Levels / Units of Analysis in an Organization and

alignment of Behavioral Sciences studies

The Individual – personality / traits / motivation / stress

Introduction to perception / competencies
Organization Development and Change
The Group – group decisions / conflict in groups / dynamics
/ norms and culture

The organization – structure / organizational culture

/ managing change and internal processes

Ranjeet Nambudiri HRM – application of behavioral science

Indian Institute of Management, Indore

Leadership and Organizational Development

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Session Exercise / Case Learning objective

Objectives and scope 1 OD Consultant Diagnostics, Expectation setting, Forces for and
WBB against change (Force Field Model)
2 Roaring Dragon Hotel Challenges of planned change (Harvey
• Focuses on the Human side of Planned Change and Brown) , Models of planned change
– Role of the Change Agent or OD Consultant 3 Jess Westerley Resistance to change (O’ Çonnor model)
• Managing People 4 ODC styles / Grayson Practitioner styles / OD process
• Processes
5 The Young Woman Diagnosis of a group (sociogram) / of
an Organization (Competing Values)
• Emphasis is on the group as the unit of analysis
6 Sigma Computers Process Consulting
• Practice-academic orientation
7 Datavision / Simmons Designing and implementing group
• Culture due-diligence (models of analysis) v culture change
level interventions
process (OBII?)
8 C & B / Sonoco Designing and implementing
organizational level interventions
9 & 10 National Instrumentation Limited Capstone – putting it together
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Evaluation Coverage

• In Class Evaluation – 25 %
– Class participation (on a scale of 0-4) • Definitional issues
– Peer CP
– In-class exercises / Quizzes based on cases and group activities • OD and other forms of planned change

• Case Analysis – 15 % (Any one or more case – best score) • OD: History

• Group Learning Paper – 20 %

• End Term – 40 %

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Definitions Definitions

• Richard Beckhard
• Warner Burke • OD is an effort (1) planned, (2) organization-wide, and (3) managed from
the top, to (4) increase and organization’s effectiveness and health, through,
• OD is a planned process of change in an organization’s culture through the
(5) planned interventions in the processes, using behavioral science knowledge
utilization of behavioral science technology, research, and theory • Focus: OD process per se
• Focus: Culture as the target of change
• Micheal Beer
• OD is a system wide process of data collection, diagnosis, action planning,
• Wendell French intervention, and evaluation aimed at, (1) enhancing congruence among
• OD refers to a long-range effort to improve an organization’s organization structure, process, strategy, people and culture;
problem-solving capabilities and its ability to cope with changes in its (2) developing or creating organizational solutions; and (3) developing the
external environment with the help of behavioral science consultants organization’s self-renewing capacity. It occurs through the
Collaboration between organizational members and change agents, using
or change agents
behavioral science theory, research and technology
• Focus: Use of consultants, long-term transformation • Focus: OD process

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Definitions Definitions

• Common themes:
• Worley and Feyerherm – for a process to be classified as OD it should • System wide (part or whole)
• Focus on or result in change of some aspect of the organizational system • Use of behavioral science knowledge
• Improve organizational effectiveness
• Must be learning or transfer of knowledge or skill in the client system
• Build capacity to change
•Must be evidence or intention of improving effectiveness of the client system • Problem solving capability, capability to cope with change, health,
self-renewing capacity, processes etc.

• Cummings and Worley

• OD is a system wide application, and transfer of behavioral science
knowledge to the planned development, improvement and reinforcement
of the strategies, structures and processes that lead to organizational
effectiveness

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What OD is not OD : Need for change

• Micro approach – does not concern with changing an individual

Competition Global / Networked
• More than a single technique – uses multiple techniques, like TQM, Job Uncertainty environment
enrichment etc.
Organizations of today
• Not adhoc or random changes – based on systematic diagnosis leading -Faster
-Quality oriented
to specific change efforts --Employee friendly
-- Customer centric
• Aimed at more than just raising morale or attitude New technology
-- Leaner

New products Changing demands

Of consumers

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History Model for OD

T groups Stage 1
Anticipate need
Action research / Survey feedback For change Stage 2
Normative approaches
Stage 5 Develop the
Self-renewal, Practitioner-client
QWL / self-managed groups Monitor relationship
Stabilize

Strategic change

1950
2000s
Stage 4
Action plans, Stage 3
Strategies, Diagnostic phase
Techniques

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Planned change
Lewin’s Change Model

• OD is directed at bringing about planned change to increase and organization’s

effectiveness and the ability to cope with changing conditions
Unfreezing
• Organizations go for planned change to,
• solve problems
• learn from experience
• reframe shared perceptions or assumptions
• adapt to external environment changes,
Movement
• improve performance
• Theories of planned change
• Lewin’s model
• Action research model, and
• Positive model Refreezing

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Source: Cummings and Worley , 8e (2007:23) 16
 Forces for and against
Lewin’s Force-Field Theory of Change
• For
• External (Competition, Legislation, Customers, Technology etc.)
• Dissatisfaction with the present situation (poor performance)
• Innovation / Idea generation (Culture)
• (Motivation by) Top management

• Against
• Inertia – why change it if it ain’t broken / poor timing (Individual and
Organizational – Culture-based) WILLINGNESS
• Unknown – Loss security, competency, need for security, lack of support, feeling of
being alone, lack of confidence to handle the new situation (Individual)
• Personal agenda – Loss of control (Individual)
• Routine / Embeddedness (Structural) (Individual and organizational) -
ABILITY
• WIIFM syndrome (Individual)

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Source: Cummings and Worley , 8e (2007:23) 17 7/14/2022 18

Action Research Model – Problem Solving Appreciative Inquiry - Positivist

Trigger
Joint diagnosis Envision
Initiate the inquiry
preferred future
Consultation with a
behavioral scientist Joint action planning
Inquire into Design and deliver
Best practices ways to create the future
Data gathering & Action
preliminary diagnosis

Data gathering after Discover themes

Feedback to Client action

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Source: Cummings and Worley , 8e 19 7/14/2022
Source: Cummings and Worley , 8e 20
 Comparison of Planned Change Models General Model of Planned Change

• Similarities
– Change preceded by diagnosis or preparation Planning Evaluating
– Apply behavioral science knowledge Entering and and
– Stress involvement of organization members into an Diagnosing Implementing Institutionalizing
– Recognize the role of a consultant OD contract Change Change

• Differences
– General vs. specific activities
– Problem-solving vs. social constructionism

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Source: Cummings and Worley , 8e 22

Factors affecting planned change efforts

Critique of Planned Change

• Magnitude of Change
• Conceptualization of Planned Change
– Incremental (e.g., decision making process within a workgroup)
– Change need not be linear
– Quantum (significant alteration in the way an organization works)
• Degree of Organization – Change may not always be rational
– Over-organized (bureaucracy) – The relationship between change and performance is unclear
– Under-organized (projects) • Practice of Planned Change
• Domestic vs. International Settings – Quick fixes vs. development approaches

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 Thank you for your time and attention

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