JH701:

Management of Change and

Organisational Development
Acknowledgement of sources:

Text:
Waddell,D., Cummings, T.G. & Worley, C.G. (2000). Organisation
development and change. South Melbourne, Vic.: Nelson Thomson Learning.
Other sources:
French, W.L. & Bell, C.H. (1999). Organization development – Behavioral
science interventions for organization improvement (6th ed). New York:
Prentice Hall.
Harvey, D. & Brown, D.R. (2001). An experiential approach to organization
development (6th ed). Upper Saddle River, N.J.: Prentice Hall.
Senior, B. (1997). Organisational change. Harlow, Eng.: Prentice Hall.
 JH701 Management of Change &
Organisational Development

• 1 Overview of Change & Organisation Development

• 2 Systems approach to OD & diagnosis
• 3 Diagnostic processes
• 4 Collecting & analysing diagnostic information
• 5 A practitioner perspective on managing change &
Managing effective change programs
• 6 - 9 Overview of interventions
• 10 Evaluating & institutionalising change interventions
• 11 Entering & contracting
• 12 OD practitioners – styles & skills
• 13 Trends in managing change & OD
 Week 1:
Overview of Change and
Organisation Development
 Learning Objectives
• To provide a definition of
Organisation Development (OD)
• To distinguish OD and planned
change from other forms of
organisation change
• To provide an overview of the unit
 Changing environmental forces

• Political (eg government legislation & ideology)

• Economic (eg economic policies, employment
rates, currency exchange rates)
• Technological (eg new production processes, IT /
the Internet)
• Socio-cultural (eg demographic trends, attitudes to
work, lifestyle changes)
 Ford’s Definition of Change

Change occurs whenever there is a shift

in what we do, how we do it, why we do
it, or how well we do it.
 Ansoff & McDonnell’s levels of
environmental turbulence

1.Predictable

2.Forecastable by extrapolation

3. Predictable threats & opportunities

4. Partially predictable opportunities

5. Unpredictable surprises
 Grundy’s varieties of change

1. smooth incremental

2. bumpy incremental

3. discontinuous
 Burke’s Definition of OD

OD is a planned process of change in an

organisation’s culture through the
utilisation of behavioural science
technology, research, and theory.
 French’s Definition of OD

OD refers to a long-range effort to

improve an organisation’s problem-solving
capabilities and its ability to cope with
changes in its external environment with
the help of external or internal
behavioural-scientist consultants.
 Beckhard’s Definition of OD

OD is an effort (1) planned, (2)

organisation-wide, and (3) managed from
the top, to (4) increase organisation
effectiveness and health through (5)
planned interventions in the
organisation’s “processes,” using
behavioural science knowledge.
 Beer’s Definition of OD
OD is a system-wide process of data collection,
diagnosis, action planning, intervention, and
evaluation aimed at:
(2) enhancing congruence between organisational
structure, process, strategy, people, and culture;
(3) developing new and creative organisational
solutions; and
(4) developing the organisation’s self-renewing
capacity. It occurs through collaboration of
organisational members working with a change
agent using behavioural science theory, research,
and technology.
Dunphy & Stace’s Definition of OD

OD is a ‘soft’ approach that describes a

process of change undertaken in
small incremental steps managed
participatively
Organisation Development is...
a systemwide application of
behavioural science knowledge to
the planned development,
improvement, and reinforcement
of the strategies, structures, and
processes that lead to
organisation effectiveness.
 Five Stems of OD Practice
Laboratory Training

Current Practice
Action Research/Survey Feedback

Participative Management

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000

Part I: Overview of the Text
The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter 3)

Part II: The Process of Organisation Development

Entering & Diagnosing Diagnosing Collecting
Contracting Organisations Groups & Jobs Diagnostic
(Chapter 4) (Chapter 5) (Chapter 6) Information
(Chapter 7)
Feeding Back Designing OD Managing Evaluating &
Diagnostic Interventions Change Institutionalising
Data (Chapter 9) (Chapter 10) Change
(Chapter 8) (Chapter 11)
Part III: Part IV: Part V: Part VI:
Human Techno- Human Strategic
Process structural Resources Interventions
Interventions Interventions Management
Interventions

Interpersonal Restructuring Performance Organisation

and Group Organisations Management and
Process (Chapter 14) (Chapter 17) Environment
Approaches Relationships
(Chapter 12 Employee Developing and (Chapter 19)
Involvement Assisting
Organisation (Chapter 15) Members Organisation
Process (Chapter 18) Transformation
Approaches Work Design (Chapter 20)
(Chapter 13) (Chapter 16)

Part VII: Special Topics in Organisation Development

Organisation Development
OD in Global Settings (Chapter 21)
 Learning Objectives
• To describe and compare major
perspectives on changing organisations.

• To introduce a General Model of Planned

Change that will be used to organise the
material presented in the text & unit.

• To describe how planned change can be

adopted to fit different kinds of conditions.
 Lewin’s Change Model

Unfreezing

Movement

Refreezing
 Action Research Model

Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action
Contemporary Approaches to Planned
Change

Choose Positive Develop a Vision with

Subjects Broad Participation

Collect Positive Develop Action

Stories with Broad Plans
Participation

Examine Data and

Develop Possibility Evaluate
Propositions
 Comparison of
Planned Change Models
• Similarities
– Change preceded by diagnosis or preparation
– Apply behavioural science knowledge
– Stress involvement of organisation members
– Recognise the role of a consultant

• Differences
– General vs. specific activities
– Centrality of consultant role
– Problem-solving vs. social constructionism
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalising
Contracting Change Change
 Different Types of
Planned Change

• Magnitude of Change
– Incremental
– Quantum
• Degree of Organisation
– Overorganised
– Underorganised
• Domestic vs. International Settings
 Critique of Planned Change
• Conceptualisation of Planned Change
– Change in not linear
– Change is not rational
– The relationship between change and performance
is unclear

• Practice of Planned Change

– Limited consulting skills and focus
– Quick fixes vs. development approaches
 Contingency Approach to Change
Management
– Scale of change: fine tuning, incremental,
adjustment, modular transformation, corporate
transformation

– Style of management: collaborative,

consultative, directive, coercive

– Typology of change strategies and conditions

for their use: participative evolution, charismatic
transformation, forced evolution, dictatorial
transformation
 NEXT WEEK

• Systems approach to OD & diagnosis

• Reading: Chapters 5 & 6

• Additional reading: Senior (1997) Chapters 1

&2