Organization Development 101

Two-Hour Presentation From

Minnesota Organization
Development Network (MNODN)

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Introduction – Goals of Seminar
n Provide brief, basic overview of
organization development (“OD”) as
profession
n Discuss brief, basic overview of general
organizational change process
n Mention major established models and
movements for change
n Present numerous additional resources
to learn more

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Introduction – Nature of Session
n Challenge to combine info about OD
profession and organizational change in
2-hour seminar
n Do upfront, 1-hour quick lecture/presentation
to breeze through “foundation” info to
establish “territory” of OD
n Then enhance learning through discussion,
questions and answers among attendees
n Later enhance learning by reviewing – and
applying – additionally suggested resources
n Info is in OD Library at www.mnodn.org
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Defining OD –
Ways to Talk About OD
n 3 levels can talk about OD
n Philosophy/paradigm/values
n Theories/models
n Tools and techniques
n This presentation includes all levels and
also OD as a profession

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Defining OD –
Traditional Definition of Process
n “Organization Development is an effort
planned, organization-wide, and
managed from the top, to increase
organization effectiveness and health
through planned interventions in the
organization's 'processes,' using
behavioral-science knowledge.”
– Beckhard, “Organization development: Strategies and
Models”, Reading, MA: Addison-Wesley, 1969, p. 9.

n New definitions are evolving

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Defining OD –
A New Definition
n “Organization Development ... attempt to
influence the members of an organization to
expand their candidness ... and to take
greater responsibility for their own actions ...
The assumption behind OD is that when
people pursue both of these objectives
simultaneously, they are likely to discover
new ways of working together that they
experience as more effective for achieving
their own and their shared (organizational)
goals ...”
n -- Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA:
Prentice-Hall, 1984, pp. 2-3.
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Defining OD –
Glance at Typical Process
n Following steps not really linear – is cyclical
n Following models a well-done consulting
process
n Startup/entry/contracting
n Assessments/diagnosis
n Feedback to clients
n Action planning
n Interventions/implementation/evaluations
n Separation

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Defining OD – OD and Medicine
n Health of organizations compared to health of
human body
n Anatomy and physiology ~ organizational theory
n Psychology ~ organizational behavior
n Physicians ~ organization development
practitioners
n “Holistic OD” ???
n Holisitic/integrated org. development
n Don’t “fix”, instead “support, nurture”
n Ongoing, small moves – not “one-shot fix”

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OD Profession – Very Brief History
n Started largely in social laboratories (NTL, T-
groups, etc.) in 1940s
n Then focus on survey research/feedback
n Then action research (research to action)
n Then Quality of Work Life (socio-technical,
work design, efficiency studies, motivation,
quality circles, etc.)
n Then strategic change (planned change at
org’l level, open-systems planning)
n Some Pioneers: Lewin, Likert, Beckkard,
Bennis, Levy, Argyris, Schein, Burke, etc.
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OD Profession – Today
n Organizations experiencing rapid
change, so more need for OD
n Much growth in profession
n Some current OD primary values:
n humanistic/human potential
n authenticity
n performance/effectiveness

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OD Profession –
Current Major Topics
n appreciative inquiry, coaching,
continuous learning, emotional
intelligence, large-scale interventions,
learning organization, on-line learning,
self-managed and self-directed and self-
organizing teams, systems thinking

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Planned Change –
Reasons for Rapid Change
n Telecommunications
n Globalization (expanded markets, etc.)
n Increased competition
n Increased diversity
n Increased public consciousness

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Planned Change – Typical Phases
n Following steps not really linear – is cyclical
n Following steps model well-done consulting
process
n Startup/entry/contracting
n Assessments/diagnosis
n Feedback to clients
n Action planning
n Interventions/implementation/evaluations
n Separation

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Planned Change –
Types of Interventions
n Human process, eg:
n T-groups
n Process consultation
n Team building
n Search conference (a large-scale
intervention)

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Planned Change –
Types of Interventions (Cont.)
n Technostructural, eg:
n Work/job design
n Quality circles
n TQM
n Restructuring

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Planned Change –
Types of Interventions (Cont.)
n Human resource management, eg:
n Performance management (employee)
n Employee wellness
n Reward systems
n Diversity management

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Planned Change –
Types of Interventions (Cont.)
n Strategic, eg:
n Organizational transformation
n Cultural change
n Self-designing organizations
n Strategic management

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Planned Change –
Basic Principles
n (A definition – “organizational change”:
organization-/group-wide change)
n (A definition – “organizational
transformation”: radical, fundamental
organizational change)
n Work from a plan with vision, milestones,
measures and celebration
n Must involve top management
n Usually has a champion
n Best if planned and implemented via teams

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Planned Change –
Basic Principles (Cont.)
n Best if involves changes to
organizational structures and processes
n Frequent and sustained communications
about:
n Need for change
n New vision
n Progress toward vision
n Milestones
n Usually not an “aha!” experience

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Planned Change –
Some Established Models
n Balanced scorecard
n Benchmarking (really change model?)
n Business process re-engineering
n Cultural change

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Planned Change –
Some Established Models (Cont.)
n Management by objectives
n Quality management (TQM, ISO,
Baldridge, continuous improvement,
etc.)
n Strategic management
n Others?

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Planned Change –
Some “Movements”
n Organizational learning
n Knowledge management
n Appreciative inquiry?
n Others?

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Planned Change –
Many Specific Interventions
n The many types of interventions can
include a variety of specific practices
n Various specific practices are usually
highly integrated into action plans
n Practices include, eg, team building,
conflict management, training,
coaching, facilitating, organizational
analysis, organizational restructuring,
etc.
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OD Profession – Major Issues
n Defining, scoping profession
n Establishing core competencies
n Getting OD into business training (MBA
programs often don’t include OD
courses)
n Getting more business into OD training
(OD programs often don’t include
business courses)
n “Most change efforts fail.” Really? Why?

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OD Profession – Future
n More access for leaders and managers
n OD training tends to focus on support staff,
external consultants, researchers, writers,
teachers
n More complete business training
n “Those with hammers always see nails”
n More focus on 20% that makes 80%
n Focus more on spreading OD tools, rather
than deepening?

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OD Profession – Future (Cont.)
n More focus on small organizations
n Vast majority of research and activity is in
Fortune 1000
n More focus on community development
n Roots of OD are in social change – lost
that?
n More integration with other professions
n Training, coaching, HR, facilitation, etc.

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OD Profession – Future (Cont.)
n More on-line diagnosis and intervention
n Eg, medicine includes CD-ROM kits about
diagnosis and treatment – OD do, too?
n More practical systems tools
n To identify and address archetypes
n Less myths, eg, “Credible if:”
n Novel
n Complex
n From gurus
n High priced

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Learning More –
Free, On-line Resources
n Following are listed at
www.mnodn.org/resorces.htm
n MN OD Library – one of world’s largest, free,
on-line libraries
n ODNET on-line discussion group
n TRDEV on-line discussion group
n HRNET on-line discussion group
n Free Micro-eMBA to help OD practitioners
learn basics of business
(at www.managementhelp.org)

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Learning More –
Local Organizations in Twin Cities
n Following listed and further accessible at
www.mnodn.org/resorces.htm
n MN Organization Development Network
n American Society for Training and
Development (651-917-6248)
n MN Facilitator’s Network
(www.mnfacilitators.org)
n ISPI International Society for Performance
Improvement
n TCHRA Twin Cities Human Resources
Association
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Learning More –
Some Key Books/Texts
n “Organizational Change and
Development” by Cummins and Worley
n “Organization Development : A Process
of Learning and Changing” by W.
Warner Burke
n “Practicing OD: A Consultant’s Guide”
by Roland Sullivan
n “Fifth Discipline” by Peter Senge
n “Flawless Consulting” by Peter Block

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Learning More –
Some Schools
n Some Local in Twin Cities
n University of Minnesota
n University of St. Thomas
n Some National (long-distance-based)
n Pepperdine
n Fielding Institute
n Union Institute
n Best schooling: parenting, leading and
managing!

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Learning More –
Questions and Answers
n ???

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Learning More –
Other “Basics” MNODN Seminars?
n Interested in having other MNODN seminars?
n “Issues in OD”?
n “Future in OD”?
n Particular phases of change
n Entry/Startup
n Contracting, etc.
n Etc, etc.
n If so, send us your feedback at www.mnodn.org
n MNODN can conduct this “OD 101” session
for your other professional organizations, etc.
(Call Carter.)

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OD 101

Join MNODN – go to
www.mnodn.org
Thank you!

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