#%% #📓 #📚 #🔴 %% **Title:** Organizational Development: The Process of Leading Organizational Change **Author:** [[Donald L. Anderson]] **Citation:** Anderson, D. L. (2020). *Organizational development: The process of leading organizational change* (5th ed.). SAGE Publishing. --- # Abstract ~ 3 Sentence Summary ## Key Takeaways # Structure ##### What is OD? ##### Foundations of the Field - History - Values - Overview of key concepts and research in organizational change - Models of organizational systems and organizational change - Define role of OD consultant ##### Action Research and Consulting Model - Early stages of consulting engagement - How OD practitioners gather data and assess methods - Dynamics of feedback and joint diagnosis processes - Components of OD interventions - Traditional OD practices - organization design - strategic planning - quality interventions - team building - survey feedback - individual instruments - coaching and mentoring - [[Appreciative Inquiry]] - [[Future Search]] - [[Six Sigma]] - How OD practitioners evaluate results - Globalization of OD - Future of OD # Notes & Important Ideas ### What is OD? Many definitions of [[organization development|organization development]]. Central theme of OD is "creating and managing change to create higher-performing organizations in which individuals can grow and develop"(p. 4). Examples of OD practices: - Increasing [[employee engagement]] - Senior management coaching - Team development - [[Future Search]] conference - Long-term strategic change initiative ```ad-quote If you want a new culture, make every meeting congruent with the culture you want. -- Marvin Weisbord (p. 9) ``` Behavioral change follows structural change more often than the reverse. Organization development is not management consulting or training and development. And it is more than just the application of a standard procedure or toolkit. ### Foundations of OD OD is not a cookie cutter approach. Must understand underlying factors and then tailor approach to each situation - make it personalized. Guided by beliefs about "how organizations should be run, how people should be treated, and how organizational change should be managed" (p.49). #### Defining Values of OD OD has a core [[value system]] with underlying assumptions that have a human-centric focus. - Individuals deserve respect, are trustworthy, and want to achieve personal growth and satisfaction - Equity and equality of people - Democratic principles - Belief in human dignity and worth - Improving organizational life for all members [[OD is more than just a set of interventions]] - it's a philosophy of how to work with organizations. [[values|Values]] are the "why" behind all OD interventions. [[Personal goals and organizational goals are not mutually exclusive]] ##### Key values of OD are: **Participation, involvement, and empowerment** - People should be included in the decisions that impact them because that's the only way they'll have [[buy-in]]. - [[Systems don't change unless people change]]. - Important to provide opportunities for involvement, but don't mandate it. **The importance of groups and teams** - Teams are building blocks of organizations. - Leaders need to focus on health and effectiveness of teams. **Growth, development, and learning** - Individuals, teams, and organizations are always evolving - works in progress. - Emphasis on helping them learn and grow. - Instead of eliminating unsuccessful individuals or teams, start by "understanding the factors inhibiting success and then providing opportunities for change" (p. 54). **Valuing the whole person** 1. Don't pigeonhole people into job titles - recognize abilities/interests beyond what they were hired for. 2. Respect their feelings as people. People want to be seen and heard. 3. Acknowledge and recognize benefits of individual differences. **Dialogue and collaboration** - Importance of healthy conflict - [[human connection is as threatened by unhealthy peace as by unhealthy conflict]] **Authenticity, openness, and trust** > Being authentic means being straightforward, genuine, honest, and truthful about one's plans, opinions, and motivations (p.58). **Business effectiveness** - Includes quality, productivity, and efficiency #### Approaches to change > our approach to change depends on the underlying assumptions and beliefs that we have about how organizations work (p. 73). Organizational change differs on several dimensions: - Change can be planned or unplanned - Magnitude can be [[first-order change]] or [[second-order change]] - Continuity of change can range from [[episodic change]] to [[continuous change]] ##### Systems Theory [[systems theory|Systems theory]] views an organization as a system. - Systems maintain equilibrium, or [[homeostasis]], through a dynamic balancing of inputs and outputs. - Organization is greater than the sum of its parts, with systems that exist within other systems - [[Peter Senge]] describes [[open systems thinking]] as "seeing interrelationships rather than linear cause-effect chains" (*The Fifth Discipline*, p. 73) [[change agent|OD practitioners]] use systems theory to note where systems might encourage certain behavior patterns. - Look at issues based on roles rather than individuals ##### Models of Change with Systems Theory Approach **Lewin's three-phase model** [[Kurt Lewin]] developed model of [[Unfreeze, Move, Refreeze]]. **Nadler-Tushman Congruence Model** [[Nadler-Tushman Congruence Model]] emphasizes transformation process reliant on interdependence between the various parts of an organization. - If parts are balanced the organization functions well, if out of balance it can lead to dysfunction. - [[congruence hypothesis]] means that relationships and interactions between components are more important than the characteristics of the components themselves. **Burke-Litwin Model of Organizational Performance and Change** [[Burke-Litwin Model of Organizational Performance and Change]] developed as causal model that could specify the variables that would be affected by a given change. - Attempts to integrate [[transformational change]] and [[transactional change]]. **Weisbord's Six-Box Model** [[Marvin Weisbord]] developed [[Weisbord's Six-Box Model]] as a diagnostic tool for analyzing and conducting organizational change. - Each category has formal and informal components, which should be aligned. #### Social Construction approach ## Connections to Other Materials # Personal Reflection & Application ### Torn between systems theory and social construction I felt torn as I read Anderson's (2020) contrast between systems theory and the social construction perspective. It seems that many in the field see the two approaches as conflicting and that the future of OD is in a purely dialogic approach. I still see some value in systems theory and diagnostic methodologies and feel that the social construction perspective can enhance rather than replace systems theory. I was curious to know how OD practitioners might use both diagnostic and dialogic OD in their practice and was frankly relieved to discover Gilpin-Jackson's (2013) article about [[Practicing in the Grey Area Between Dialogic and Diagnostic OD - Gilpin-Jackson 2013|Practicing in the Grey Area Between Dialogic and Diagnostic OD]]. That the case study she used as an example was a healthcare system made the reading even more relevant and relatable for me. --- # Other References TBR:: 🔖 Productive Workplaces by Marvin Weisbord (GR) ## Tags