfreezingUnfreezing
– Change through cognitive restructuringChange through cognitive restructuring
– RefreezingRefreezing

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TheoriesTheories
 Implementation theoryImplementation theory – how specific– how specific
intervention strategies are designedintervention strategies are designed
and carried out. Four main types:and carried out. Four main types:
– Human process-based theoryHuman process-based theory
– Technostructural theoryTechnostructural theory
– Sociotechnical systems theorySociotechnical systems theory
– Organization transformation theoryOrganization transformation theory

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Caution About OrganizationCaution About Organization
Development ResearchDevelopment Research
 Concerns have been expressed about muchConcerns have been expressed about much
of the OD research that has been conducted:of the OD research that has been conducted:
– Lack of experimental designsLack of experimental designs
– Lack of resources availableLack of resources available
– Limitations in field research designs usedLimitations in field research designs used
– Potential bias by researchersPotential bias by researchers
– Lack of motivation to conduct strongLack of motivation to conduct strong
researchresearch

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Model of Planned ChangeModel of Planned Change
By Permission: Porres & Silvers (1991)

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Model of Planned ChangeModel of Planned Change – 2– 2
Porras & Silvers ModelPorras & Silvers Model::
1.1. Change intervention (two categories):Change intervention (two categories):
– Organization transformationOrganization transformation
– Organization developmentOrganization development
1.1. Organizational target variables:Organizational target variables:
– Vision (beliefs, purpose, mission)Vision (beliefs, purpose, mission)
– Work setting (organizing arrangements,Work setting (organizing arrangements,
social factors, technology, physical setting)social factors, technology, physical setting)

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3.3. Individual organizational member:Individual organizational member:
– Cognitive change (four types):Cognitive change (four types):
 Alpha changeAlpha change
 Beta changeBeta change
 Gamma (A) changeGamma (A) change
 Gamma (B) changeGamma (B) change
– Behavior changeBehavior change

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4.4. Organizational outcomes:Organizational outcomes:
– Improved organizational performanceImproved organizational performance
– Enhanced individual developmentEnhanced individual development
 Question: What is the value of thisQuestion: What is the value of this
model?model?

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Designing an InterventionDesigning an Intervention
StrategyStrategy
Specific RolesSpecific Roles::
 Change ManagerChange Manager
– Oversees the design of the strategy; bearsOversees the design of the strategy; bears
ultimate responsibilityultimate responsibility
 Change AgentChange Agent
– Assists the change manager; facilitates theAssists the change manager; facilitates the
activities involvedactivities involved
 Internal Change Agent (often an HRD professional)Internal Change Agent (often an HRD professional)
 External Change Agent (consultant)External Change Agent (consultant)
 IndividualsIndividuals
 Labor UnionsLabor Unions

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Designing an InterventionDesigning an Intervention
StrategyStrategy –– 22
Systems ApproachSystems Approach::
 Diagnose the EnvironmentDiagnose the Environment
– e.g., force field analysise.g., force field analysis
 Develop an Action PlanDevelop an Action Plan
– objectives, activities, “details”objectives, activities, “details”
 Evaluate the Results of the InterventionEvaluate the Results of the Intervention

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Force Field AnalysisForce Field Analysis
By Permission: Center for Effective Performance (1997)

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Types of Interventions:Types of Interventions:
Human Process-BasedHuman Process-Based
 Survey FeedbackSurvey Feedback
– The systematic collection of survey dataThe systematic collection of survey data
– Fed back to groups to promote problemFed back to groups to promote problem
solving and changesolving and change
 Team BuildingTeam Building
– A process to improve a group’s problem-A process to improve a group’s problem-
solving abilitiessolving abilities
– Example: process consultationExample: process consultation

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TechnostructuralTechnostructural
 Job EnlargementJob Enlargement
– Adding variety through similar tasksAdding variety through similar tasks
 Job EnrichmentJob Enrichment
– Increasing responsibility, knowledge ofIncreasing responsibility, knowledge of
results, and meaningfulness of workresults, and meaningfulness of work
 Alternative Work SchedulesAlternative Work Schedules
– Compressed workweekCompressed workweek
– Flextime work scheduleFlextime work schedule

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Sociotechnical SystemsSociotechnical Systems
 Quality CirclesQuality Circles
– Involving employees in work decisionsInvolving employees in work decisions
 Total Quality Management (TQM)Total Quality Management (TQM)
– Continuous improvement effortsContinuous improvement efforts
 Self-Managing Teams (SMTs)Self-Managing Teams (SMTs)
– Team members have authority to makeTeam members have authority to make
decisions and regulate the team’sdecisions and regulate the team’s
activitiesactivities

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Sociotechnical SystemsSociotechnical Systems – 2– 2
 Total Quality Management (TQM)Total Quality Management (TQM)
– Five basic components:Five basic components:
 Total commitment from senior managementTotal commitment from senior management
 Quality standards and measures in placeQuality standards and measures in place
 Training in quality for all employeesTraining in quality for all employees
(including Statistical Process Control)(including Statistical Process Control)
 Programs/ways to reward, recognize, andPrograms/ways to reward, recognize, and
celebrate quality achievementscelebrate quality achievements
 Strong quality communication effortsStrong quality communication efforts

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Sociotechnical SystemsSociotechnical Systems – 3– 3
 Self-Managing TeamsSelf-Managing Teams
– Basic components:Basic components:
 Interdependence among team membersInterdependence among team members
 Individual members have discretion/authorityIndividual members have discretion/authority
to make important work decisionsto make important work decisions
 Individual members possess a variety ofIndividual members possess a variety of
skills, so that they can perform multiple tasksskills, so that they can perform multiple tasks
 The team receives regular performanceThe team receives regular performance
feedbackfeedback

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Organizational TransformationOrganizational Transformation
 Cultural InterventionsCultural Interventions
– Efforts to change the values, norms, or ways ofEfforts to change the values, norms, or ways of
thinking in an organizationthinking in an organization
 Strategic ChangesStrategic Changes
– Fundamental changes in the purpose or missionFundamental changes in the purpose or mission
of an organizationof an organization
 Becoming a Learning OrganizationBecoming a Learning Organization
– Beyond TQM, to continuous learning andBeyond TQM, to continuous learning and
improvement for all employeesimprovement for all employees
 High Performance Work SystemsHigh Performance Work Systems

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Organizational TransformationOrganizational Transformation – 2– 2
 Becoming a Learning OrganizationBecoming a Learning Organization
– Dimensions that support learning:Dimensions that support learning:
 Organization Structure – more collaborativeOrganization Structure – more collaborative
and team-basedand team-based
 Information Acquisition, Sharing, andInformation Acquisition, Sharing, and
Retention – effective knowledge andRetention – effective knowledge and
information sharinginformation sharing
 HRM Practices – all reinforce learningHRM Practices – all reinforce learning
 Organizational Culture – promotes learningOrganizational Culture – promotes learning
 Leadership – supportive (at all levels)Leadership – supportive (at all levels)

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Organizational TransformationOrganizational Transformation – 3– 3
 High Performance Work SystemsHigh Performance Work Systems
– Eight core principles:Eight core principles:
1.1. AlignmentAlignment to organizational strategyto organizational strategy
2.2. Clear goals and outcomes (all levels, all aligned)Clear goals and outcomes (all levels, all aligned)
3.3. Work is organized around processesWork is organized around processes
4.4. Process-oriented tracking and management of resultsProcess-oriented tracking and management of results
5.5. Work units are linked to identified processesWork units are linked to identified processes
6.6. Accountability, cycle time, and responsivenessAccountability, cycle time, and responsiveness
emphasizedemphasized
7.7. Collaboration, trust, and mutual support are presentCollaboration, trust, and mutual support are present
8.8. Emphasis on strategic change managementEmphasis on strategic change management

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High Performance WorkHigh Performance Work
Systems FrameworkSystems Framework
By Permission: Van Buren & Werner (1996)

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Some Concluding Thoughts onSome Concluding Thoughts on
1.1. Effectiveness: There is evidence forEffectiveness: There is evidence for
the effectiveness of particular ODthe effectiveness of particular OD
interventions. However, there isinterventions. However, there is
much room for improvement (in themuch room for improvement (in the
research designs used, and theresearch designs used, and the
results obtained).results obtained).
2.2. Recent efforts have stressed “changeRecent efforts have stressed “change
management.”management.”

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Some Concluding Thoughts onSome Concluding Thoughts on
Organization DevelopmentOrganization Development –– 22
3.3. Many HRD applications can be viewedMany HRD applications can be viewed
as OD interventions:as OD interventions:
– Human Process-BasedHuman Process-Based: career: career
development, coaching, orientationdevelopment, coaching, orientation
– TechnostructuralTechnostructural: skills/technical training: skills/technical training
– SociotechnicalSociotechnical: team and quality training: team and quality training
– Organization transformationOrganization transformation: EAPs,: EAPs,
management developmentmanagement development

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SummarySummary
 Organization development can be difficult!Organization development can be difficult!
– Reluctance/resistance to changeReluctance/resistance to change
 Success is most likely with:Success is most likely with:
– An appropriate model of changeAn appropriate model of change
– The appropriate methods/interventionsThe appropriate methods/interventions
– A systems approach (e.g., high performance workA systems approach (e.g., high performance work
systems, HRD process model)systems, HRD process model)
 Need a dual focus on organizational performanceNeed a dual focus on organizational performance
andand employee well-beingemployee well-being

Evaluating OD and change interventions

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