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Process of Research To Od

This document outlines the steps of the action research process for facilitating organizational change. It begins with entry, where a consultant contacts a client organization to explore potential collaboration. They then contract and agree on expectations. The consultant performs diagnosis through data gathering and analysis to determine causes of problems. Feedback is provided to stakeholders, followed by joint planning of change interventions. The planned changes are then implemented and evaluated for effectiveness. Successful changes are adopted by the organization, and the consultant eventually separates upon completion of the engagement.

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MariaJuliaCattleya
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32 views

Process of Research To Od

This document outlines the steps of the action research process for facilitating organizational change. It begins with entry, where a consultant contacts a client organization to explore potential collaboration. They then contract and agree on expectations. The consultant performs diagnosis through data gathering and analysis to determine causes of problems. Feedback is provided to stakeholders, followed by joint planning of change interventions. The planned changes are then implemented and evaluated for effectiveness. Successful changes are adopted by the organization, and the consultant eventually separates upon completion of the engagement.

Uploaded by

MariaJuliaCattleya
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Presented by: Loredy D.

Lapitan September 19, 2020


MPA – Basics of Organizational Development
ACTION RESEARCH
French and Bell (1995) – process of systematically collecting research
data about an ongoing system relative to some objective, goal, or need
of that system; feeding these data back into the system; taking actions
by altering selected variables within the system based both on the data
and on hypotheses; and evaluating the results of actions by collecting
more data”.

Kurt Lewin – a comparative research on the conditions and effects of


various forms of social action and research leading to social action” that
uses “a spiral of steps, each of which is composed of a circle of
planning, action, and fact-finding about the result of the action”.

a useful method for facilitating organizational change by collaborating


and involving the client in the entire process of diagnostic, problem
identification, experiential learning, and problem-solving process.

Also called participatory action research


PROCESS/STEPS
1 • Entry
2 • Contracting
3 • Diagnosis (data gathering & preliminary dx)
4 • Feedback
5 • Planning change
6 • Intervention
7 • Evaluation
8 • Adoption
9 • Separation
ENTRY
Finding needs for change within an organization
Contact between a consultant and client
Exploring with one another the possibilities of a working relationship
To know about client
Nature of the organization
Problems faced
Client requirements

To know about consultant


Qualification
Previous achievements

To build a positive/trusting relationship


Start up and contracting
CONTRACTING
Decision to work together

OD contract states three (3) critical areas:

a. What each expects to get from the relationship

b. How much time each will invest, when and at what cost

c. the ground rules under which the parties will operate


DIAGNOSIS
Performed by consultant/OD Practitioner
Gathering information and analyzing it to determine the
underlying causes of organizational problemshelp the agent in
finding out what is actually ailing the organization.
Data gathering done in 2 ways
Secondary data
Data and information collected from official records
Information given by top management

Primary data
Collected through staff surveys
Direct observation
FEEDBACK
Diagnosis results/ are fed back to the client
To determine the consequent steps rather than dictating
Shared vision guarantees cooperation in subsequent stages

Consultant to present summary report


Share findings
Form conclusions
Recommend actions

Should start with the executive/top management and


cascaded down through the organization to reach all who
have participated
PLANNING CHANGE
Beginning of the moving process

Recommendation are distilled from the assessment and


feedback

Deep exploration of potential solutions

Sub dividing activities


Training activities
Admin changes

Planning resources required for activities


Training material
Meeting schedules
INTERVENTION
Actual change process is carried out

Follow action plan , yet remain flexible enough to modify the


process as the organization changes and as new information
emerges

EVALUATION
Evaluates the effectiveness of the action plan

Effectiveness of each activity in intervention phase to be quantified


and monitored by the consultant

Successful OD must have made meaningful changes in the


performance and efficiency of the people and their organization
ADOPTION
Follow-up is started by implementing processes to ensure
that changes made remains an on-going activity within the
organization, that commitments for action have been
obtained, and that they will be carried out.

SEPARATION
Consultant has to move on to other clients

It must recognize when it is more productive for the client and


consultant to undertake activities and when continued consultation is
counterproductive.

The change should be monitored for its success possibly to plan for
future change activities.

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