Integral part of OD, shaping the goals and

methods of the field and distinguishing OD

from other improvement strategies.
A belief is a proposition about how the world
works that the individual accepts is true; it
is a cognitive fact for the person
Values are also beliefs and are defined as
beliefs about what is desirable or good and
what is undesirable and bad
Assumptions are beliefs that are regarded as
so valuable and obviously correct that they
are taken for granted and are rarely
questioned

Thus, values, beliefs, and assumptions are

all cognitive facts or propositions, with
values being beliefs about good and bad,
and assumptions being strongly held,
relatively examined beliefs accepted as
the truth.
Values, beliefs, and assumptions provide
structure and stability for people.

OD values tend to be humanistic,

optimistic, and democratic.
Humanistic valuesa.
proclaim the importance of the
individual;
b.
respect the whole person;
c.
treat people with respect and dignity
d.
assume that everyone has intrinsic
worth
e.
view all people as having the
potential for growth and development

Optimistic Values posita.

that people are basically good
b.
that progress is possible and
desirable in human affairs
c.
That rationality, reason, and goodwill
are the tools for making progress

Democratic Values asserta. The sanctity of the individual

b. The right of people to be free from
misuse of power
c.
The importance of fair and equitable
treatment for all
d. The need for justice through the rule
of law

The first assumption is that most individuals

have drives towards personal growth and
development if provided an environment
that is challenging and supportive
The second assumption is that most people
desire to make , and are capable of
making, a greater contribution to attaining
organizational goals than most
organizational environments permit

Ask
Listen
Support
Challenge
Encourage risk taking
Permit failure
Remove obstacles and barriers
Give autonomy
Give responsibility
Set high standards
Reward success

Assumption 1: One of the most

psychologically relevant reference groups
for most people is the work group,
including peers and boss
Assumption 2: Most people wish to be
accepted and to interact cooperatively
with atleast one reference group and
usually with more than one group
Assumption 3: Most people are capable of
making greater contributions to a groups
effectiveness and development

Assumption 4: As the formal leader

cannot perform all leadership and
maintenance functions, therefore, the
group members should assist the
leader
Assumption 5: Many attitudinal and
motivational problems in organizations
require interactive and transactional
solutions

Let teams flourish

Leaders should adopt a team leadership
style
Group members should receive training
in group effectiveness skills such as
problem solving and decision making,
conflict management, facilitation and
interpersonal communication
Dealing appropriately with feelings and
attitudes to increase level of
interpersonal trust
This group perspective requires shift
from viewing problem person to viewing
problems and solutions as transactional
and as embedded in the system

Experimenting with new organization

structures and new forms of authority is
imperative
Developing win-win attitude in
organizations
Creating cooperative rather than
competitive organizational dynamics
It is possible to create organizations that on
the one hand are humane, developmental,
and empowering, and on the other hand are
high performing in terms of productivity,
quality of output, and profitability