1. Organization Development
Chapter 14
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DeSimone et al. (2002) HRD3e CH14

2. Questions to Consider - 1
Is it sufficient to focus HRD efforts on individuals, or should we also consider interventions at the group and organizational level?
How can we assist individuals, groups, and organizations in successfully dealing with change?
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DeSimone et al. (2002) HRD3e CH14

3. Questions to Consider - 2
Is it really possible to “transform” an entire organization?
What might a “high performance work system” look like?
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DeSimone et al. (2002) HRD3e CH14

4. Organization Development (OD)
Definition:
“A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.”
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DeSimone et al. (2002) HRD3e CH14

5. Organization Development Theories
Two main categories of OD theories:
Change process theory
– how does change take place?
Implementation theory
– how can change strategies be put into practice?
11/8/2018
DeSimone et al. (2002) HRD3e CH14

6. Organization Development Theories
Change process theory – seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages:
Unfreezing
Moving/Change
Refreezing
11/8/2018
DeSimone et al. (2002) HRD3e CH14

7. Organization Development Theories
Implementation theory – how specific intervention strategies are designed and carried out. Four main types:
Human processual theory
Technostructural theory
Sociotechnical systems theory
Organization transformation theory
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DeSimone et al. (2002) HRD3e CH14

8. Caution About Organization Development Research
Concerns have been expressed about much of the OD research that has been conducted:
Lack of experimental designs.
Lack of resources available.
Limitations in field research designs used.
Potential bias by researchers.
Lack of motivation to conduct strong research.
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DeSimone et al. (2002) HRD3e CH14

9. What is Needed? A Model of Planned Change
Porras & Silvers Model (four parts):
Change Organizational Individual Organizational
Intervention Target Organizational Outcomes
Variables Member
11/8/2018
DeSimone et al. (2002) HRD3e CH14

10. A Model of Planned Change
Porras & Silvers Model:
Change intervention (two categories):
Organization transformation
Organization development
Organizational target variables:
Vision (beliefs, purpose, mission)
Work setting (organizing arrangements, social factors, technology, physical setting)
11/8/2018
DeSimone et al. (2002) HRD3e CH14

11. A Model of Planned Change
Porras & Silvers Model:
Individual organizational member:
Cognitive change (four types):
Alpha change
Beta change
Gamma (A) change
Gamma (B) change
Behavior change
11/8/2018
DeSimone et al. (2002) HRD3e CH14

12. A Model of Planned Change
Porras & Silvers Model:
Organizational outcomes:
Improved organizational performance
Enhanced individual development
Question: What is the value of this model?
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DeSimone et al. (2002) HRD3e CH14

13. Designing an Intervention Strategy - 1
Specific Roles:
Change Manager
Oversees the design of the strategy; bears ultimate responsibility.
Change Agent
Assists the Change Manager; facilitates the activities involved.
Internal Change Agent (often an HRD professional)
External Change Agent (consultant)
Individuals
Labor Unions
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DeSimone et al. (2002) HRD3e CH14

14. Designing an Intervention Strategy - 2
Systems Approach:
Diagnose the Environment
e.g., force field analysis
Develop an Action Plan
Objectives, activities, “details”
Evaluate the Results of the Intervention.
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15. Types of Interventions: Human Processual
Survey Feedback
The systematic collection of survey data.
Fed back to groups to promote problem solving and change.
Team Building
A process to improve a group’s problem-solving abilities.
Example: Process consultation.
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DeSimone et al. (2002) HRD3e CH14

16. Types of Interventions: Technostructural
Job Enlargement
Adding variety through similar tasks.
Job Enrichment
Increasing responsibility, knowledge of results, and meaningfulness of work.
Alternative Work Schedules
Compressed workweek
Flextime work Schedule
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DeSimone et al. (2002) HRD3e CH14

17. Types of Interventions: Sociotechnical Systems
Quality Circles
Involving employees in work decisions.
Total Quality Management (TQM)
Continuous improvement efforts.
Self-Managing Teams (SMTs)
Team members have authority to make decisions and regulate the team’s activities.
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DeSimone et al. (2002) HRD3e CH14

18. Types of Interventions: Sociotechnical Systems
Total Quality Management (TQM)
Five basic components:
Total commitment from senior management.
Quality standards and measures in place.
Training in quality for all employees (including Statistical Process Control).
Programs/ways to reward, recognize, and celebrate quality achievements.
Strong quality communication efforts.
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DeSimone et al. (2002) HRD3e CH14

19. Types of Interventions: Sociotechnical Systems
Self-Managing Teams
Basic components:
Interdependence among team members.
Individual members have discretion/authority to make important work decisions.
Individual members possess a variety of skills, so that they can perform multiple tasks.
The team receives regular performance feedback.
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20. Types of Interventions: Organizational Transformation
Cultural Interventions
Efforts to change the values, norms, or ways of thinking in an organization.
Strategic Changes
Fundamental changes in the purpose or mission of an organization.
Becoming a Learning Organization
Beyond TQM, to continuous learning and improvement for all employees.
High Performance Work Systems
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DeSimone et al. (2002) HRD3e CH14

21. Types of Interventions: Organizational Transformation
Becoming a Learning Organization
Dimensions that support learning:
Organization structure – more collaborative and team-based.
Information acquisition, sharing, and retention – effective knowledge and information sharing.
HRM practices – all reinforce learning.
Organizational culture – promotes learning.
Leadership – supportive (at all levels).
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DeSimone et al. (2002) HRD3e CH14

22. Types of Interventions: Organizational Transformation
High Performance Work Systems
Eight core principles:
Alignment to organizational strategy.
Clear goals and outcomes (all levels, all aligned).
Work is organized around processes.
Active tracking and management of results.
Work units are linked to identified processes.
Accountability, cycle time, and responsiveness emphasized.
Collaboration, trust, and mutual support are present.
Emphasis on strategic change management.
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DeSimone et al. (2002) HRD3e CH14

23. Some Concluding Thoughts on Organization Development - 1
Effectiveness: There is evidence for the effectiveness of particular OD interventions. However, there is much room for improvement (in the research designs used, and the results obtained).
Recent efforts have stressed “change management.”
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DeSimone et al. (2002) HRD3e CH14

24. Some Concluding Thoughts on Organization Development - 2
Many HRD applications can be viewed as OD interventions:
Human Processual: career development, coaching, orientation
Technostructural: skills/technical training
Sociotechnical: team and quality training
Organization transformation: EAPs, management development
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DeSimone et al. (2002) HRD3e CH14

25. DeSimone et al. (2002) HRD3e CH14
Summary
Organization development can be difficult!
Reluctance/resistance to change.
Success is most likely with:
An appropriate model of change.
The appropriate methods/interventions.
A systems approach (e.g., high performance work systems, HRD process model).
Need a dual focus on organizational performance and employee well-being.
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DeSimone et al. (2002) HRD3e CH14