1. Organization Development and Change
Chapter 14
Human Resource Development

2. Change Process Theory
Unfreezing – creating need for change, guilt, anxiety, recognize problem exists
Changing – change behavior, values, attitudes through change process
Refreezing –use goals and rewards to establish new behaviors and attitudes to replace old ones

3. Driving and Restraining Forces
Restraining Forces Resistance to
Change
Driving Forces Pressure to

4. Force-field analysis model
Driving Forces
Restraining Forces
Current Situation
1. Identify the current state of the situation.
2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).

5. Sources of Resistance to Change
Fear – tolerance for uncertainty
Vested interests
Misunderstandings
Assessments of impact of change – different viewpoints
Inter-organizational agreements – union contracts

6. Reducing Resistance to Change
Education and communication
Participation and involvement
Negotiations – power of resisters
Cooptation
Top management support

7. Implementation Theory
Human processual intervention theory – focus on modifying attitudes, values, problem-solving, interpersonal styles
Technostructural intervention theory- improving work content, methods, work flow, performance factors
Sociotechnical systems designs – fit between technology and social structure of work units
Organization transformation change – organization as complex, human system with its own culture and value system

8. Limitations of OD Research
Lack of experimental designs
Lack of resources
Limitations of field design research
Bias by OD evaluators
Lack of motivation to do job correctly
Uniqueness of organization and intervention techniques

9. Intervention Roles Role of change manager – overall responsibility
Role of change agent – assists in designing and implementing – internal and/or external – advocate, technical specialist, trainer, problem solving, fact finder, process specialist, reflector

10. Designing the Intervention Strategy
Diagnose the environment – readiness of target group for change
Develop an action plan – specific targets and techniques
Evaluation of the results of the intervention

11. Human Processual Interventions
Survey feedback
Organizational variables to measure
Design and implementation of survey
Presentation of results
Team building
Preliminary diagnosis for need
Change agent with wide range of knowledge
Change manager and agent should develop general approach to sessions-

12. Technostructural Interventions
Job enlargement
Job enrichment – Job Characteristics Model
Greater effect on productivity
Alternative work schedules
Moderate effect on work output
Withdrawal
Effects on attitudes

13. Hackman & Oldham Job-Enrichment Model
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Three Critical Psychological States
Growth Need Strength
Experienced meaningfulness
of work
Experienced responsibility for work outcomes
Knowledge of
actual work
results
Personal and Work Outcomes
High internal
work
motivation
High quality
work
performance
High
satisfaction
with the work
Low absenteeism
and turnover

14. Sociotechnical Systems
Quality circles
Total quality management
Self-managing teams

15. Organizational Transformation
Cultural interventions
Strategic changes
Learning organization
Collaborative structure
Information sharing
HRM resources and HRD practices
Organizational culture
Leadership