1. Organization Development and Change
4/27/2017
Organization Development and Change
Chapter 12
Werner & DeSimone (2006)
THRD-160-2

2. 4/27/2017
Learning Objectives
After learning this chapter, you should be able to:
Define the organization development (OD).
Understand the basic theories and concepts of OD.
Describe the planned-change model.
Explain the roles of the change agent, manager, and people within the system in developing an intervention strategy.
Understand the basic steps involved in designing an implementation strategy.
Describe several types of intervention strategies.
Explain the different types of organization transformation intervention strategies.
Werner & DeSimone (2006)
THRD-160-2

3. Organization Development (OD)
4/27/2017
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.”
Werner & DeSimone (2006)
THRD-160-2

4. Organization Development Theories
4/27/2017
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?
Werner & DeSimone (2006)
THRD-160-2

5. Organization Development Theories
4/27/2017
Organization Development Theories
Change process theory – seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages:
Unfreezing
Change through cognitive restructuring
Refreezing
Werner & DeSimone (2006)
THRD-160-2

6. Organization Development Theories
4/27/2017
Organization Development Theories
Implementation theory – how specific intervention strategies are designed and carried out. Four main types:
Human process-based theory
Technostructural theory
Sociotechnical systems theory
Organization transformation theory
Werner & DeSimone (2006)
THRD-160-2

7. Caution About Organization Development Research
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2

8. Model of Planned Change
4/27/2017
Model of Planned Change
By Permission: Porres & Silvers (1991)
Werner & DeSimone (2006)
THRD-160-2

9. Model of Planned Change – 2
4/27/2017
Model of Planned Change – 2
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)
Werner & DeSimone (2006)
THRD-160-2

10. Model of Planned Change – 3
4/27/2017
Model of Planned Change – 3
Porras & Silvers Model:
Individual organizational member:
Cognitive change
Behavior change
Werner & DeSimone (2006)
THRD-160-2

11. Model of Planned Change – 4
4/27/2017
Model of Planned Change – 4
Porras & Silvers Model:
Organizational outcomes:
Improved organizational performance
Enhanced individual development
Question: What is the value of this model?
Werner & DeSimone (2006)
THRD-160-2

12. Designing an Intervention Strategy
4/27/2017
Designing an Intervention Strategy
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
Werner & DeSimone (2006)
THRD-160-2

13. Designing an Intervention Strategy – 2
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2

14. Types of Interventions: Human Process-Based
4/27/2017
Types of Interventions: Human Process-Based
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
Werner & DeSimone (2006)
THRD-160-2

15. Types of Interventions: Technostructural
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2

16. Types of Interventions: Sociotechnical Systems
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2

17. Types of Interventions: Organizational Transformation
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2

18. Some Concluding Thoughts on Organization Development
4/27/2017
Some Concluding Thoughts on Organization Development
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.”
Werner & DeSimone (2006)
THRD-160-2

19. Some Concluding Thoughts on Organization Development – 2
4/27/2017
Some Concluding Thoughts on Organization Development – 2
Many HRD applications can be viewed as OD interventions:
Human Process-Based: career development, coaching, orientation
Technostructural: skills/technical training
Sociotechnical: team and quality training
Organization transformation: EAPs, management development
Werner & DeSimone (2006)
THRD-160-2

20. Summary Organization development can be difficult!
4/27/2017
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
Werner & DeSimone (2006)
THRD-160-2