lOMoARcPSD|2374147
ODCM
1 Lecture 1 4
1.1 What is Organisational Development? 4
1.1.1 The difference between Organisational Development and Change Management 4
1.1.2 Definition(s) of Organisational Development 5
1.2 How did Organizational Development evolve? 5
1.2.1 Laboratory training 5
1.2.2 Action research / Survey feedback 6
1.2.3 Normative approaches 6
1.2.4 Quality of Work Life (QWL) 7
1.2.5 Strategic change 8
1.3 Catch of the day 8
2 Lecture 2: Theories of planned change 9
2.1 Theories of planned change 9
2.1.1 5 theories / change models 10
2.1.1.1 Kurt Lewin’s change model (1951) 10
2.1.1.2 Kotter’s 8-step change model 11
2.1.1.3 Action research model 13
2.1.1.4 Positive model 14
2.1.1.5 Dialogic Organizational Development 16
2.2 General model of planned change 17
2.2.1 To bear in mind (critiques on the theory) 18
2.2.2 Pitfalls 18
2.3 Example case discussion 19
3 Lecture 3: Diagnosing with the Open Systems Framework 21
3.1 Open systems thinking 22
3.1.1.1 Subsystems 23
3.1.2 Alignment & synergy 23
Pauline Van Kerkhoven
1
, lOMoARcPSD|2374147
3.2 Importance of open system thinking: an example 23
3.2.1 Importance of open systems thinking for diagnosis: 24
3.3 Diagnosis using the open systems framework 24
3.3.1 Organization level 24
3.3.2 Group level 26
3.3.3 Individual level 27
3.4 Diagnosis in practice 28
3.5 Catch of the day 29
4 Lecture 4: Intervention 29
4.1 General introduction to interventions 29
4.1.1 4 types of interventions 30
4.1.1.1 Human process intervention 30
4.1.1.2 Technostructural interventions 30
4.1.1.3 Human resource management interventions 31
4.1.1.4 Strategic change interventions 31
4.1.2 3 levels of interventions 32
4.1.3 Off the shelf vs customized 32
4.1.4 Single event vs cycle 32
4.1.5 Effective interventions? 32
4.1.6 Examples of effective interventions 33
4.2 Workforce diversity interventions 34
4.2.1 What does research say? 34
4.2.2 First generation diversity interventions 35
4.2.3 Second generation diversity interventions: inclusion 35
4.3 Catch of the day 36
5 Lecture 5: Groupwork Intervention Proposal 36
6 Lecture 6: Groupwork Intervention Proposal Presentations 36
7 Lecture 7: Managing change 36
7.1 Motivate commitment to change 37
Pauline Van Kerkhoven
2
, lOMoARcPSD|2374147
7.1.1 Step 1: Create readiness for change 37
7.1.2 Step 2: Resistance to change 38
7.2 Create a vision for change 41
7.2.1 Core ideology 41
7.2.2 Envisioned future 43
7.3 Develop political support 43
7.4 Manage the transition 44
7.5 Sustain momentum (important!!) 45
7.6 Two critical reflections 46
8 Lecture 8: Does Organizational Development work? Evaluating change 46
8.1 Evaluation: why? 46
8.2 Evaluation: what? 48
8.2.1 Intervention Implementation 48
8.2.2 Implementation Feedback 49
8.2.3 Evaluation Feedback 50
8.3 Evaluation: Self-Study Example Case 51
8.4 Measurement 51
8.5 Catch of the day 54
9 Lecture 9: Cancelled 54
10 Lecture 10: Meet the OD expert (ProTime = exam) 55
11 Lecture 11: Leaders driving development 55
12 Questions 55
Pauline Van Kerkhoven
3
, lOMoARcPSD|2374147
1 Lecture 1
1.1 What is Organisational Development?
“If you think there is consensus on what Organisational Development is, you haven't been around
long enough” (Craig Yeatman)
An organization:
- 70 years ago:
o Stable jobs, stable industries, stable environments
o Low-skilled, manufacturing work
- Today: change
o Older employees
o Diversity as a result of globalization
o Technological development
o Service jobs
o Economic and health crises
o Work-life balance
o …
o
1.1.1 The difference between Organisational Development and Change Management
“All Organisational Development involves change management, but change management may not
involve Organisational Development”
Pauline Van Kerkhoven
4
ODCM
1 Lecture 1 4
1.1 What is Organisational Development? 4
1.1.1 The difference between Organisational Development and Change Management 4
1.1.2 Definition(s) of Organisational Development 5
1.2 How did Organizational Development evolve? 5
1.2.1 Laboratory training 5
1.2.2 Action research / Survey feedback 6
1.2.3 Normative approaches 6
1.2.4 Quality of Work Life (QWL) 7
1.2.5 Strategic change 8
1.3 Catch of the day 8
2 Lecture 2: Theories of planned change 9
2.1 Theories of planned change 9
2.1.1 5 theories / change models 10
2.1.1.1 Kurt Lewin’s change model (1951) 10
2.1.1.2 Kotter’s 8-step change model 11
2.1.1.3 Action research model 13
2.1.1.4 Positive model 14
2.1.1.5 Dialogic Organizational Development 16
2.2 General model of planned change 17
2.2.1 To bear in mind (critiques on the theory) 18
2.2.2 Pitfalls 18
2.3 Example case discussion 19
3 Lecture 3: Diagnosing with the Open Systems Framework 21
3.1 Open systems thinking 22
3.1.1.1 Subsystems 23
3.1.2 Alignment & synergy 23
Pauline Van Kerkhoven
1
, lOMoARcPSD|2374147
3.2 Importance of open system thinking: an example 23
3.2.1 Importance of open systems thinking for diagnosis: 24
3.3 Diagnosis using the open systems framework 24
3.3.1 Organization level 24
3.3.2 Group level 26
3.3.3 Individual level 27
3.4 Diagnosis in practice 28
3.5 Catch of the day 29
4 Lecture 4: Intervention 29
4.1 General introduction to interventions 29
4.1.1 4 types of interventions 30
4.1.1.1 Human process intervention 30
4.1.1.2 Technostructural interventions 30
4.1.1.3 Human resource management interventions 31
4.1.1.4 Strategic change interventions 31
4.1.2 3 levels of interventions 32
4.1.3 Off the shelf vs customized 32
4.1.4 Single event vs cycle 32
4.1.5 Effective interventions? 32
4.1.6 Examples of effective interventions 33
4.2 Workforce diversity interventions 34
4.2.1 What does research say? 34
4.2.2 First generation diversity interventions 35
4.2.3 Second generation diversity interventions: inclusion 35
4.3 Catch of the day 36
5 Lecture 5: Groupwork Intervention Proposal 36
6 Lecture 6: Groupwork Intervention Proposal Presentations 36
7 Lecture 7: Managing change 36
7.1 Motivate commitment to change 37
Pauline Van Kerkhoven
2
, lOMoARcPSD|2374147
7.1.1 Step 1: Create readiness for change 37
7.1.2 Step 2: Resistance to change 38
7.2 Create a vision for change 41
7.2.1 Core ideology 41
7.2.2 Envisioned future 43
7.3 Develop political support 43
7.4 Manage the transition 44
7.5 Sustain momentum (important!!) 45
7.6 Two critical reflections 46
8 Lecture 8: Does Organizational Development work? Evaluating change 46
8.1 Evaluation: why? 46
8.2 Evaluation: what? 48
8.2.1 Intervention Implementation 48
8.2.2 Implementation Feedback 49
8.2.3 Evaluation Feedback 50
8.3 Evaluation: Self-Study Example Case 51
8.4 Measurement 51
8.5 Catch of the day 54
9 Lecture 9: Cancelled 54
10 Lecture 10: Meet the OD expert (ProTime = exam) 55
11 Lecture 11: Leaders driving development 55
12 Questions 55
Pauline Van Kerkhoven
3
, lOMoARcPSD|2374147
1 Lecture 1
1.1 What is Organisational Development?
“If you think there is consensus on what Organisational Development is, you haven't been around
long enough” (Craig Yeatman)
An organization:
- 70 years ago:
o Stable jobs, stable industries, stable environments
o Low-skilled, manufacturing work
- Today: change
o Older employees
o Diversity as a result of globalization
o Technological development
o Service jobs
o Economic and health crises
o Work-life balance
o …
o
1.1.1 The difference between Organisational Development and Change Management
“All Organisational Development involves change management, but change management may not
involve Organisational Development”
Pauline Van Kerkhoven
4
