1.

Introduction to Organizational Change and Development

Organizational Change and Development (OC&D) refers to the process through which organizations improve
their effectiveness and adapt to internal and external shifts.

📘 2. Definitions

 Organizational Change: A process where an organization moves from its current state to a desired
future state to increase efficiency or handle challenges.

 Organizational Development (OD): A planned effort to increase an organization’s effectiveness using

behavioural science techniques.

🧩 3. Distinguishing Characteristics

Organizational Change Organizational Development

Focuses on what changes Focuses on how change happens

Often reactive or proactive Always planned and systematic

May involve structure, strategy, etc. Involves culture, people, values

Short or long-term focus Mostly long-term improvement

🔄 4. Dynamics of Planned Change

These are the forces and processes that drive change in an organized and thoughtful way.

 Diagnosis: Understanding what needs to change.

 Planning: Creating a roadmap for change.

 Implementation: Taking action.

 Evaluation: Measuring results and making adjustments.

🧠 5. Models and Theories of Planned Change

A. Lewin’s 3-Step Model:

1. Unfreeze – Prepare people for change.

2. Change – Make the actual shift.

3. Refreeze – Stabilize the new state.

B. Kotter’s 8-Step Change Model:

1. Create urgency

2. Build a team

3. Create a vision

4. Communicate the vision

5. Empower others

6. Create short-term wins

7. Build on the change

8. Anchor the change in culture

C. Action Research Model:

 A cyclical process of research, action, and learning for continuous improvement.

⚠️6. Triggers for Change

These are reasons or forces that make change necessary:

 External: Market trends, competition, technology, government policies.

 Internal: Low productivity, employee dissatisfaction, leadership change.

7. Strategies for Implementing Organizational Change

1. Education & Communication – Share reasons and benefits.

2. Participation – Involve employees in the process.

3. Negotiation – Resolve resistance with mutual agreement.

4. Coercion – Forceful method; used only when urgent.

5. Facilitation & Support – Provide training and counselling.

6. Pilot Testing – Apply change on a small scale first.

Conceptual Framework of OD

 A structured approach that includes planned efforts to improve organizational health using behavioral
science.

 Focus on change, learning, collaboration, and performance.

 OD is human-centered and deals with culture, values, and processes in an organization.

2. 📜 Historical Background of OD

 Originated in the 1940s–50s in the USA.

 Based on Kurt Lewin’s work on group dynamics and action research.

 Gained importance during the civil rights movement and industrial changes.

 Grew out of Human Relations Movement and experiments like the Hawthorne Studies.

3. ❤️Values, Assumptions, and Beliefs in OD

OD is based on humanistic values:

 People are valuable and capable of growth.

 Organizations should provide opportunities for self-development.

 People work best in open, trusting, and collaborative environments.

 Participation leads to better decision-making and commitment.

4. 🔄 Systems Theory

 Views the organization as a system made up of interrelated parts.

 Change in one part affects the whole system.

 Helps in understanding the complexity of organizations.

 Encourages a holistic approach to development.

5. 🤝 Participation and Empowerment

 OD encourages involvement of employees in planning and decision-making.

 Empowerment means giving authority and confidence to people to take actions.

 Leads to ownership, motivation, innovation, and better outcomes.

6. 👥 Teams and Teamwork

 Teams are core units in OD.

 Encourage collaboration, shared goals, mutual respect, and communication.

 Effective teams improve productivity, morale, and problem-solving.

 OD interventions often include team-building exercises.

7. Strategies of Change

 Education and Training – Knowledge building.

 Structural Changes – Changing roles, hierarchy, or design.

 Technological Changes – New systems or automation.

 Process Consultation – Helping people understand and improve processes.

 Third-party Intervention – Conflict resolution.

8. 🧪 Interdisciplinary Nature of OD

OD draws from multiple disciplines:

Discipline Contribution to OD

Psychology Human behavior, motivation

Discipline Contribution to OD

Sociology Group behavior, culture

Management Planning, leadership

Anthropology Organizational culture, values

Political Science Power and influence

What is Action Research?

 Action Research is a problem-solving and change-oriented approach that involves both research and
action.

 Developed by Kurt Lewin, it is widely used in Organizational Development (OD).

 It is collaborative, involving both consultants and organization members in diagnosing problems and
implementing solutions.

🤝 Why is Action Research used in OD?

 To identify issues in the organization.

 To involve employees in the change process.

 To ensure continuous learning and improvement.

 To make change efforts evidence-based and scientific.

🔁 Action Research as a Process

It is a cyclical process, usually involving the following steps:

1. Problem Identification

 Recognize and define the issue that needs attention.

2. Data Collection

 Gather information through surveys, interviews, or observations.

3. Data Feedback

 Share findings with organization members (usually in meetings or reports).

4. Diagnosis

 Analyze the data to identify root causes of problems.

5. Planning Action

 Develop strategies and solutions collaboratively.

6. Taking Action
 Implement planned changes.

7. Evaluation

 Assess the results and see if goals were met.

8. Recycling

 If needed, go back and repeat steps for continuous improvement.

🎯 Action Research as an Approach

 Seen not just as a method, but as a philosophy of OD.

 Focuses on:

o Participation of employees

o Reflection before action

o Learning by doing

 It’s not one-time — it's a continuous improvement approach.

 Encourages collaboration, adaptability, and real-time solutions.

1. Diagnosis

 The first step in the OD process.

 It involves identifying the current situation, problems, and areas of improvement in an organization.

 Diagnosis is based on data collection (like surveys, interviews, observations).

 Helps in understanding root causes and designing suitable interventions.

🧱 2. The Six-Box Model (by Marvin Weisbord)

A popular tool used for diagnosing organizational issues. It has six key areas:

1. Purpose – Are the goals clear?

2. Structure – Is the structure helping or blocking work?

3. Relationships – How well do people and departments interact?

4. Rewards – Are people rewarded for the right things?

5. Leadership – Is leadership effective?

6. Helpful Mechanisms – Are tools/systems supporting the work?

📌 Used to find gaps or issues within an organization.

🌊 3. Third Wave Consulting

 Refers to the modern approach to OD consulting.

 First Wave: Focus on individual behavior.

 Second Wave: Focus on teams and structure.

 Third Wave: Focus on whole systems, culture, and complex change.

 Involves participation, learning, innovation, and technology.

4. Nature of OD Intervention

 Interventions are the planned actions taken to improve the organization.

 Types include:

o Human Process Interventions (team-building, coaching)

o Techno-structural Interventions (job redesign, restructuring)

o HRM Interventions (training, performance management)

o Strategic Interventions (visioning, culture change)

 Aim: To bring positive change in processes, people, and systems.

📊 5. Analysis of Discrepancies

 Identify the gap between ‘what is’ and ‘what should be’.

 Discrepancies can be in performance, goals, communication, leadership, etc.

 Helps focus on priority areas for change.

📆 6. Phases of OD Program

1. Entry – Getting permission to start diagnosis.

2. Diagnosis – Understanding current state.

3. Feedback – Sharing findings.

4. Planning Change – Designing interventions.

5. Implementation – Putting plans into action.

6. Evaluation – Checking the results of the change.

7. Separation – Consultant exits when goals are met.

🔄 7. Model of Managing Change (Lewin’s or Kotter’s)

Example: Lewin’s 3-Step Model

1. Unfreeze – Prepare for change.

2. Change – Make the change.

3. Refreeze – Stabilize new behavior.

Or Kotter’s 8-Step Model (used in modern OD):

 Create urgency, form a team, build vision, communicate, remove barriers, short-term wins, sustain
change, anchor change.

🧠 8. Creating Parallel Learning Structures

 Special teams or groups created to learn, experiment, and guide change while the rest of the
organization continues daily work.

 Used when normal systems are too rigid to support innovation.

 These teams test new ideas, promote learning, and then help integrate the changes into the
organization.

What are OD Interventions?

 OD interventions are planned activities designed to improve an organization’s functioning,

performance, and health.

 They focus on changing:

o Behaviors

o Structures

o Processes

o Culture

🔍 Used after diagnosis to solve identified problems.

🔹 Characteristics of OD Interventions

1. Planned – Not random; based on a clear diagnosis.

2. Collaborative – Involve participation of employees.

3. Systematic – Follow a step-by-step process.

4. Value-based – Focus on trust, openness, and development.

5. Result-oriented – Aim at long-term improvement.

6. Flexible – Can be adapted to the situation.

🧱 Structural Interventions

These interventions aim to change the structure or design of the organization.

Examples:

1. Job Redesign – Changing tasks and responsibilities.

2. Work Design – Making work more meaningful and motivating.

3. Organizational Restructuring – Changing reporting lines, units, departments.

4. Decentralization – Giving more power to lower levels.

5. Matrix Structure – Dual reporting (functional + project-based).

🎯 Goal: To improve efficiency, communication, and adaptability.

🎓 Training Experience Interventions

These are individual-focused interventions to develop skills, behaviors, and attitudes.

💡 A. T-Groups (Training Groups)

 Also called sensitivity training.

 Focuses on self-awareness, interpersonal skills, and group dynamics.

 Participants learn from experience and feedback in a group setting.

 No formal agenda — learning is driven by group interaction.

🧍‍♂️B. Behavioral Modeling

 A method of learning by observing and imitating successful behaviors.

 Steps:

1. Watch a model perform a skill.

2. Practice the skill.

3. Get feedback.

 Useful in leadership, communication, and customer service training.

🔗 C. Career Anchors (by Edgar Schein)

 Career anchors are core values or motivations that guide a person’s career choices.

8 Common Career Anchors:

1. Technical/Functional Competence – Want to be an expert.

2. Managerial Competence – Aim to lead others.

3. Autonomy/Independence – Prefer freedom over control.

4. Security/Stability – Want a stable job.

5. Entrepreneurial Creativity – Like starting new things.

6. Service/Dedication – Want to serve a cause.

7. Pure Challenge – Love solving difficult problems.

8. Lifestyle – Value work-life balance.

🔍 Helps match jobs to individuals' inner drives.

Team Interventions
These interventions improve the effectiveness of teams by enhancing communication, trust, and
collaboration.

✅ Common Team Interventions:

1. Team Building – Activities to strengthen relationships and clarify roles.

2. Role Clarification – Reduces confusion in who does what.

3. Goal Setting – Helps teams focus and align.

4. Process Consultation – A consultant helps teams understand and improve how they work together.

🎯 Goal: Improve team performance, decision-making, and trust.

👥 Intergroup and Third-Party Peace-Making Interventions

🔁 Intergroup Interventions

 Focus on improving relationships between different groups or departments.

 Aim to reduce conflict, competition, and misunderstanding.

Techniques:

 Intergroup Feedback: Groups openly share their views about each other.

 Problem-solving meetings: Groups work together to identify and resolve conflicts.

Third-Party Peace-Making

 A neutral third person (consultant/mediator) helps conflicting parties resolve their issues.

Steps:

1. Identify the source of conflict.

2. Open communication between parties.

3. Encourage understanding and trust.

4. Facilitate negotiation and agreement.

🎯 Goal: Restore healthy relationships and improve cooperation.

🧩 Comprehensive Interventions

These are large-scale, system-wide OD efforts to bring significant and long-term change.

Examples:

1. Survey Feedback – Collect data from employees and take action on findings.

2. Appreciative Inquiry – Focuses on what’s working well instead of what’s wrong.

3. Future Search – Involves stakeholders in creating a shared future vision.

4. Grid OD – Improves leadership styles and teamwork across all levels.

🎯 Focus: Align strategy, structure, culture, and people.

⚡ Power, Politics, and OD

✅ Power Defined

 Power = The ability to influence others or make things happen.

 In OD, power is used to drive or block change.

📚 Theories of Power (Sources of Power)

1. Formal Power – From official position (e.g., manager).

2. Expert Power – Based on knowledge or skills.

3. Referent Power – Based on charisma or likability.

4. Reward Power – Ability to give benefits or promotions.

5. Coercive Power – Ability to punish or control.

6. Information Power – Access to valuable data or insight.

Organizational Politics in OD

 Politics = Use of power and influence to achieve personal or group goals.

 In OD, politics may:

o Support change (when used positively).

o Resist or block change (when used selfishly).

⚠️Political Issues in OD:

 Resistance from powerful people.

 Hidden agendas.

 Fear of losing control or status.

✅ How OD handles politics:

 Encourages transparency and participation.

 Builds trust among employees.

 Focuses on win-win solutions.

Issues in Consultant–Client Relations

✅ 1. Entry and Contracting

 Entry: The consultant gets access to the organization.

 Contracting: Agreement is made about roles, responsibilities, scope, timelines, and fees.

 Problems: Misaligned expectations, unclear roles.

✅ 2. Defining the Client System

 Who is the real client? (top management, department heads, entire organization?)

 Consultant must be clear to avoid confusion and conflict.

✅ 3. Trust

 Trust is critical for open communication and real change.

 Lack of trust = hiding problems, rejecting feedback.

✅ 4. Nature of the Consultant’s Expertise

 Consultant must show credibility and competence.

 Should avoid being seen as an “outsider” who doesn’t understand the system.

✅ 5. Diagnosis and Appropriate Interventions

 Consultant should make sure diagnosis is accurate and neutral.

 Interventions must be appropriate to the organization's culture, size, and readiness for change.

✅ 6. Depth of Intervention

 How deep should the consultant go?

 Surface-level change (structures) vs. deeper change (values, emotions, culture).

 Too much depth = resistance.

✅ 7. Being Absorbed by the Culture

 Consultant must stay objective and not lose independence.

 Over-involvement may reduce effectiveness.

✅ 8. Consultant as a Model

 Consultant's behavior sets an example.

 Should demonstrate openness, honesty, and collaboration.

✅ 9. Consultant Team as a Microcosm

 The consultant team itself should model good teamwork and communication.

 Clients learn from observing the consultant’s team.

✅ 10. The Dependency Issue

 The client may become too dependent on the consultant.

 Consultant must build internal capability so client can continue without them.

✅ 11. Terminating the Relationship

 End of engagement must be planned.

 Both parties should agree on:

o Success measures

o Follow-up actions

o Knowledge transfer

✅ 12. Ethical Standards in OD

 OD consultants should follow high ethical values:

o Honesty

o Confidentiality

o Informed consent

o Fairness

o No exploitation

✅ 13. Implications of OD for the Client

 Client should:

o Be ready for participation.

o Allow open communication.

o Be willing to learn and adapt.

o Invest time and resources.

📘 Contemporary Issues in OD

🌐 1. OD and the Quality Movement

 OD now supports Total Quality Management (TQM), ISO standards, and continuous improvement.
 Focus on:

o Employee involvement

o Customer satisfaction

o Reducing errors and waste

🔄 2. OD – Now and Beyond

 Modern OD focuses on:

o Agility

o Digital transformation

o Remote/hybrid work

o Emotional intelligence

o Sustainability

 Future OD:

o Data-driven decision-making (using AI, analytics)

o Inclusive culture building

o Resilience in fast-changing environments