Chapter 4

Foundations of Organization Development

Foundations of Organization Development Leaders and OD practitioners use this

knowledge base to plan and implement effective change programs.

The knowledge base of OD is extensive and is constantly growing.

Models and theories of planned change Systems theory Participation and empowerment Teams and teamwork Parallel learning structures A normative-reeducative strategy of changing Applied behavioral science Action research

Foundations of Organization Development

Models and Theories of Planned Change OD is planned change in an organization

context. The development of models of planned

change facilitated the development of OD Kurt Lewin introduced two ideas about

change that have been influential. The first idea states that what is occurring at

any point in time in a resultant in a field of opposing forces.

Three-Stage Model of the Change Process Stage 1

The Burke-Litwin Model of Organizational Change First order and Second order change, which the

authors call “transactional change" and “transformational change”.

In first order change, some features of the organization change but the fundamental nature of the organization remain the same.

Second order change goes by many different labels: transformational, evolutionary, radical, or discontinuous change.

The Burke-Litwin Model of Organizational Change Cont’d Organization climate is defined as people’s

perceptions and attitudes about the organization. Organization culture is defined as deep-seated

assumptions, values and beliefs that are enduring, often unconscious, and difficult to change.

OD interventions directed towards structure, management practices, and systems result in first-order change; interventions directed towards mission and strategy, leadership and organization culture result in second-order change.

The Burke-Litwin Model of Organizational Change Cont’d Transformation leaders are “leaders who inspire

followers to transcend their own self-interest for the good of the organization and who are capable of having a profound and extraordinary effect on their followers.”

Transactional leaders are “leaders who guide or motivate their followers in the direction of established goals by clarifying role ad task requirements.”

Structure

Management Practices

Motivation

Work Unit Climate

Systems(Policies

& Procedures)

Individual &OrganizationPerformance

Individual Needs and

Values

Task Requirements & Individual

Skills/Abilities

FIGURE 4-1 The Transactional Factors Involved in First-Order Change

External Environment

Organization Culture

Leadership

Individual and Organization Performance

Mission andStrategy

FIGURE 4-2 The Transformational Factors Involved in Second-Order Change

Systems Theory

Organizations as open systems in active exchange with their environment.

System denotes interdependency, interconnectedness among elements in a set that constitutes an identifiable whole or gestalt.

Nature of Systems

All open systems are input-throughout-output mechanisms.

Systems take inputs from the environment in the form of energy, information, money, people, raw materials.

Boundaries of open systems are permeable, in that they permit exchange of information, resources, and energy between system and environment.

Sources ofEnergy,

Materials,Information,

HR

Inputs TransformingMechanism

Outputs Users

FIGURE 4-4 a System in Interaction with its Environment

Internal Interface Feedback Mechanisms

External Interface

Feedback Mechanisms

Congruence Among System Elements The three major input factors are:1. The environment, which imposes constraints and opportunities

about what the organization can and can not do;

2. Resources available to the organization, such as capital, people, knowledge, and technology;

3. History, which consists of memories of past success, failures, important event, and critical decisions that still influence behavior today.

Outputs are performance at the total organization level, unit/group level, and individual level.

Input

Environment

Resources

History

Output

System

Unit

Individual

InformalOrganization

FormalOrganization

Work

People

Strategy

FIGURE 4-5 The Congruence Model Showing the Organization as a System

Sociotechnical Systems Theory and Open Systems Planning Open systems planning entails:1. Scanning the environment to determine the

expectations and stakeholders;

2. Developing the scenarios of possible futures, both realistic and ideal

3. Developing action plans Open systems thinking is required for

creating learning organizations

Participation and Empowerment OD programs is not restricted to elites or the

top people The Leadership Challenge by Kouze and

Posner Five leadership practices and ten behavioral

commitments

The five practices with two behavioral commitments are:1. Challenging the process

Search for opportunities Experiment and take risk

2. Inspiring a shared vision Envision the future Enlist others

3. Enabling others to act Foster collaboration Strengthen others

4. Modeling the way Set the example Plan small wins

5. Encouraging the heart Recognize individual contributions Celebrate accomplishments

Team Work

A number of OD interventions are specifically

designed to improve team performance.

Parallel Learning Structures

Dale and Zand introduced this concept in 1974 under the label collateral organization

“a supplemental organization coexisting with the usual, formal organization.”

Parallel structures help people break free of the normal constraints imposed by the organization, engage in genuine inquiry and experimentation, and initiate needed changes.

Normative-Reeducative Strategy of Changing A second group of strategies we call

normative-reeducative. These strategies build upon assumptions

about human motivation different from those underlying the first.

Changes in normative orientations involve changes in attitudes, values, skills, and significant relationships, not just changes in knowledge, information, or intellectual rationale for action and practice.

Applied Behavioral Science

OD is the application of behavioral science knowledge, practices, and skills on ongoing systems in collaboration with system members.

“Practice Theory” First diagnosing the situation, then selecting

and implementing treatments based on the diagnosis, and finally evaluating the effects of treatment.

FIGURE 4-6 Composition of Applied Behavioral Science

Screened against the criterion of what is applicableto this specific situation?

What help to solve this problem?

Screened against the criterion of what works? What fits? and what is relevant to practical

situations?, what helps me solve real problems?

Applied Behavioral Science

Behavioral ScienceResearch

Practice Theory Practice Research

Behavioral ScienceTheory