Chapter 7: Implementnn channe
7.1: Coach Image of Implementng change
Traditonal Ornaniaatonal Development (OD) Approach: unndamental Valnea
o The classic OD approach has the following characteristcs:
o It is planned and involves systematc diagnosis of the whole organisatonal system
o Top of the organisaton is commited to the change process
o It aims at improving organisatonal eeectveness & its mission
o It is long-term
o It is acton-oriented
o Changing attides and behavioir is a focis of change eeort
o Experimental-based learning is important to identfy cirrent behavioir
o Groip and teams form the key focis of change
o Commonly presented as being aimed at incremental, developmental frst-order change
o Biild ipon himanistc psychology and emphasize the importance of developing people
o Himanistc valies: openness, honesty, integrity
o Democratc valies: social jistce, freedom of choice, and involvement
o Developmental valies: aithentcity, growth, and self-realizaton
OD practtoner
o May be external/internal. Helps to strictire actvites to help the organisaton members
solve their own problems and learn to do beter
o Problem identfcaton
o Consiltaton with frm
o Data gathering and problem diagnosis
o Feedback
o Joint problem diagnosis
o Joint acton planning
o Change actons
o Firther data gathering
o OD practtoner needs intrapersonal skills, interpersonal skills, general consiltaton skills and
organisatonal development theory
o 3-stage model: infreeze how the operaton works, change the organisaton, refreeze the
changes into the operatons
Critciama of OD
o OD Defnitons and concepts: OD consists of single/miltple interventons of dieerent periods
of tme
o Internal validity problems: whether the change occirred was becaise of the change
interventon or other factors
o External validity problems: whether OD and its techniqies are appropriate to all setngs
o Lack of theory: no comprehensive theory of change to assist researchers
o Problems with measiring attide changes: ising pre change and post change sirveys to
measire changes may be tricky as people might answer dieerently
o Problems with normal science approaches to research: the ise of this qiestons if OD is
based on acton research
Cnrrent relevance of OD’a traditonal valnea
o The profession lost its way, as practtoners have been placed in a positon of advising
on/implementng management strategies e.g. downsizing (goes against OD valies)
7.1: Coach Image of Implementng change
Traditonal Ornaniaatonal Development (OD) Approach: unndamental Valnea
o The classic OD approach has the following characteristcs:
o It is planned and involves systematc diagnosis of the whole organisatonal system
o Top of the organisaton is commited to the change process
o It aims at improving organisatonal eeectveness & its mission
o It is long-term
o It is acton-oriented
o Changing attides and behavioir is a focis of change eeort
o Experimental-based learning is important to identfy cirrent behavioir
o Groip and teams form the key focis of change
o Commonly presented as being aimed at incremental, developmental frst-order change
o Biild ipon himanistc psychology and emphasize the importance of developing people
o Himanistc valies: openness, honesty, integrity
o Democratc valies: social jistce, freedom of choice, and involvement
o Developmental valies: aithentcity, growth, and self-realizaton
OD practtoner
o May be external/internal. Helps to strictire actvites to help the organisaton members
solve their own problems and learn to do beter
o Problem identfcaton
o Consiltaton with frm
o Data gathering and problem diagnosis
o Feedback
o Joint problem diagnosis
o Joint acton planning
o Change actons
o Firther data gathering
o OD practtoner needs intrapersonal skills, interpersonal skills, general consiltaton skills and
organisatonal development theory
o 3-stage model: infreeze how the operaton works, change the organisaton, refreeze the
changes into the operatons
Critciama of OD
o OD Defnitons and concepts: OD consists of single/miltple interventons of dieerent periods
of tme
o Internal validity problems: whether the change occirred was becaise of the change
interventon or other factors
o External validity problems: whether OD and its techniqies are appropriate to all setngs
o Lack of theory: no comprehensive theory of change to assist researchers
o Problems with measiring attide changes: ising pre change and post change sirveys to
measire changes may be tricky as people might answer dieerently
o Problems with normal science approaches to research: the ise of this qiestons if OD is
based on acton research
Cnrrent relevance of OD’a traditonal valnea
o The profession lost its way, as practtoners have been placed in a positon of advising
on/implementng management strategies e.g. downsizing (goes against OD valies)
