ORGANISATIONAL DEVELOPMENT AND
CHANGE MANAGEMENT
INHOUD
Class 1: Organisational Development: What’s in a name? ................................................................................................ 3
1. Practical ................................................................................................................................................................... 3
2. What is OD? ............................................................................................................................................................. 5
3. OD: Vodafone Example ............................................................................................................................................. 7
4. Why should I care? ................................................................................................................................................... 8
5. Self-Study: OD, where does it come from? ................................................................................................................ 8
Catch of the day ......................................................................................................................................................... 10
Class 2: Theories of planned change .............................................................................................................................. 11
1. Theories of planned change .................................................................................................................................... 11
2. General model of planned change .......................................................................................................................... 15
3. Example case discussion........................................................................................................................................ 16
Class 3: Diagnosing using the Open Systems Framework ............................................................................................... 18
1. Open systems thinking ........................................................................................................................................... 18
2. Importance of open systems thinking: An example .................................................................................................. 20
3. Diagnosis under the open systems framework ........................................................................................................ 20
4. Mister/Miss Fit ........................................................................................................................................................ 23
5. Application of diagnostic framework: vodafone case ............................................................................................... 23
6. Diagnosis in practice .............................................................................................................................................. 24
Catch of the day ......................................................................................................................................................... 25
Class 4: Interventions: Part 1.......................................................................................................................................... 26
1. General introduction to interventions ...................................................................................................................... 26
2. From diagnosis to intervention: A case study ........................................................................................................... 29
3. Group assignment: Kick off ..................................................................................................................................... 32
Catch of the day ......................................................................................................................................................... 33
Class 8: Managing change (and two critical reflections) .................................................................................................. 34
CRITICAL REFLECTION 1: Focus on change → focus on not changing ......................................................................... 34
Managing Change....................................................................................................................................................... 36
CRITICAL REFLECTION 2: 70% fail… really? ................................................................................................................ 43
Catch of the day ......................................................................................................................................................... 44
Class 9: Evaluating change ............................................................................................................................................ 45
Evaluation .................................................................................................................................................................. 45
Example case ............................................................................................................................................................. 48
Measurement............................................................................................................................................................. 50
Catch of the day ......................................................................................................................................................... 52
1
,Class 10: Guest speaker: Meet the expert: Siska D’doore (National Bank of Belgium) ...................................................... 53
OD in a nutshell.......................................................................................................................................................... 53
Meet the expert! Cultural Change at the National Bank of Belgium .............................................................................. 54
About me................................................................................................................................................................ 55
Context: the NAtional Bank of Belgium .................................................................................................................... 55
Our story, why, how and what ................................................................................................................................. 56
Making it sustainable .............................................................................................................................................. 62
What’s next ............................................................................................................................................................ 63
Lessons learnt ........................................................................................................................................................ 66
Class 11: Podclass: listen, pauze, reflect ....................................................................................................................... 68
Podcast ..................................................................................................................................................................... 68
Example Exam: XYZ Pharmaceuticals ......................................................................................................................... 72
Class 12: Exam info + Q&A ............................................................................................................................................. 77
2
,CLASS 1: ORGANISATIONAL DEVELOPMENT: WHAT’S IN A NAME?
1. PRACTICAL
• ODCM Team
o Dr. Roosmarij Clercx
o Dan Xiang (→ contact person, dr. Roosmarij Clercx in cc)
▪ For example feedback group assignment
• Materials
o Handbook (ISBN: 978-1-4737-6835-2)
▪ Organization development and change – Thomas G. Cummings, Christopher G. Worley and Paul
Donovan
▪ Open book exam! + chapters 11-… used for group assignment
o Slides + notes (Full slides (with answers) will be posted after class)
o Readings and videos posted on BB:
▪ required before session
▪ required after session
▪ optional
o Blended learning: classes with theoretical parts, interactive elements, and self-study elements
• Schedule
Date Class Book chapter
26/09 1. Introduction to OD 1 (+elements of 3)
3/10 2. Theories of planned change 2
10/10 3. Diagnosing organizations: The open systems perspective 5 (+elements of6)
17/10 4. Interventions Part 1: Theory 7 (+10-20)
24/10 5. Interventions Part 2: Group work session (not in class) 7 (+10-20)
31/10 NO CLASS
7/11 6. Interventions Part 3: Feedback session (individual assignment, not in class) 7 (+10-20)
14/11 7. Interventions Part 4: Group work session (not in class) 7 (+10-20)
21/11 8. Managing change 8
28/11 9. Evaluating change All
5/12 10. Guest speaker: Meet the OD practitioner 9
12/12 11. Podclass: listen, pause, reflect (not in class) All
19/12 12. Exam info + Q&A Exam (online) All
• Class recordings
o Available for working students
• Class overlap & Working students
o Recordings available, but not recommended:
o Reason 1: different learning experience without interaction
▪ Make sure you stay up-to-date every week!
o Reason 2 (!): group project
▪ You need to be up-to-date to participate!
▪ During class hours (2 classes)
▪ 3 feedback opportunities only during class hours
▪ Find group members who are OK with this (own responsibility)
3
,• Deadlines
Date Deadline (always before midnight)
17/10 Register as a group (Blackboard)
2/11 Submit group presentation (in group, Blackboard)
10/11 Submit feedback report (individual, Blackboard)
19/11 Submit written intervention proposal (in group, Blackboard)
• Grading
Grade Element
8 Group work: Intervention proposal
2 Presentation of draft proposal (quality is graded, either 2, 1 or 0)
6 Written proposal
2 Individual feedback on intervention proposal (Quality is graded, either 2, 1, or 0)
10 Written, open book exam
• Group project: Intervention Proposal
o 1. Group work: Intervention proposal presentation
▪ In Class 5 (October 24) you will
• diagnose a firm you are familiar with and for which you can find sufficient information
online, in annual reports, via employees, etc.
• identify a misalignment (between 2 organizational elements) → fe strategy & structure
• propose an intervention targeting the misalignment ➔ full list in the book
▪ On November 2, you will submit a presentation
• of approximately 5 slides, with accompanying written notes
o Context-diagnosis-problem-intervention
• providing information on the diagnosis and intervention proposal
• guidelines will be posted on Blackboard (see Class 5)
o 2. Individual feedback report
▪ In Class 6 (November 7)
• You will provide constructive written feedback on the presentation of another group
• A ‘Peer Feedback Template’ is available
• Deadline = after the weekend (10 November)
• Clear guidelines will be posted on Blackboard
▪ GRADING: Quality of your feedback (2/20):
• 2 = high quality, theoretical concepts have been used in feedback and the feedback is
constructive (i.e., it is useful input for the further progress of the intervention proposal)
• 1 = good feedback, but theoretical concepts have not been (correctly) used or the
feedback is not constructive for the group.
• 0 = poor quality
o 3. Group work: Written intervention proposal
▪ Before Class 7
• Your group will receive all peer feedback on your presentation
• Teaching team will provide your group with an evaluation grid for your presentation
▪ In Class 7 (November 14)
• Continue working on your proposal in group, using the feedback you received
• Prepare written proposal (deadline = 19 November)
4
, o What to do before the kick-off (Class 5)?
▪ Form groups of 5 students and register your group on Blackboard (deadline October 17)
▪ READ GUIDELINES (see BB)
▪ Ensure you have acquired all the knowledge from Sessions 1-4! This is a prerequisite to
participate in the group work.
▪ PEER EVALUATION
• Exam
o Open book, computer exam (no internet)
o Class 11 = all exam info! (online, one hour, 19/12)
o Focus is not on knowledge questions, but on applying theoretical knowledge, understanding and
linking different elements of OD change process
o Exam case, comparable to cases discussed in class
o Test exam will be available
o Questions may cover all theory discussed in all sessions
o Retake of the exam is in August/September:
▪ No alternatives possible
▪ Exam has the same style
▪ No retake for assignments
2. WHAT IS OD?
“If you think there is consensus on what OD is, you haven’t been around long
enough” (Craig Yeatman)
• 70 years ago
o Stable jobs, stable industries, stable environments
o Low-skilled, manufacturing work
• Today: CHANGE
o Manufacturing, technological development, globalization, ….
o Gray population is increasing → more diverse workforce
o ➔ war for talent: the right people at the right position
o More attention for work-life balance, wellbeing, …; the number of burnouts is increasing
▪ What’s the role of organizations in this?
o Organizations have to change themselves non stop
▪ If they don’t change, they go bankrupt
• OD = Change Management? Yes… but also NO!
o Not fully, this makes it more complex
o “All OD involves change management, but change management may not involve OD”
▪ Change management > OD, OD is a type of change management
5
, CHANGE MANAGEMENT ORGANIZATIONAL DEVELOPMENT
→ react to something happening, clear → how to guide change?
objective
System focus Specific part of the system → focus Entire system → broader: system with
subsystems working together → one change
impacting different subsystems
Human aspect Economic, financial (e.g. reduce cost), Driven by humanistic values → how does
technical focus (e.g. new tool) employees go with change: manage people who
do the work
Planned Programmatic (clear plan: … → … → …) Adaptive and flexible → feedback! & adapt
change when something goes wrong
Change agent Expert in issue (logical focus) Process guide → expertise on how to
guide/manage change (like a coach)
Direction Top down In collaboration with employees (should be;
there it goes wrong sometimes)
Organizational Financial stability/improvement Financial, sustainability (how long can we go on
effectiveness like this?) and employee satisfaction
Time horizon Short term; clear endpoint Long term → never ending process, keep on
(end point) developing, no endpoint
Examples Introduce new technology, new leader, Create learning networks across depart-ments,
develop a new service, company improve employee involvement, self-managing
mergers & acquisitions, … teams, adapt business strategy to changed
environment, …
➔ projects can have elements of both in practice: not black & white
• Definition(s) of OD
o “Organization development is a system-wide process of data collection, diagnosis, action planning,
intervention, and evaluation aimed at
o (1) Enhancing congruence (alignment) among organizational structure, process, strategy, people, and
culture
o (2) Developing new and creative organizational solutions
o (3) Developing the organization’s self-renewing capacity
▪ Learn how to adapt to change
o It occurs through the collaboration of organizational members working with a change agent using
behavioral science theory, research and technology”
▪ Evidence-based practice!
o And multiple other definitions (see handbook p.2)
• OD is about…
o Evolving, adapting, improving as an organization
o Through changes (‘interventions’) in structure, processes, culture, strategy
o Changes: from individuals to teams to entire organizations
o Changes: flexible and adaptable
o Multiple changes to meet main goal
o Facilitating change through people involvement
o Based on behavioral science knowledge
6
CHANGE MANAGEMENT
INHOUD
Class 1: Organisational Development: What’s in a name? ................................................................................................ 3
1. Practical ................................................................................................................................................................... 3
2. What is OD? ............................................................................................................................................................. 5
3. OD: Vodafone Example ............................................................................................................................................. 7
4. Why should I care? ................................................................................................................................................... 8
5. Self-Study: OD, where does it come from? ................................................................................................................ 8
Catch of the day ......................................................................................................................................................... 10
Class 2: Theories of planned change .............................................................................................................................. 11
1. Theories of planned change .................................................................................................................................... 11
2. General model of planned change .......................................................................................................................... 15
3. Example case discussion........................................................................................................................................ 16
Class 3: Diagnosing using the Open Systems Framework ............................................................................................... 18
1. Open systems thinking ........................................................................................................................................... 18
2. Importance of open systems thinking: An example .................................................................................................. 20
3. Diagnosis under the open systems framework ........................................................................................................ 20
4. Mister/Miss Fit ........................................................................................................................................................ 23
5. Application of diagnostic framework: vodafone case ............................................................................................... 23
6. Diagnosis in practice .............................................................................................................................................. 24
Catch of the day ......................................................................................................................................................... 25
Class 4: Interventions: Part 1.......................................................................................................................................... 26
1. General introduction to interventions ...................................................................................................................... 26
2. From diagnosis to intervention: A case study ........................................................................................................... 29
3. Group assignment: Kick off ..................................................................................................................................... 32
Catch of the day ......................................................................................................................................................... 33
Class 8: Managing change (and two critical reflections) .................................................................................................. 34
CRITICAL REFLECTION 1: Focus on change → focus on not changing ......................................................................... 34
Managing Change....................................................................................................................................................... 36
CRITICAL REFLECTION 2: 70% fail… really? ................................................................................................................ 43
Catch of the day ......................................................................................................................................................... 44
Class 9: Evaluating change ............................................................................................................................................ 45
Evaluation .................................................................................................................................................................. 45
Example case ............................................................................................................................................................. 48
Measurement............................................................................................................................................................. 50
Catch of the day ......................................................................................................................................................... 52
1
,Class 10: Guest speaker: Meet the expert: Siska D’doore (National Bank of Belgium) ...................................................... 53
OD in a nutshell.......................................................................................................................................................... 53
Meet the expert! Cultural Change at the National Bank of Belgium .............................................................................. 54
About me................................................................................................................................................................ 55
Context: the NAtional Bank of Belgium .................................................................................................................... 55
Our story, why, how and what ................................................................................................................................. 56
Making it sustainable .............................................................................................................................................. 62
What’s next ............................................................................................................................................................ 63
Lessons learnt ........................................................................................................................................................ 66
Class 11: Podclass: listen, pauze, reflect ....................................................................................................................... 68
Podcast ..................................................................................................................................................................... 68
Example Exam: XYZ Pharmaceuticals ......................................................................................................................... 72
Class 12: Exam info + Q&A ............................................................................................................................................. 77
2
,CLASS 1: ORGANISATIONAL DEVELOPMENT: WHAT’S IN A NAME?
1. PRACTICAL
• ODCM Team
o Dr. Roosmarij Clercx
o Dan Xiang (→ contact person, dr. Roosmarij Clercx in cc)
▪ For example feedback group assignment
• Materials
o Handbook (ISBN: 978-1-4737-6835-2)
▪ Organization development and change – Thomas G. Cummings, Christopher G. Worley and Paul
Donovan
▪ Open book exam! + chapters 11-… used for group assignment
o Slides + notes (Full slides (with answers) will be posted after class)
o Readings and videos posted on BB:
▪ required before session
▪ required after session
▪ optional
o Blended learning: classes with theoretical parts, interactive elements, and self-study elements
• Schedule
Date Class Book chapter
26/09 1. Introduction to OD 1 (+elements of 3)
3/10 2. Theories of planned change 2
10/10 3. Diagnosing organizations: The open systems perspective 5 (+elements of6)
17/10 4. Interventions Part 1: Theory 7 (+10-20)
24/10 5. Interventions Part 2: Group work session (not in class) 7 (+10-20)
31/10 NO CLASS
7/11 6. Interventions Part 3: Feedback session (individual assignment, not in class) 7 (+10-20)
14/11 7. Interventions Part 4: Group work session (not in class) 7 (+10-20)
21/11 8. Managing change 8
28/11 9. Evaluating change All
5/12 10. Guest speaker: Meet the OD practitioner 9
12/12 11. Podclass: listen, pause, reflect (not in class) All
19/12 12. Exam info + Q&A Exam (online) All
• Class recordings
o Available for working students
• Class overlap & Working students
o Recordings available, but not recommended:
o Reason 1: different learning experience without interaction
▪ Make sure you stay up-to-date every week!
o Reason 2 (!): group project
▪ You need to be up-to-date to participate!
▪ During class hours (2 classes)
▪ 3 feedback opportunities only during class hours
▪ Find group members who are OK with this (own responsibility)
3
,• Deadlines
Date Deadline (always before midnight)
17/10 Register as a group (Blackboard)
2/11 Submit group presentation (in group, Blackboard)
10/11 Submit feedback report (individual, Blackboard)
19/11 Submit written intervention proposal (in group, Blackboard)
• Grading
Grade Element
8 Group work: Intervention proposal
2 Presentation of draft proposal (quality is graded, either 2, 1 or 0)
6 Written proposal
2 Individual feedback on intervention proposal (Quality is graded, either 2, 1, or 0)
10 Written, open book exam
• Group project: Intervention Proposal
o 1. Group work: Intervention proposal presentation
▪ In Class 5 (October 24) you will
• diagnose a firm you are familiar with and for which you can find sufficient information
online, in annual reports, via employees, etc.
• identify a misalignment (between 2 organizational elements) → fe strategy & structure
• propose an intervention targeting the misalignment ➔ full list in the book
▪ On November 2, you will submit a presentation
• of approximately 5 slides, with accompanying written notes
o Context-diagnosis-problem-intervention
• providing information on the diagnosis and intervention proposal
• guidelines will be posted on Blackboard (see Class 5)
o 2. Individual feedback report
▪ In Class 6 (November 7)
• You will provide constructive written feedback on the presentation of another group
• A ‘Peer Feedback Template’ is available
• Deadline = after the weekend (10 November)
• Clear guidelines will be posted on Blackboard
▪ GRADING: Quality of your feedback (2/20):
• 2 = high quality, theoretical concepts have been used in feedback and the feedback is
constructive (i.e., it is useful input for the further progress of the intervention proposal)
• 1 = good feedback, but theoretical concepts have not been (correctly) used or the
feedback is not constructive for the group.
• 0 = poor quality
o 3. Group work: Written intervention proposal
▪ Before Class 7
• Your group will receive all peer feedback on your presentation
• Teaching team will provide your group with an evaluation grid for your presentation
▪ In Class 7 (November 14)
• Continue working on your proposal in group, using the feedback you received
• Prepare written proposal (deadline = 19 November)
4
, o What to do before the kick-off (Class 5)?
▪ Form groups of 5 students and register your group on Blackboard (deadline October 17)
▪ READ GUIDELINES (see BB)
▪ Ensure you have acquired all the knowledge from Sessions 1-4! This is a prerequisite to
participate in the group work.
▪ PEER EVALUATION
• Exam
o Open book, computer exam (no internet)
o Class 11 = all exam info! (online, one hour, 19/12)
o Focus is not on knowledge questions, but on applying theoretical knowledge, understanding and
linking different elements of OD change process
o Exam case, comparable to cases discussed in class
o Test exam will be available
o Questions may cover all theory discussed in all sessions
o Retake of the exam is in August/September:
▪ No alternatives possible
▪ Exam has the same style
▪ No retake for assignments
2. WHAT IS OD?
“If you think there is consensus on what OD is, you haven’t been around long
enough” (Craig Yeatman)
• 70 years ago
o Stable jobs, stable industries, stable environments
o Low-skilled, manufacturing work
• Today: CHANGE
o Manufacturing, technological development, globalization, ….
o Gray population is increasing → more diverse workforce
o ➔ war for talent: the right people at the right position
o More attention for work-life balance, wellbeing, …; the number of burnouts is increasing
▪ What’s the role of organizations in this?
o Organizations have to change themselves non stop
▪ If they don’t change, they go bankrupt
• OD = Change Management? Yes… but also NO!
o Not fully, this makes it more complex
o “All OD involves change management, but change management may not involve OD”
▪ Change management > OD, OD is a type of change management
5
, CHANGE MANAGEMENT ORGANIZATIONAL DEVELOPMENT
→ react to something happening, clear → how to guide change?
objective
System focus Specific part of the system → focus Entire system → broader: system with
subsystems working together → one change
impacting different subsystems
Human aspect Economic, financial (e.g. reduce cost), Driven by humanistic values → how does
technical focus (e.g. new tool) employees go with change: manage people who
do the work
Planned Programmatic (clear plan: … → … → …) Adaptive and flexible → feedback! & adapt
change when something goes wrong
Change agent Expert in issue (logical focus) Process guide → expertise on how to
guide/manage change (like a coach)
Direction Top down In collaboration with employees (should be;
there it goes wrong sometimes)
Organizational Financial stability/improvement Financial, sustainability (how long can we go on
effectiveness like this?) and employee satisfaction
Time horizon Short term; clear endpoint Long term → never ending process, keep on
(end point) developing, no endpoint
Examples Introduce new technology, new leader, Create learning networks across depart-ments,
develop a new service, company improve employee involvement, self-managing
mergers & acquisitions, … teams, adapt business strategy to changed
environment, …
➔ projects can have elements of both in practice: not black & white
• Definition(s) of OD
o “Organization development is a system-wide process of data collection, diagnosis, action planning,
intervention, and evaluation aimed at
o (1) Enhancing congruence (alignment) among organizational structure, process, strategy, people, and
culture
o (2) Developing new and creative organizational solutions
o (3) Developing the organization’s self-renewing capacity
▪ Learn how to adapt to change
o It occurs through the collaboration of organizational members working with a change agent using
behavioral science theory, research and technology”
▪ Evidence-based practice!
o And multiple other definitions (see handbook p.2)
• OD is about…
o Evolving, adapting, improving as an organization
o Through changes (‘interventions’) in structure, processes, culture, strategy
o Changes: from individuals to teams to entire organizations
o Changes: flexible and adaptable
o Multiple changes to meet main goal
o Facilitating change through people involvement
o Based on behavioral science knowledge
6
