Summary Organizational Development & Change Management ()

Organizational Development &
Change Management
INHOUDSOPGAVE
LECTURE 1: INTRODUCTION............................................................................3
WHAT IS OD?................................................................................................................... 3
OD EXAMPLE: VODAFONE............................................................................................... 5
SELF-STUDY: WHERE DOET OD COME FROM? (PARAGRAPH 1.3 -> p.5 – 11)...................7
CATCH OF THE DAY......................................................................................................... 9

LECTURE 2: THEORIES OF PLANNED CHANGE.................................................10
RECAP........................................................................................................................... 10
THEORIES OF PLANNED CHANGE..................................................................................10
GENERAL MODEL OF PLANNED CHANGE (P29-31)........................................................17
EXAMPLE CASE DISCUSSION: MERGER..........................................................................18

LECTURE 3: DIAGNOSING WITH THE OPEN SYSTEMS FRAMEWORK...................20
OPEN SYSTEM THINKING (HANDBOOK P88-104)...........................................................20
IMPORTANCE OF OPEN SYSTEMS THINKING: AN EXAMPLE...........................................22
DIAGNOSIS: USING THE OPEN SYSTEMS FRAMEWORK..................................................23
MISTER/ MISS FIT.......................................................................................................... 28
APPLICATION OF DIAGNOSTIC FRAMEWORK - VODAFONE.............................................29
CATCH OF THE DAY....................................................................................................... 32

LECTURE 4: INTERVENTIONS.........................................................................34
INTERVENTIONS: GENERAL INTRODUCTION..................................................................34
DIAGNOSING  INTERVENTION: CASE STUDY..................................................................40

LECTURE 8: MANAGING CHANGE (AND TWO CRITICAL REFLECTION) (BOOK P167-
188)............................................................................................................. 44
CRITICAL REFLECTION 1: FOCUS ON CHANGE -> FOCUS ON NOT CHANGING...............44
MOTIVATE COMMITMENT TO CHANGE...........................................................................48
CREATE A VISON FOR CHANGE.....................................................................................52
DEVELOP POLITICAL SUPPORT......................................................................................55
MANAGE THE TRANSITION............................................................................................ 57
SUSTAIN MOMENTUM.................................................................................................... 58
CRITICAL REFLECTION: 70% FAIL... REALLY?.................................................................58
CATCH OF THE DAY....................................................................................................... 60

LECTURE 9: DOES OF WORK? EVALUATING CHANGE!.......................................61
EVALUATION: WHY?....................................................................................................... 61
EVALUATION: WHAT? THE EVALUATION PROCESS.........................................................63

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, EXAMPLE CASE IMPLEMENTATION EVALUATION............................................................66
MEASUREMENT: THE BASIC FOR EVALUATING OD, CHANGE, HRM AND OTHER
INITIATIVES................................................................................................................... 70
INSTITUTIONALIZATION................................................................................................. 72
CATCH OF THE DAY....................................................................................................... 73

LECTURE 10: ODCM IN A NUTSHELL...............................................................73

LECTURE 11: PODCLASS................................................................................76




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,LECTURE 1: INTRODUCTION
WHAT IS OD?

“If you think there is consensus on what OD is, you haven't been around
long enough” (Craig Yeatman)
 OD is everywhere, if you don’t know what it is, then you are not
experienced enough

70 years ago:
 Stable jobs, stable industries, stable environments
 Low-skilled, manufacturing work
 Everything remained the same during this time

Today: CHANGE
 More serving jobs
 Technological development
 Globalization drivers that affect OD
 Changes in who is in the workforce (grey population -> people get old, and
less people support them)
 Difficult to find talent
 Divers group that you must manage (advantages and disadvantages)
 War for talent (many open vacancies: hard to find the right people for the
job)
 We find work-life balance important, also mental health
 How can they manage this? They have to change themselves!


Non stop change. Organizations must create a healthy discomfort with the status
quo
To thrive companies will need to be in a never-ending state of transformation,
perpetually creating fundamental, enduring change
 Already written in 1998: organizations already realised this a long time ago
 OD: about dealing with change, and changing as an organization because
without change we go backwards

OD = Change Management?
“All OD involves change management, but change management may not involve
OD”
OD is change management, but not fully




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, Change Management VS Organization Development

ORGANIZATION
CHANGE MANAGEMENT DEVELOPMENT
System focus Specific part of the Entire system (Much
system broader: we take a
(Focus on one part of the system approach
system, you can try to towards organization.
change one part. Very System is composed of
specific type of focus of subsystems, and they all
the change). need to be aligned to
work together. If you
change one thing, this
will influence all other
things. Broader system
thinking)
Human aspect Economic, financial, Driven by humanistic
technical focus (not on values
employees) (Consider employees
and how they cope with
change)
Planned change Programmatic (first step Adaptive and flexible
a, then b, then c. Clear (Might have some plan
plan that you just but crucial that you
implement) consider feedback from
process and that you are
flexible in your
implementation. You
might need to make
some changes and not
everything will go as
planned.)

Change agent Expert in issue (someone Process guide (having
with a lot of knowledge expertise in how to guide
about the topic) change)
Direction Top down (just In collaboration with
implement) employees (if employees
are not on board, you
will not succeed)
Organizational Financial (changes in Financial, sustainability,
effectiveness success will lead to and employee
financial improvement) satisfaction (happy
employee = happy
employer)
Time horizon Short term (Clear end Long term (never an end
point) because you need to
keep developing and
changing)
Example Introduce new create learning networks
technology, new leader, across departments,

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