Chapter 1 - Organisational Change & Development
Chapter 1 - Organisational Change & Development
● Change Agent: A facilitator who helps foster a supportive environment for change
and encourages employees to adopt new ways of working.
● Collaboration: Active participation and support from all levels of the organization,
from top management to frontline employees.
● Congruence/Alignment: Ensuring that all aspects of the organization, including
structure, processes, strategy, people, and culture, work together harmoniously to
achieve shared goals.
● Training and development: Providing employees with the skills and knowledge
needed to adapt to change.
● Team building activities: Strengthening team cohesion and collaboration.
● Restructuring: Reorganizing the organization's structure to improve efficiency and
effectiveness.
● Process improvement: Streamlining processes to reduce waste and increase
productivity.
Burke’s Definition of OD
Organizational development is a planned process of change in an organization’s culture
through the utilisation of behavioral science technology, research, and theory.
French's Definition of OD
Organization development refers to a long-range effort to improve an organization’s
problem-solving capabilities and its ability to cope with changes in its external environment
with the help of external or internal behavioral-scientist consultants, or change agents, as
they are sometimes called.
Beckhard’s OD
Organization development is an effort (1) planned, (2) organization-wide, and (3) managed
from the top, to (4) increase organization effectiveness and health through (5) planned
interventions in the organization’s “processes,” using behavioral science knowledge.
Beer’s OD
Organization development is a systemwide process of data collection, diagnosis, action
planning, intervention, and evaluation aimed at (1) enhancing congruence among
organizational structure, process, strategy, people, and culture; (2) developing new and
creative organizational solutions; and (3) developing the organization’s selfrenewing
capacity. It occurs through the collaboration of organizational members working with a
change agent using behavioral science theory, research, and technology.
Knowledge Base:
● Behavioral Science Foundation: OD is grounded in behavioral science theories
and practices, such as leadership, group dynamics, and work design. This emphasis
on human factors differentiates OD from approaches that primarily focus on
economic, financial, and technical aspects.
● Macro and Micro Perspectives: OD incorporates both macro and micro approaches
to change. Macro approaches, such as strategy and organization design, address
broader organizational issues, while micro approaches focus on individual and team-
level dynamics.
Planned Change:
● Adaptive Process: OD is a planned change process, but it is more adaptive and
flexible than traditional management consulting or project management. It involves
planning, diagnosis, and solution, but allows for adjustments as new information
emerges.
● Collaborative Approach: OD emphasizes collaboration and participation from all
levels of the organization. This inclusive approach ensures that change initiatives are
supported and implemented effectively.
Institutionalization:
● Long-Term Sustainability: OD goes beyond the initial implementation of change
and focuses on ensuring its long-term sustainability. This involves reinforcing new
activities and behaviors to make them part of the organization's culture.
● Cultural Integration: OD aims to integrate new ways of working into the
organization's existing culture. This helps to ensure that changes are accepted and
sustained over time.
Organizational Effectiveness:
● Multidimensional Focus: OD is oriented toward improving overall organizational
effectiveness, which is measured by adaptability, financial and technical
performance, and customer and employee satisfaction.
● Human-Centered Approach: OD recognizes that organizational effectiveness is
influenced by human factors, such as employee engagement, leadership, and
culture. By addressing these factors, OD can create a more productive and satisfying
work environment.
Five stems of OD practice
1. Action Research
Action research is a collaborative inquiry approach that combines research and action to
address real-world problems. It involves a cyclical process of data collection, analysis,
planning, action, and evaluation.
Survey Feedback
Survey feedback is a technique that involves collecting data from organization
members through surveys and providing feedback on the results. This feedback can
be used to identify areas for improvement, foster dialogue, and drive change.
2. Normative
In the early days of Organizational Development (OD), there was a prevailing belief in a "one
best way" to manage organizations. This normative approach suggested that certain
management practices and leadership styles were universally effective. Two prominent
examples of this normative perspective are Likert's Participative Management and Blake and
Mouton's Grid OD.
1 (Low) 1 (Low)
1 (Low) 9 (High)
9 (High) 1 (Low)
5 (Medium) 5 (Medium)
9 (High) 9 (High)
Strategic Perspective:
environment and ensure a good fit between its technical, political, and cultural
systems.
● Various models have been developed for strategic change, emphasizing its
Influence on OD Practice: