| The new business environment is revolutionary. Gone are the days of planned change, incremental change, continuous improvement, and change management. Old ways of organizing and doing business have been made irrelevant because the demands of an ever competitive and changing environment are increasing the need for knowledge about how to lead organization change effectively (Beer & Nohria, 2000). |
 hile there
are many definitions of Organization Development (OD) floating around today,
here is a consolidated definition from past and contemporary leaders of the
field:
Organization Development (OD) is whole-system transformation and development
using a values-based collaborative process. It focuses on applying positive
behavioral science wisdom to perfecting, reinforcing, and measuring such
organizational features as:
• Extraordinary performance
• Building of executive teams
• Aligned leadership
• Relevant strategies
• Synergistic and functional organization design
• Clear organizational structure/chart including roles, responsibilities, and
accountabilities
• Cost-effective business processes
• Passionate and great human cultures
• Changed behavior and mental sets
• Globalization
• Quickened learning environments
• Or whatever the executive team believes must be focused on to achieve desired
results. |
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In essence, OD leads people to collectively learn and change to produce desired
outcomes.
In order to understand how OD works we would like to introduce you to the major
components of the core framework of OD.
1. Working with Whole Systems:
A systems perspective requires defining a boundary, which separates the system
into an internal set of interdependent parts and an environment (the next larger
system) with which it needs to interact (import/export energy). Thus, a system
can be an entire enterprise, a specific unit, or even an individual and always
includes internal and external customers/clients. When we apply the term
“wholeness” to a system, we’re referring to the regularly interdependent parts
forming an effective and aligned whole, interacting according to the influence
of related forces. For a system to work smoothly, everyone who is affected by
the organization needs to be positively engaged. A balance of influence from
primary stakeholders such as owners, employees and customers is desired.
2. A Unique Value-Based Process:
Values are enduring and positive beliefs on which the ideal or transformed state
attributes its existence. Values have always been an OD signature. Additionally,
the soul of OD is the process by which the desired state is achieved.
“Process: A progressive series of procedures and functions performed over a
period of time bringing about a result. For OD purposes, the thoughts, feelings
and interactions of those participating in the change process are of particular
significance. For OD changing processes often involves converting habitual
patterns of thought, feeling, behavior (action) and interaction to more
desirable states.”
3. Transformational vs. Developmental:
'Transformation' is a fundamental paradigm shift from one state of being to a
new state. Transformation requires a shift to new behaviors and mindsets to
sustain future change. It is deep-rooted or second order change. 'Developmental'
is first order change or improvement of an existing state. Ideally, conscious
transformation occurs when a system requires it. Ongoing development then keeps
the system moving forward. In development, core processes and domains are
continually adapted through a simple continuous change cycle such as the classic
Scan, Plan, Act, and Re-act model.
4.Strength-Focused Change:
Instead of having an obsessive pre-occupation with root causality of problems
and negativity, contemporary OD is leaning more and more toward strength-focused
change. Positive change is driven by an appreciative or value-added approach
where inquisition, hope, innovation, and engagement prevail.
5. A Research-Based Philosophy:
OD has a traditional foundation in an applied behavioral knowledge of business,
technology, sociology, anthropology, positive psychology, adult education,
economics, and organizational behavior. The situation itself, and the beliefs of
the consultant, are integrated with one goal in mind - achieving success for the
organization and the customer.
Tried and true relevant knowledge, skills and ways of being, especially about
change are transferred to the system. In addition, enterprise learning and
intelligence are discovered, reinforced, and documented throughout the effort.
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