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Evolution of Organizational Development

This document provides an overview of the evolution of organizational development (OD). It discusses how OD emerged from the study of group dynamics and planned change in the late 1940s. Key developments included Kurt Lewin's three-phase change model of unfreezing, moving, and refreezing at MIT as well as the establishment of training laboratories. In later decades, action research, survey research, and sociotechnical approaches further influenced the field. The document traces the development of OD theories and practices from its origins through concepts like organizational culture, learning organizations, and total quality management.

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454 views18 pages

Evolution of Organizational Development

This document provides an overview of the evolution of organizational development (OD). It discusses how OD emerged from the study of group dynamics and planned change in the late 1940s. Key developments included Kurt Lewin's three-phase change model of unfreezing, moving, and refreezing at MIT as well as the establishment of training laboratories. In later decades, action research, survey research, and sociotechnical approaches further influenced the field. The document traces the development of OD theories and practices from its origins through concepts like organizational culture, learning organizations, and total quality management.

Uploaded by

suhithbadami
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PRESENTATION ON

Evolution of
Organizational
Development

Presented by–
CHANDINI N RAIKAR
4BD18MBA14
Organizational Development
A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being.

OD
ODValues:
Values:
1.1. Respect
Respectfor
forpeople
people
2.2. Trust
Trustand
andsupport
support
3.3. Power
Powerequalization
equalization
4.4. Confrontation
Confrontation
5.5. Participation
Participation
History of OD
 Relatively new field of study – 50’s & 60’s
 No unifying theory – just models of practice
 Emerged from study of group dynamics & planned change.
Late 40’s
 T-groups – training groups, behavioral skills and individual
insight into problem solving
 Kurt Lewin at MIT – RCGD, Teachers College/Columbia
Four Trunk Stems of OD

Survey
Action Socio-
Laboratory research
Research technical
Training and
Approaches
Feedback
How does OD Work?
Lewin’s 3 Phase OD Model

UNFREEZING

Resistance to change lessened,


need for change created
(Equilibrium disturbed)

MOVING

From old behaviour


to the new
(Changes)

REFREEZING

Change made
permanent
Laboratory Training
 NTL – Nat’l Training Laboratory
T-Group
L-Group
RCGD
 Other universities set up training labs
 Invention of flip chart
 Next 10 years were tough – frustration at inability to transfer
NTL to real world – began to train teams.
 Major Contributors
Kurt Lewin (T-Group)
Kenneth Benne, Leland Bradford and Ronald Lippitt.(L-Group)
 Chris Argyris
 1957, Yale, First to conduct team building sessions with
CEO’s.
 Douglas McGregor
 1957, MIT – Started program in org studies
 Union Carbide – transfer t-groups to complex organizations
 Theory X and Y
 The Human side of Enterprise.
 Robert Blake
 WWII served in Psych unit of Army Airforce
 Looked at systems rather than individuals in system on one-
on-one basis
 Link of systems process to OD
 Managerial Grid – win/lose dynamics
 Warren Bennis
 Only T-grouper to actually try to reshape an
organization from the top.
 Led to his study of leadership
 The Term OD
 Emerged from Baton Rouge T-groups called
Development Groups
 “At that time we wanted to put a label on the program at
General Mills. We didn’t want to call it management
development because it was total organization-wide, nor
was it human relations training. We didn’t want to call it
organization improvement because that is a static term, so
we labeled the program “organization Development”
meaning system-wide change efforts.” – Richard Beckhard
Survey research/feedback and OD

 Rensis Likert and Lewin RCGD


 Detroit Edison studies of feeding back
data
 Attitude surveys
 Interlocking chain of conferences
Action Research process

Key executive perception


Action (new
of problems
behaviours)
Data gathering
Consultation with behavioural (reassessment of
scientist consultant state of system)
Action planning
Data gathering and (determine objectives
diagnosis by and how to get there)
Feedback
consultant
Discussion and work on
data feedback and data
Further data gathering Discussion and work
by client group
on feedback and
Feedback to key client emerging data
or client group Feedback to
client group
Action planning
Joint action planning
(objectives of OD Data gathering
programme and means Action
of attaining goals, eg
team building Etc
Sociotechnical & Socioclinical OD

 Travistock England
 Initial focus was group work with families
 Moved to organizations and communities
 Experiments with soldiers in group work
 Formed theories of group behavior
 Eric Trist
 Coal mines – leaderless groups 1947
 Industrial democracy, open systems
 Organizations are open sociotechnical systems
 Organize around process – not tasks
 Flatten the hierarchy
 Use teams to manage everything
 Let customers drive performance
 Reward team performance

 Open to interact with its environment


 Five Components
 Consider the context of the past in organizations –
first generation OD
 Consider the future
 Turbulent times – speed of change
 Globalization
 Mergers/acquisitions
 Private business in autocratic societies
2nd Generation OD

 Interest in Organizational Transformation


 Multi level, qualitative, radical, discontinuous change
involving a paradigmatic shift, Levy & Merry.
 Organizational Culture
 Schein
 Norms – values – artifacts – assumptions
 Learning organization
 Argyris, Schon, Senge
 Condition under which individuals, team and
organizations learn
Learning Organization
 Agyris – Defensive routines
1. Bypass embarrassment and threat when possible
2. Act as though you are not bypassing them
3. Don’t discuss steps 1 and 2 while they are happening
4. Don’t discuss the undiscussability of the
undiscussable.
 Senge – Systems thinking
 Learning disabilities in organizations
 Different ways to think about complex problems.
 The origin of the vision is much less important than
how it is shared
 TQM
 Deming, Juran, Feigenbaum
 ….a particular set of values about the individual and the
individuals role in the organization. Total quality efforts in
the companies encourage true employee involvement,
demand teamwork, seek to push decision making power
to lower levels in the company, and reduce barriers
between people. . . These values are at the core of OD as
well. - Ciampa
Thank you

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