Chapter 1 What |s Crgan|zat|on Deve|opment?

Crgan|zat|ona| Deve|opment ls a planned process of change ln an organlzaLlon's

culLure Lhrough Lhe uLlllzaLlon of behavloural sclence Lechnologles research and
Lheory
Act|on kesearch daLa on Lhe naLure of cerLaln problems are sysLemaLlcally
collecLed (Lhe research aspecL) and Lhen acLlon ls Laken as a funcLlon of whaL Lhe
analyzed daLa lndlcaLe
1 lagnosls lnLervlews
2 leedback reporLlng back
3 lscusslon analyzlng Lhe meanlng of daLa and plannlng Lhe sLeps Lo be
Laken
4 AcLlon Laklng Lhose sLeps
rowth can Lake place wlLh or wlLhouL developmenL
Deve|opment lncrease ln capaclLy and poLenLlal no an lncrease ln aLLalnmenL
Cont|ngent Camp C pracLlLloners should faclllLaLe only change noL focus cllenL
deLermlnes dlrecLlon of change C pracLlLloner wlll [usL help Lhe cllenL Lo geL
Lhere
Normat|ve Camp Lhe pracLlLloner should begln Lo recommend lf noL argue for
speclflc dlrecLlons for change
Cu|ture baslc assumpLlons and bellefs LhaL are shared by members of an
organlzaLlon LhaL operaLe unconsclously and LhaL deflne ln a baslc Laken for
granLed" fashlon ln an organlzaLlons vlew of lLself and lLs envlronmenL (Ldgar
Sche|n 19S8)

Chapter 2 Crgan|zat|ona| Deve|opment 1hen and Now
C|| Lmbargo and kecess|on 197273 mosL slgnlflcanL evenL LhaL has affecLed Lhe
fleld of C slnce 1969
CLC Cll eLroleum LxporLaLlon CounLry
S|x S|gn|f|cant Sh|fts s|nce 1969
1 LraLeglc lannlng Lo LraLeglc lmplemenLaLlon
ln 1969 and even more afLer 1973 LraLeglc lannlng ls
emphaslzed lannlng ls only 10 of Lhe [ob 90 ls lmplemenLlng
Lhe plan Lhe Lougher parL of Lhe [ob

2 CrganlzaLlon CulLure and values
CrganlzaLlon culLure and values were barely menLloned ln 1969
1oday Lhese Lerms are used as ofLen by Lhe cllenL as by Lhe C
consulLanL 1oday Lhere ls greaLer clarlLy and accepLance of Lhese
concepLs a as crlLlcally lmporLanL Lo undersLand ln Lrylng Lo
manage lead and especlally Lo change an organlzaLlon

3 arLlclpaLlon ln ManagemenL
ln 1969 parLlclpaLlon ln managemenL employee lnvolvemenL and
relaLed acLlvlLles were noL endorsed much 1oday Lhe opposlLe ls
Lrue

4 ConfllcL 8esoluLlon and LffecLlveness
ln 1969 confllcL resoluLlon and effecLlveness ln laLeral relaLlons
were acknowledged as lmporLanL 1oday lL ls vlewed by mosL
execuLlves as crlLlcal for organlzaLlonal funcLlonlng

3 Leadershlp
ln 1969 leadershlp was noL menLloned very ofLen wasn'L
consldered unlmporLanL buL Lhe Lerm was seldom used 1oday
leadershlp and lLs dlsLlncLlons from managemenL are dlscussed
and debaLed frequenLly

6 racLlce of C Lhan ManagemenL
ln 1960's organlzaLlonal lssues were vlewed mosLly ln Lerms of
lndlvlduals and small groups 1oday C pracLlLloners Lake a
larger more sysLemlc perspecLlve (reward sysLems sLraLeglc
plannlng sLrucLure managemenL lnfo sysLem)

Chapter 3 Where d|d CD come from?
8efore CD
1he 3 precursors that w||| he|p us understand where CD come from
1 Sens|t|v|ty 1ra|n|ng (kurt Lev|n and kona|d L|pp|t)
1 group (1 for Lralnlng)
1ralnlng deslgned Lo make people more aware of group
dynamlcs and Lhelr own behavlour lnLerpersonal LralLs and
role wlLhln a group 8ased on Lhe work of kurL Levln and 8onald
LlpplL lL also forms a parL of Lhe human poLenLlal
developmenL movemenL

arLlclpanLs recelve feedback from one anoLher regardlng Lhelr
behavlour ln Lhe group and Lhls feedback becomes Lhe learnlng
source for personal lnslghL and developmenL
lL Look place ln Lhe summer of 1946 ln new 8rlLaln ConnecLlcuL
1he Lralnlng conslsLed of lecLures role playlng and general group
dlscusslon ln Lhe evenlngs mosL researchers and Lralners meL Lo
evaluaLe Lhe Lralnlng by dlscusslng parLlclpanL behavlour as Lhey
had observed lL

1he parLlclpanLs were permlLLed by Levln Lo observe Lhe sLaffs
evenlng dlscusslons because Lhey mlghL learn even more 1hree
way dlscusslons occurred among Lhe researchers Lralners and
parLlclpanLs 1hey lnLerpreLed Lhe parLlclpanLs ln Lhelr own polnL
of vlew

2 Soc|otechn|ca| Systems (Lr|c 1r|st and ken 8amforth)
lL ls an approach Lo complex organlzaLlonal work deslgn LhaL
recognlzes Lhe lnLeracLlon beLween people and Lechnology ln
workplaces

1he Lerm also refers Lo Lhe lnLeracLlon beLween socleLys complex
lnfrasLrucLures and human behavlour ln Lhls sense socleLy lLself
and mosL of lLs subsLrucLures are complex socloLechnlcal sysLem

lL ls a Lheory abouL Lhe soclal aspecLs of people and socleLy and
Lechnlcal aspecLs of organlzaLlonal sLrucLure and processes Pere
Lechnlcal does noL necessarlly lmply maLerlal Lechnology 1he
focus ls on procedures and relaLed knowledge

3 Survey Ieedback (gu|ded by L|kert conducted by I|oyd Mann)
aLa collecLlon and for dlagnosls and assessmenL
urvey feedback meLhod
1 urvey collecLlng daLa by quesLlonnalre Lo deLermlne Lhe
employees' percepLlons of a varleLy of facLors mosL focuslng on
Lhe managemenL of Lhe org
2 leedback reporLlng Lhe resulLs of Lhe survey ln summary
form Lo all Lhe people who answered Lhe quesLlonnalre
1nLCkL1ICAL kCC1S
INDIVIDUAL LkSLC1IVL
1 Need 1heory (|nd|v|dua| needs)
nerzberg (Sat|sf|er]d|ssat|sf|er)
a aLlsflers/moLlvaLors ego sLaLus and selfacLuallzaLlon
needs LhaL can make Lhem happy (recognlLlon
achlevemenLpromoLlon)

b lssaLlsfler/hyglene facLors Lhlngs LhaL can upseL employees
ln Lhe workplace (belonglng safeLy baslc )


Mas|ow (n|erarchy of Needs) conLended LhaL we progress
Lhrough Lhls flve level need sysLem ln a hlerarchlcal fashlon and
LhaL we do so one level aL a Llme

a 8aslc or psychologlcal needs
b afeLy and securlLy needs
c 8elonglngness needs
d LgosLaLus needs
e elfacLuallzaLlon needs

2 Lxpectancy 1heory (Law|er and Vroom) undersLandlng human
moLlvaLlon focuses more on ouLward behavlour

a erformance outcome expectancy people belleve LhaL Lhelr
behavlour ls assoclaLed wlLh cerLaln ouLcomes CerLaln Lasks wlll
recelve cerLaln rewards
b Cutcomes] kewards have dlfferenL values (valence) for dlfferenL
people ome people are more aLLracLed Lo money as rewards
Lhan oLhers are
c Lffort performance expectancy people assoclaLe Lhelr behavlour
wlLh cerLaln probablllLles of success

3 ob Sat|sfact|on (nackman and C|dham)

Work Des|gn Mode| focuses on Lhe relaLlonshlp beLween [ob or
work deslgn and worker saLlsfacLlon 3 prlmary psychologlcal
sLaLes LhaL slgnlflcanLly affecL worker saLlsfacLlon
a Lxperlenced meanlngfulness of Lhe work lLself
b Lxperlenced responslblllLy for Lhe work and lLs ouLcome
c knowledge of resulLs or performance feedback

os|t|ve ke|nforcement (8I Sk|nner) Lhe more Lhe envlronmenL ls
conLrolled Lhe beLLer buL Lhe necessary elemenL of conLrol ls Lhe
reward boLh poslLlve and negaLlve
Shap|ng Lhe process of successlve approxlmaLlons Lo
relnforcemenL (programmed learnlng)
a os|t|ve]negat|ve re|nforcement someLhlng ls presented
Lo lncrease llkellhood behavlour
b os|t|ve]negat|ve pun|shment someLhlng ls taken away Lo
decrease llkellhood behavlour

kCU LkSLC1IVL
S 1he roup as the focus of change (Lew|n)
locuses on norms and values Changlng conformlLy paLLerns

6 Chang|ng Va|ues 1hrough the roup (Argyr|s)
locuses on lnLerpersonal compeLence and values 1ralnlng and
educaLlon
aLlsflced (saLlsfled sufflce) means LhaL Lhere ls lmprovemenL
buL LhaL ls less Lhan opLlmal for each parLy
lngle loop learnlng problems are solved or flxed Lo a sLandard
LhaL has already been esLabllshed
ouble loop learnlng new ways of learnlng how Lo solve
problems confronLlng Lhe currenL sLandard and creaLlng a new
one


7 1he roup Unconc|ous (8|on) he belleves LhaL every group ls acLually
composed of 2 groups work group and baslc assumpLlon group

a Work group group funcLlonlng LhaL ls concerned wlLh
accompllshlng whaL Lhe group ls composed Lo do Aware of lLs
purpose Pave raLlonal acLlons
b 8as|c assumpt|on group groups operaLe as lf cerLaln Lhlngs are
lnevlLable AcLlng as lf Lhelr bellef were Lrue and lnevlLable

Dependency group assumes LhaL Lhe reason Lhe group exlsLs ls
Lo be proLecLed and Lo be assured of provldence by lLs leader
Leader ls Lyplcally ldollzed
I|ght f||ght group assumes LhaL ls musL preserve lLself LhaL lLs
survlval ls aL sLake so group members acL accordlngly 1o lead Lhe
group lnLo baLLle or reLreaL
a|r|ng group Lhe assumpLlon ls LhaL Lhe group's purpose lL Lo
glve blrLh Lo a new messlah 1he leader ls purely lncldenLal 2
members Lherefore palr off Lo procreaLe
1C1AL SS1LM LkSLC1IVL
8 art|c|pat|ve Management the one best way (L|kert)
a L|nk|ng |n Lhe supervlsor/manager has Lhe dual Lask of
malnLalnlng unlLy and creaLlng a sense of belonglng wlLhln
Lhe group he or she supervlses and of represenLlng LhaL
group ln meeLlngs wlLh superlor and parallel managemenL
sLaff 1hese lndlvlduals are Lhe wlLhln Lhe
organlsaLlon and so Lhey become Lhe focus of leadershlp
developmenL acLlvlLles
b Ma[or mode|s of organ|zat|on auLocraLlc benevolenL
auLocraLlc consulLaLlve parLlclpaLlve (leadershlp
moLlvaLlon communlcaLlon lnLeracLlon and lnfluence
declslon maklng goal seLLlng and conLrol)
c art|c|pat|ve management employees share Lhelr own
perspecLlve abouL Lhe slLuaLlon
d Survey Ieedback survey as lnsLrumenL leedback belng
analyzed accordlng Lo 4 ma[or model of org deslgn

9 It A|| Depends (Lawrence Lorsch)
a Cont|ngency theory Lhey belleve LhaL how a organlzaLlon
should be sLrucLured and how lL should be managed depend
on several facLors rlmarlly org's envlronmenL or
markeLplace
b D|fferent|at|on dlvldlng up Lasks so LhaL everyLhlng needs
Lo be done ls accompllshed 4 varlables Lo conslder Lhe
degree of dlfferenLlaLlon 1 Coal CerLalnLy 2 LrucLure
3lnLeracLlon 4 1lme span of feedback

10 1he Crgan|zat|on as Iam||y (Lev|nson)
Crg can be psychoanalyzed and LhaL an org operaLes llke a famlly
wlLh Lhe chlef execuLlve offlcer as Lhe faLher
Lmployees (good boys and glrls) ManagemenL (parenLs)
Crg has a personallLy [usL as lndlvldual does
Ma|nta|n|ng Lqu|||br|um how effecLlvely Lhe varlous parLs of Lhe
personallLy are lnLegraLed
CnA1Lk CD AS kCCLSS CI CnANL
Act|on kesearch acLlon ls Laken as dlrecL resulL of whaL Lhe research daLa are
lnLerpreLed Lo lndlcaLe aLa on Lhe naLure of cerLaln problems are sysLemaLlcally
collecLed (Lhe research aspecL) and Lhen acLlon ls Laken as a funcLlon of whaL Lhe
analyzed daLa lndlcaLe
1 lagnosls lnLervlews
2 leedback reporLlng back
3 lscusslon analyzlng Lhe meanlng of daLa and plannlng Lhe sLeps Lo be
Laken
4 AcLlon Laklng Lhose sLeps
Lew|n's 1hree Step rocedure of Change
1 Unfreez|ng Lhe presenL level of behavlour
2 Movement ls Lo Lake acLlon LhaL wlll change Lhe soclal sysLem from lLs
orlglnal level or behavlour or operaLlon Lo a new level (people need Lo
undersLand Lhelr beneflLs for change)
3 kefreez|ng lnvolves Lhe esLabllshmenL of process LhaL wlll make Lhe
new level of behavlour May lnclude dlfferenL conformlng paLLerns or
new forms such as collaboraLlon raLher Lhan compeLlLlon
hases of |anned change (S) L|pp|t Watson and West|ey
1 evelopmenL of a need for change (unfreezlng)
2 LsLabllshmenL of a change relaLlonshlp
3 Worklng Loward change (movlng)
4 CenerallzaLlon and sLablllzaLlon of change (refreezlng)
3 Achlevlng a Lermlnal relaLlonshlp
1he ener|c Mode| for Crgan|zat|ona| change processes whlch consulLanL
collecLs lnformaLlon abouL Lhe naLure of an org Lo change by way of a sequence
phases LhaL lnvolve Lhose who are dlrecLly affecLed Lhe org members Lhemselves
1he 7 rlmary hases of Crg ConsulLaLlon uslng a case example
1 LnLry
2 ConLracLlng
3 lagnosls
4 leedback
3 lannlng change
6 lnLervenLlon
7 LvaluaLlon
hases not Steps
hases ls an approprlaLe Lerm Lhan sLeps for descrlblng Lhe flow of evenLs ln C
work 1hey blend overlap and do noL always follow from one anoLher
Steps lmplles dlscreLe acLlons whlle phases beLLer connoLes Lhe reallLy of C
pracLlce a cycle of changes