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Een interpretatie vanOrganization Development (1992)W. Warner BurkeA Rough Guide To Organizational Development

GoalsBurke: to provide an overview of the field of organization development (OD)Alexander: Cherry picked to create an overview of Burke

Ch. 1 What is organization development?Used methodology:Action research modelDiagnosis: interviews, observations, analyze and organize dataFeedback: Report backDiscussion: Analyze meaning of data, plan next steps Action: Take those steps

Ch. 1 What is organization development?Three criteria for OD:Actual and perceived need for change (client)Client involvement in planning and implementation of changeLead to change in the organizations culture

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Ch. 1 What is organization development?Inspirerende quotes:Organization development is a process of fundamental change in an organizations culture

Not only good rapport, but also a sound basis of trust to discover the essence of organizational culture

OD is a process of bringing to the surface those implicit behavioural patterns that are helping and hindering development.

A significant aspect of the organization will never be the same.

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Ch. 1 What is organization development?Your role always starts as a facilitator

Then two camps:The contingent campOnly facilitate changeThe normative campThe consultant should recommend specific directions for change

What the client deems critical is the start of the consulation, not what the consultant considers important.Ik denk dat jouw meerwaarde in de combinatie van het faciliteren en het richting aangeven ligt. Hier moet een goede fit tussen zitten.6

Ch. 3 Where did OD come from?Not birth, but evolution

Three precursors:Sensitivity trainingGroup learning (NTL), team buildingSociotechnical systemsO.D. considers both the social system as the technical systemSurvey feedbackQuestionnaire, feedback in phases, give meaning

Groups: primary source of informatio for learning is the behavior of the group members themsvelves. The feedback received and given becomes a source of personal insight and development.

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Ch. 3 Where did OD come from?Theoretical roots

Ch. 3 Where did OD come from?Theoretical roots (2)Expectancy theoryPeople will be highly motivated when they believe that their behaviour will lead to certain rewards, that these rewards are worthwhile and valuable and that they are able to reach themJob satisfactionExperienced meaningfulness of the work itselfExperienced responsibility for the work and outcomesKnowledge of results or performance feedback

Ch. 3 Where did OD come from?

Theoretical roots (3)

Ch. 3 Where did OD come from?Theoretical roots (4)The group as the focus of changeBehaviour: personality (= motivation and needs) X environmentPerception of environment is keyImposed vs. own forcesForce field analysis tot identify the counterbalancing forcesFocus on reducing intensity of the restraining forces

Ch. 3 Where did OD come from?

Theoretical roots (5)

Ch. 3 Where did OD come from?Theoretical roots (6)Group assumptions - BionParticipative management LikertThe contingency theory Lawrence and LorschThe organization as a family - Levinson

Ch. 4 Organization development as process of change

Ch. 5 Defining the client: A different perspectiveCategories of clients:Contact clients: first contactIntermediate agents: early stagesPrimary clients: own a problem for which help is requestedUltimate clients: may not be directly involved, but must be considered

Burke: I think of my client as the relationship between individuals and units within and related to the system.

Ch. 6 Understanding organizations: the process of DiagnosisModels help to organize and systemize the potentially confusing masses of data

Ch. 6 Understanding organizations: the process of Diagnosis

A key aspect is the gap between the formal dimensions and its informal policies. The larger the gap, the more likely its ineffective.17

Ch. 7The Burke-Litwin Model of Organizational Performance and Change

Causal modelCauses: Organizational conditions (internal and external)Effect: Performance

The Burke-Litwin Model of Organizational Performance and ChangeClear distinction between transformational and transactional dynamics.Climate vs. CultureShort term vs. Long term

The Burke-Litwin Model of Organizational Performance and Change

External environment: Any outside condition or situation that influences the performance of the organization. These conditions include such thing as marketplaces, world financial conditions, political / governmental circumstances etc.Mission and strategy: What employees believe is the central purpose of the organization and how the organization intends to achieve that purpose over an extended time.Leadership: Executive behaviour that provides direction and encourages other to take needed action. For purpose gathering, this box includes perceptions of executive practices and values.Culture: The way we do things around here. Culture is the collection of overt and covert rules, values, and principles that guide organizational behaviour and that have been strongly influenced by history, custom, and practice.Structure: The arrangement of functions and people into specific areas and level of responsibility, decision making authority, and relationships. Structures assures effective implementation of the organizations mission and strategy.Management practices: What managers do in the normal course of events to use human and material resources at their disposal to carry out the organizations strategy. Systems: Standardized policies and mechanism that are designed to facilitate work. Systems primarily manifest themselves in the organizations reward system and in control systems such as the organizations management information system, goal and budget development and human resource allocation.Climate: The collective current impressions, expectations, and feelings of the members of local work units. These in turn affect members 'relations with supervisors, with one another and with other units. Task requirements and indiv. Skills: job person matchIndividual needs and values: the specific psychological factors that provide desire and worth for individual actions or thoughts.Motivation: Aroused behavioural tendencies to move towards goals, take needed actions and persist until satisfaction is attained. This is the net resultant motivation; the resultant net energy generated by the sum of achievement, power, affection, discovery and other important human motives.Individual and organizational performance: The outcomes or results with indicators of effort and achievement. Such indicators might include productivity, customer or staff satisfaction, profit, and service quality.20

Ch.8 Planning and Managing ChangePresent state Transitions state Future StateQuizvraag:Unfreezing Changing Refreezing

Simply entering a human system to conduct a diagnosis is an intervention.

3 criteria for intervention:Valid and useful informationFree choiceInternal commitment

Valid and useful information: The information gathered accurately reflects what people in the organization perceive and feel. If valid information is obtained, it will reflect a need.Free choice: Locus of decision making is in the client system. There is a choice.Internal commitment: The client owns the choice made and feels responsible for implementing it.

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Ch.8 Planning and Managing ChangePhases of changePlanningGenerate needDetermine future statesAddress organizational power and political dynamics

ManagingDisengage Organize transition management teamsInvolvement Multiple leversFeedbackCreate symbols and language

Stabilizing Utilize reward systemsDeploy guardians of the new way

Ch.8 Planning and Managing ChangePlanning change

No pain, no changeUnless enough key people in the organization feel a real need for change, non is likely to occur, at least none that is planned and managed.

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Ch.8 Planning and Managing ChangePlanning change

Two ways of generating readiness for changeContrast recent information with where the organization was supposed to be by this time.Develop a more desirable future state.

Principle of homeostasis from a discrepancy.

Sometimes the need for change is clear, sometimes it needs to be generated.

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Ch.8 Planning and Managing ChangePlanning change

Leadership:Plan for the future in placeCommunicate the plan adequatelyGenerate support with the organizationFormal vs. Informal leadersThe political process:How will the change affect me?

Ch.8 Planning and Managing ChangeManaging the change processChange is sloppy people never do exactly as we plan. Murphys law if anything can go wrong, it will.

Helpful principles and guidelines:Disengagement from the pastUnfinished businessPrideCommunication

Disengagement: Say goodbye to certain ways of working, from a program, project, or product, location, or people. Unfinished business: When new ways are imposed people will spend energy trying to deal with the incompleteness. Resistance often reflects energy devoted to closure attempts.Pride: People build feelings of personal pride after a period of years in a particular job. People need to feel worthwile. Recogniztion that people had worked on important products or services is important to make sure energy is focused on their wounded pride.Communication: Its difficult to communicate too much, however the content is as important. Communicating what will remain the same is as important as communicating what will be different.

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Ch.8 Planning and Managing ChangeManaging the change process

Organize transitions management teamsInvolvementFocus on group level changeMany paths lead to RomeMultiple leverage or systemsFeedbackSymbols and languageStabilizing the change

1 Large complex change will not manage itself. It may be wise to appoint a person to manage the transition full time with others on a part time basis.2 For any given change goal there will be likely be multiple path to that goal. Involve organizational members in the planning how to reach those goals is critical.3 Changing the organizational chart wont do the job. In large systems there are many subsystems. Change one, others will be affected.4 Provide feedback to members about progress, regardless of how minor the progress way be. 5 Its beneficial to have some symbol, acronym, or slogan to represent the change goals. Using a symbol may help not only to simplify and clarify the change goal but to capture organizational members imagination and enthusiasm as well. 6 Inform people about what will not change Anchor. Reinforce new right behaviours and directions. Place norm carries strategically in the organization.27

Ch.8 Planning and Managing ChangeTheory about culture change

ValuesAttitudesBehaviour

1 Rank according to the degree of diffculty to change: Values, hardest. Behavior, least difficutl.2 Culture change through the least difficult aspect to change: behavior3 Determine what is the new culture4 Identitfy desired behavior5 Train managers6 Reward when they deploy the practices

As managers begin to move in the desired direction, they get rewarded for doing so. As they behave and gert rewarded every time, they begin to believe that this new way of managing is actually a good thing. If they believe it is good then a value has been affected, and values, in part, comprise culture.

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Ch.8 Planning and Managing ChangeMeasuring Progress of the Change Effort

Four ways to tell:The nature of problems has changedComplaints about the change progress (meta grumbles)Issues, concerns and progress reports become part of the agenda for regular meetingsSpecial events held from time to time that assess progress of the change effort

Ch. 9 Does OD workPossible pressures to evaluationThe manager or decision maker:Not necessary or not scientifically measuredThe organization membersTakes too much valuable time The consultant or researcher might be interested in other factors than the client

Ch. 9 Does OD workReasons for conduction the evaluation phase:Forces the objectives of the change effortClarification of the change outcomesClarification how to be measuredForces specify about implementationsHelps signal many of the problems and obstacles to be anticipatedFacilitates planning for next steps if organizational improvement

Ch. 10 The OD consultantMarginalityTechnical vs. Process orientatedActivities boundary and membership boundaryLoneliness and anxietyJoining helpsStaying removed helpsBoth lessen effectiveness as a consultant

The OD consultant is neither too technically orientated nor too process-orientated. The OD consultant operates within the boundary of these tow models of consultation. Activities: The OD consultant must help but is not directly involved. Membership: The OD consultant is never quite in nor quite out. Involved enough to understand the feelings and perceptions yet distant enough to be able to see the feeling and perceptions for what they are.32

Ch. 10 The OD consultantConsultants abilitiesTolerate ambiguityInfluenceConfront difficult issuesSupport and nurture othersListen well and empathizeRecognize ones own feelings and intuitions quicklyConceptualizeDiscover and mobilize human energyTeach or create learning opportunitiesMaintain a sense of humour