Topic 3 - OD Process, Survey Feedback

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 Three basic components of OD programs: Diagnosis Continuous collection of data about total system, its subunits, its processes, and its culture. It is to identify the strengths, problem areas, unrealised opportunities or any other discrepancy between the vision of the desired future & the current situation Action All activities and interventions designed to improve the organization¶s functioning Program All activities designed to management ensure success of the program




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 Purposes What business are we in?

Marvin Weisbord Weisbord identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box. This model is still widely used by OD practitioners

Relationships

Structure

How do we manage conflicts?

How do we divide our work?

:eadership Does someone keep the boxes in balance?

Helpful Mechanisms Have we adequate coordinating technologies?

Rewards Do all needed tasks have incentives3

Six critical areas to focus on in diagnosis





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 -  Diagnostic targets

Information sought

Methods of Diagnosis

The total organization

Q) What is organization¶s culture? Q) Are organizational goals and strategy understood and accepted? Q) What is organization¶s performance?

Examination of organizational records ± rules, regulations, policies Questionnaire survey Interviews (both group & individual)

:arge and complex subsystems

Q) What are the unique demands on this subsystem? Q) Are organization structures and processes related to unique demands? Q) What are the major problems confronting this subsystem? Q) What are major problems of the team? Q) How can team effectiveness be improved? Q) Do individuals know how their jobs relate to organizational goals?

Questionnaire survey Interviews Observations Organization records

Small and simple subsystem

Individual interviews group meeting to review the interview data Questionnaires Observation of staff meetings and other dayto-day operations Interviews of each subsystem followed by µsharing the data meeting¶ Flowcharting critical processes Meetings between both groups

Intergroup subsystems Q) How does each subsystem see the other? Q) What problems do the two groups have in working together? Q) How can they collaborate to improve performance of both groups? Individuals Q) Do people perform according to organization¶s Interviews Information from diagnostic meetings expectations? Data available with HR department Q) Do they need particular knowledge or skills? Q) What career development opportunities do they have/ want/ need? Roles

Q) Is the role defines adequately? Q) What is the µfit¶ between person and role? Q) Is this the right person for this role?

Role analysis Observations Interviews




     
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 Organizational Processes

Information sought

Methods of Diagnosis

Communication patterns, styles & flows

Observations ± in meetings Q) Is communication open or closed? Q) Is communication directed upward, downward, Questionnaires Interviews and discussion with group laterally? members Q) Are communications filtered? «.. Why? How?

Goal setting

Q) Do people set goals? Q) Who participates? Q) Do they possess necessary skills for effective goal setting?

Questionnaires Interviews Observations

Decision making, problem solving & action planning

Q) Who makes decisions? Q) Are they effective? Q) Are additional decision making skills needed?

Observations of problem-solving meetings Analysis of videotaped sessions Organizational records

Conflict resolution and Q) Where does conflict exist? management Q) Who are involved parties? Q) How is it being managed?

Interviews Flowcharting critical processes Meetings between both groups

Superior-subordinate relations

Questionnaires Interviews

Q) What are the prevailing leadership styles? Q) What problems arise between superiors and subordinates?

Strategic management Q) Who is responsible for µlooking ahead¶ and & long range planning making long term decisions? Q) Do they have adequate tools and support? Q) Have the recent long range decisions been effective?

Interviews of key policy makers Group discussions Examination of historical records

The Diagnosis can happen at three levels 

    
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Data collection methods 

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Diagnosis process must watch out for

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 Diagnosing

This process is known as

µAction Research¶ Taking Action Re-Diagnosing

Three ingredients: 1. Participation 2. OD consultant (as collaborator & colearner)

Taking New Action

3. Iterative process of diagnosis & action

Change occurs based on the actions taken New knowledge comes from examining the results of the actions.


6  Data Collection Feedback of data to client system members

Diagnostic

Action planning based on the data

Participant

Taking action Evaluating results of actions

Types

Empirical Experimental

Diagnostic

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 Interventions are the actions taken to produce desired changes. Four conditions that give rise to the need for OD interventions: 1. The organisation has a problem (corrective corrective action ± to fix it) 2. Organization sees an unrealized opportunity enabling action ± to seize the opportunity) (enabling 3. Features of organization are out of alignment (alignment alignment action ± to get things back µin sync¶) 4. Yesterday¶s vision is no longer good enough action for new vision ± actions to build necessary (action structures, processes and culture to make new vision a reality)

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