HC Organization development, Emma Hamm 2078889
HC Organization development
Lecture 1: introduction to OD 1
Lecture 2: Understanding OD process, resistance to change and interventions 4
Lecture 3: OD Strategy and improving excellence in individuals 8
Lecture 4. OD strategy and Improving excellence in individuals (Part 2) 14
Lecture 6. Developing high performance in teams 19
Lecture 7. Developing high performance in teams 26
Lecture 8. Organizational learning: a holistic approach 31
Lecture 9. Preparation for the exam 36
0
, HC Organization development, Emma Hamm 2078889
Lecture 1: introduction to OD
ORGANIZATION DEVELOPMENT
The LONG-RANGE EFFORT to improve:
1) an organization’s/system’s problem-solving capabilities and
2) its abilities to cope with changes in the external environment with the help of external or internal
behavioral-scientist consultants or change agents, as they are sometimes called
CHARACTERISTICS OF OD
- Planned (not in spontaneous manner)
- Effectiveness (bc we want to improve something, positive outcome with a goal)
- Scientific approach (bv team dynamics, work design) → effective
- Systemic approach → elements, actors, teams, organizations interact with each other. Create a
unified design
RESEARCH PROCESS FOR AN OD CONSULTANT!
((EXAM)) STAGES:
1. Anticipate need for change (signals the issue)
bv Nokia; competition from Iphone with a better system.
2. Develop the practitioner-client relationship
OD-consultant discusses the needs/terms with the organization. Make contract
3. The diagnostic phase
(through observation,questionnaire,...) trying to find out what’s going on
4. Action plans, strategies and techniques
5. Self-renewal, monitor and stabilize
Once we have the intervention, you need to sustain and support change
Intervent whether changes were successful or not
APPROACH FOR THE RESEARCH REPORT:
AI (APPRECIATIVE INQUIRY APPROACH) <WAARDERENDE ONDERZOEKSAANPAK>
It’s a philosophy.
Positive approach.
Based on expectation research: we behave according our expectation
4 phases:
1. DISCOVERY: “what are they doing well? What are we good at? What gives life?”
The best of what is → Appreciating
2. DREAM: “what could it be?”
Opportunities for the future → Imagining
3. DESIGN: “what should be?”
Our ideal organization → Innovating
4. DESTINY: “what will we do?”
Implementing. Ongoing empowerment performance and learning → Delivering
ORGANIZATION ENVIRONMENT: CHANGING…
Mayor trends/players that can be in the environment shaping change:
NOKIA <-> competitors, customers, governments, stockholders, suppliers, society, employees and unions
1
, HC Organization development, Emma Hamm 2078889
1) Globalization & environment protection;
2) Information technology
3) Managerial innovation
Many things are happening which affect organizations!
Because of the changes:
NEW FORMS OF ORGANIZING
But today; people are working from different parts of the globe.
- “travail a la chaine” in a VW factory; control & command;
- Boundaryless, fluent forms of organizing; e.g. wikipedia; uber; airbnb;
- Multiple teams, multiple tasks; virtuality; connecting multiple organizations; serving multiple
purposes
THE FASHION INDUSTRY EXAMPLE
Example of globalization. If you buy clothes, there is a whole process where they were created. The
western brands and demands of the consumers vs the production in other side of the world
OPEN SYSTEM
((EXAM)): OPEN SYSTEM PERSPECTIVE
Make input into output, but not in isolation!
→ Interact with their environment
→ feedback from environment helps system to adapt
FORMS OF ORGANIZATIONAL ADAPTION
Bv; uber, takeaway→ pay online, see where the uber is,... not a
lot of resources needed!
⇒ digitalization
Environmental stability: Stable ←→ hyperturbulent
Adaptive orientation: low ←→ high
→ Reactive management: low adaptive orientation + hyperturbulent.
Short-term, crisis type
2
, HC Organization development, Emma Hamm 2078889
bv nokia. Systems and needs from customers were changing. They were one step behind. React to the
changes
→ Sluggish thermostat management: low adaptive orientation + stable
bv university. Know well how many students will come, how many programs there are. Environment
industry is predictable. Slow changes. bureaucracy, stability and control, very rigid structure
→ Satisficing management: high adaptive orientation + stable
bv uber.
→ Renewing transformational management: high adaptive orientation + hyperturbulent.
Deal with future conditions before occurring
bv apple.
((EXAM)): ADAPTIVE ORIENTATION
Environmental suprasystem
- Goals and values, subsystem → mission vision
- Psychosocial subsystem → network of social relations
- Technical subsystem → functions, operation and equipment
- Structural subsystem → input-output flow, of materials, energy and information /
organizational model and structure
((EXAM)): ORGANIZATIONAL CULTURE
CHANGING THE CULTURE
Culture is a system of shared values and beliefs that interact with an organization’s people, structure and
systems to produce behavioral norms;
“the way we do things around here”
It includes:
→ artifacts: clothes, language, behaviors
→ norms and values: unwritten rules (way we do things, but not talked about. Written in mind)
→ deep assumptions
Changing culture is VERY difficult! Deep rooted.
Turbulent environment change is a must = survival of organizations and is difficult: people resist!!
Organizational Development, planned change and looks at the complexity from a systematic
perspective and aims at deep-level changes (beliefs, behaviors)
CULTURE CHANGE AND THE #METOO MOVEMENT
→ nobody speaks up, because it is part of the culture
3
HC Organization development
Lecture 1: introduction to OD 1
Lecture 2: Understanding OD process, resistance to change and interventions 4
Lecture 3: OD Strategy and improving excellence in individuals 8
Lecture 4. OD strategy and Improving excellence in individuals (Part 2) 14
Lecture 6. Developing high performance in teams 19
Lecture 7. Developing high performance in teams 26
Lecture 8. Organizational learning: a holistic approach 31
Lecture 9. Preparation for the exam 36
0
, HC Organization development, Emma Hamm 2078889
Lecture 1: introduction to OD
ORGANIZATION DEVELOPMENT
The LONG-RANGE EFFORT to improve:
1) an organization’s/system’s problem-solving capabilities and
2) its abilities to cope with changes in the external environment with the help of external or internal
behavioral-scientist consultants or change agents, as they are sometimes called
CHARACTERISTICS OF OD
- Planned (not in spontaneous manner)
- Effectiveness (bc we want to improve something, positive outcome with a goal)
- Scientific approach (bv team dynamics, work design) → effective
- Systemic approach → elements, actors, teams, organizations interact with each other. Create a
unified design
RESEARCH PROCESS FOR AN OD CONSULTANT!
((EXAM)) STAGES:
1. Anticipate need for change (signals the issue)
bv Nokia; competition from Iphone with a better system.
2. Develop the practitioner-client relationship
OD-consultant discusses the needs/terms with the organization. Make contract
3. The diagnostic phase
(through observation,questionnaire,...) trying to find out what’s going on
4. Action plans, strategies and techniques
5. Self-renewal, monitor and stabilize
Once we have the intervention, you need to sustain and support change
Intervent whether changes were successful or not
APPROACH FOR THE RESEARCH REPORT:
AI (APPRECIATIVE INQUIRY APPROACH) <WAARDERENDE ONDERZOEKSAANPAK>
It’s a philosophy.
Positive approach.
Based on expectation research: we behave according our expectation
4 phases:
1. DISCOVERY: “what are they doing well? What are we good at? What gives life?”
The best of what is → Appreciating
2. DREAM: “what could it be?”
Opportunities for the future → Imagining
3. DESIGN: “what should be?”
Our ideal organization → Innovating
4. DESTINY: “what will we do?”
Implementing. Ongoing empowerment performance and learning → Delivering
ORGANIZATION ENVIRONMENT: CHANGING…
Mayor trends/players that can be in the environment shaping change:
NOKIA <-> competitors, customers, governments, stockholders, suppliers, society, employees and unions
1
, HC Organization development, Emma Hamm 2078889
1) Globalization & environment protection;
2) Information technology
3) Managerial innovation
Many things are happening which affect organizations!
Because of the changes:
NEW FORMS OF ORGANIZING
But today; people are working from different parts of the globe.
- “travail a la chaine” in a VW factory; control & command;
- Boundaryless, fluent forms of organizing; e.g. wikipedia; uber; airbnb;
- Multiple teams, multiple tasks; virtuality; connecting multiple organizations; serving multiple
purposes
THE FASHION INDUSTRY EXAMPLE
Example of globalization. If you buy clothes, there is a whole process where they were created. The
western brands and demands of the consumers vs the production in other side of the world
OPEN SYSTEM
((EXAM)): OPEN SYSTEM PERSPECTIVE
Make input into output, but not in isolation!
→ Interact with their environment
→ feedback from environment helps system to adapt
FORMS OF ORGANIZATIONAL ADAPTION
Bv; uber, takeaway→ pay online, see where the uber is,... not a
lot of resources needed!
⇒ digitalization
Environmental stability: Stable ←→ hyperturbulent
Adaptive orientation: low ←→ high
→ Reactive management: low adaptive orientation + hyperturbulent.
Short-term, crisis type
2
, HC Organization development, Emma Hamm 2078889
bv nokia. Systems and needs from customers were changing. They were one step behind. React to the
changes
→ Sluggish thermostat management: low adaptive orientation + stable
bv university. Know well how many students will come, how many programs there are. Environment
industry is predictable. Slow changes. bureaucracy, stability and control, very rigid structure
→ Satisficing management: high adaptive orientation + stable
bv uber.
→ Renewing transformational management: high adaptive orientation + hyperturbulent.
Deal with future conditions before occurring
bv apple.
((EXAM)): ADAPTIVE ORIENTATION
Environmental suprasystem
- Goals and values, subsystem → mission vision
- Psychosocial subsystem → network of social relations
- Technical subsystem → functions, operation and equipment
- Structural subsystem → input-output flow, of materials, energy and information /
organizational model and structure
((EXAM)): ORGANIZATIONAL CULTURE
CHANGING THE CULTURE
Culture is a system of shared values and beliefs that interact with an organization’s people, structure and
systems to produce behavioral norms;
“the way we do things around here”
It includes:
→ artifacts: clothes, language, behaviors
→ norms and values: unwritten rules (way we do things, but not talked about. Written in mind)
→ deep assumptions
Changing culture is VERY difficult! Deep rooted.
Turbulent environment change is a must = survival of organizations and is difficult: people resist!!
Organizational Development, planned change and looks at the complexity from a systematic
perspective and aims at deep-level changes (beliefs, behaviors)
CULTURE CHANGE AND THE #METOO MOVEMENT
→ nobody speaks up, because it is part of the culture
3
