what is new in organization development? by william j. rothwell, ph.d., sphr, ctdp

What Is New in Organization Development?

By William J. Rothwell, Ph.D., SPHR, CTDP

Part I: Introduction

Overview

• This session will present new thinking on OD that is drawn from Rothwell, W., & Sullivan, R. (Eds.). (2005). Practicing organization development: A guide for consultants. 2nd ed. San Francisco: Pfeiffer & Co.

• It will describe current trends in OD and what they mean for HR and WLP practitioners.

Overview

Objectives

Upon completing this session, participants will be able to:

• Review the latest definitions of OD and explain why they are important

• Distinguish OD from change management• Compare old and new models that guide OD,

distinguishing them from models governing change management

• Summarize key trends in OD and change management and explain what they mean for practice in WLP and related fields

Brief Outline• Introduction

• Definitions and Their Importance

• Models of OD and Change Management and Their Applicability

• Key Trends in OD and Change Management: What Are They, and What Do They Mean?

• Conclusion

What Are Your Issues?• What would you most like to know

about OD and change management?

• Why would you like to know?

• Spend about 3 minutes to brainstorm on these questions

Part II:Definitions and

Their Importance

Overview• What are some key definitions?

• Why are they important?

Why Are Definitions Important?

Definitions are important:• To make issues clear• Avoid the basis for confusion

What Is Organization Development?

• Organization development is a system wide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness (Cummings and Worley, 2001, p. 1)

What Is Organization Development?

• Organization development is “a systemic and systematic change effort, using behavioral science knowledge and skill, to transform the organization to a new state” (Beckhard, 1999 as cited Anderson and Anderson, 2001b, p. xv)

What Is Change Management?

• In the simplest sense, change management means the process of helping a person, group or organization to change

• In some quarters, change management means any approach to change

• Change management is sometimes associated with a programmed approach to change

Part III:Models of OD and

Change Management and Their Applicability

Overview• Why are models needed?

• What models are commonly used in OD?

• What models are commonly used in change management?

• How are these models applied?

The Traditional Action Research Model

A New View of the Action Research Model

PreLaunch

Launch

PostLaunch

Begin with self examinationExamine personal disposition and decision makingExamine external environmentEstablish the need for changeProvide clarity of vision and direction

Initial activities

Deal with resistance

Be persistentMove people beyond comfort levelManage avoidance mechanisms

Source: Adapted from Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, CA: Sage.

The Mohr/Jacobsgaard Four I-Model of Appreciative Inquiry

Source: Watkins, J. M., and Mohr, B. J. (2001). Appreciative inquiry: Change at the speed of imagination. San Francisco: Pfeiffer, p. 46. Used with permission of the publisher. All rights reserved.

Models for Change Management

Jick’s Ten Steps:

1. Analyze the organization and the need for change2. Create a shared vision and common direction3. Separate from the past4. Create a sense of urgency5. Support a strong leader role6. Line up political sponsorship7. Craft an implementation plan8. Develop enabling structures9. Communicate, involve people, and be honest10.Reinforce and institutionalize the change

Models for Change Management

Kotter’s strategic model for change:• Examine the market and competitive realities• Assemble group of powerful people• Encourage teamwork• Direct change effort• Develop strategies for achieving vision• Use all modes to communicate vision and strategies• Clarify the roles and behaviors of the guiding

coalition

Models for Change Management

• Remove change obstacles• Change systems and structures that undermine

change• Encourage risk taking and new ideas• Plan and create visible improvements• Reward employees for making improvements• Change systems, policies, procedures that inhibit the

vision• Hire, promote, train people who can implement the

vision• Clarify connections between new behaviors and

corporate success• Ensure leadership development and succession

Models for Change Management

GE’s change model:

• Leader behavior

• Creating a shared need

• Shaping a vision

• Mobilizing commitment

• Making change last

• Monitoring progress

• Changing systems and structures

Small Group Activity

• Form small groups

• Appoint a spokesperson

• Devote about 5-10 minutes to the activity

• Answer these questions: How are these models similar? Different? How do you believe they may be applied?

• When you come back, your spokesperson should be prepared to provide your group’s answers to the questions

Debrief of the Small Group Activity

Could I have spokesperson for each group report on how your group answered these questions:

• How are these models similar?

• How are these models different?

• How do you believe they may be applied?

Part IV:Key Trends in OD and Change Management: What Are They,

and What Do They Mean?

Overview• What are some key trends in OD and

change management?

• Why are those trends important?

Overview of Key Themes in OD

OD

Cynicism

Spirituality

ReadinessFor Change

Values

Chaos Theory

ResistanceTo Change

Change Models

Communication Trust

Stress

Too MuchChange

Mergers

Whole Systems

Transformation

Part V:

Conclusion

Overview• This session presented new thinking on OD

that drawn from Rothwell, W., & Sullivan, R. (Eds.). (2005). Practicing organization development: A guide for consultants. 2nd ed. San Francisco: Pfeiffer & Co.

• It described current trends in OD and what they mean for HR and WLP practitioners.

ObjectivesYou should now be able to:• Review the latest definitions of OD and explain why

they are important• Distinguish OD from change management• Compare old and new models that guide OD,

distinguishing them from models governing change management

• Summarize key trends in OD and change management and explain what they mean for practice in WLP and related fields