Chapter 1: Organization Development and Reinventing the Organization.....2
Chapter 2: Organization Renewal: The Challenge of Change........................5
Chapter 3: Changing the Culture................................................................8
Chapter 4: The Diagnostic Process.............................................................9
Chapter 5: Overcoming Resistance to Change...........................................13
Chapter 6: OD Intervention Strategies......................................................14
Chapter 7: Process Intervention Skills......................................................16
Chapter 8: Employee Empowerment and Interpersonal Interventions.........17
Chapter 9: Team Development Interventions............................................20
,Chapter 1: Organization Development and Reinventing the
Organization
Action Research Model: involves collecting info about the organization, feeding it back to the client
system and developing and implementing action programs to improve system performance. 5 Stage Model
of OD Process:
Change Agent: a person attempting to bring about planned change to an organization or system
Just as an OD practitioner is internal/external to the organization, so too is the change agent
Change in our dynamic environment is unavoidable. An organization will be able to survive only if it can
effectively respond and anticipate the technological, social and economic environment
, Client System: The organization that is subject of the change in an OD program
Creative Individualism: when new members accept the pivotal norms and question the peripheral norms
This is ideal behavior for a healthy and effective organization, but it is often difficult for new members to
determine which norms are pivotal and which are peripheral
External Practitioner: members that come from outside of the organization that have specialized and
trained in OD
Internal Practitioner: members of the organization that have specialized and trained in OD
Norms: are organized and shared ideas regarding what members should do and feel, how this behavior
should be regulated, and what sanctions should be applied when behavior does not coincide with social
expectations
Norms are generally enforced only for the behaviors viewed most important by group members
Organization Culture: a system of shared meanings, including the language, dress, patterns of behavior,
value system, feelings, attitudes, interactions and group norms of the members
Organization Development (OD): comprises the long range efforts and programs aimed at improving an
organization's ability to survive by changing its problem solving and renewal process
The purpose of OD efforts is to increase the effectiveness of the system and to develop the potential of all
individual members.
Employee involvement and commitment are key to success.
It includes a series of planned intervention activities carried out in collaboration with organization
members to help find improved ways of working together toward individual and organizational goals
Chapter 2: Organization Renewal: The Challenge of Change........................5
Chapter 3: Changing the Culture................................................................8
Chapter 4: The Diagnostic Process.............................................................9
Chapter 5: Overcoming Resistance to Change...........................................13
Chapter 6: OD Intervention Strategies......................................................14
Chapter 7: Process Intervention Skills......................................................16
Chapter 8: Employee Empowerment and Interpersonal Interventions.........17
Chapter 9: Team Development Interventions............................................20
,Chapter 1: Organization Development and Reinventing the
Organization
Action Research Model: involves collecting info about the organization, feeding it back to the client
system and developing and implementing action programs to improve system performance. 5 Stage Model
of OD Process:
Change Agent: a person attempting to bring about planned change to an organization or system
Just as an OD practitioner is internal/external to the organization, so too is the change agent
Change in our dynamic environment is unavoidable. An organization will be able to survive only if it can
effectively respond and anticipate the technological, social and economic environment
, Client System: The organization that is subject of the change in an OD program
Creative Individualism: when new members accept the pivotal norms and question the peripheral norms
This is ideal behavior for a healthy and effective organization, but it is often difficult for new members to
determine which norms are pivotal and which are peripheral
External Practitioner: members that come from outside of the organization that have specialized and
trained in OD
Internal Practitioner: members of the organization that have specialized and trained in OD
Norms: are organized and shared ideas regarding what members should do and feel, how this behavior
should be regulated, and what sanctions should be applied when behavior does not coincide with social
expectations
Norms are generally enforced only for the behaviors viewed most important by group members
Organization Culture: a system of shared meanings, including the language, dress, patterns of behavior,
value system, feelings, attitudes, interactions and group norms of the members
Organization Development (OD): comprises the long range efforts and programs aimed at improving an
organization's ability to survive by changing its problem solving and renewal process
The purpose of OD efforts is to increase the effectiveness of the system and to develop the potential of all
individual members.
Employee involvement and commitment are key to success.
It includes a series of planned intervention activities carried out in collaboration with organization
members to help find improved ways of working together toward individual and organizational goals
