change

Werner & DeSimone (2006) 1

Organization Development and Change

Chapter 14


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?

2. How can we assist individuals, groups, and organizations in successfully dealing with change?


Questions to Consider – 2

3. Is it really possible to “transform” an entire organization?

4. What might a “high performance work system” look like?


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.”


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?



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



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


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


Model of Planned Change

By Permission: Porres & Silvers (1991)


Model of Planned Change – 2

Porras & Silvers Model:1. Change intervention (two categories):

Organization transformation Organization development

2. Organizational target variables: Vision (beliefs, purpose, mission) Work setting (organizing arrangements,

social factors, technology, physical setting)



Porras & Silvers Model:3. Individual organizational member:

Cognitive change (four types): Alpha change Beta change Gamma (A) change Gamma (B) change

Behavior change



Porras & Silvers Model:4. Organizational outcomes:

Improved organizational performance Enhanced individual development

Question: What is the value of this model?


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


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


Force Field Analysis

By Permission: Center for Effective Performance (1997)


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


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


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


Types of Interventions: Sociotechnical Systems – 2

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


Types of Interventions: Sociotechnical Systems – 3

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


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


Types of Interventions: Organizational Transformation – 2

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)


Types of Interventions: Organizational Transformation – 3

High Performance Work Systems Eight core principles:

1. Alignment to organizational strategy

2. Clear goals and outcomes (all levels, all aligned)

3. Work is organized around processes

4. Process-oriented tracking and management of results

5. Work units are linked to identified processes

6. Accountability, cycle time, and responsiveness emphasized

7. Collaboration, trust, and mutual support are present

8. Emphasis on strategic change management


High Performance Work Systems Framework

By Permission: Van Buren & Werner (1996)


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).

2. Recent efforts have stressed “change management.”


Some Concluding Thoughts on Organization Development – 2

3. 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


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

change

Documents

cognitive change

change manager

model of planned change

unfreezing change

interventionwerner desimone

alpha change beta change

internal change agent

entire organization