Organization Development and Change

Chapter One:
Introduction to
Organization Development

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter One
• To provide a definition of Organization
Development (OD)
• To distinguish OD and planned change
from other forms of organization change
• To describe the historical development of
OD
• To provide an outline of the book

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 Burke’s Definition of OD

OD is a planned process of change in

an organization’s culture through the
utilization of behavioral science
technology, research, and theory.

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 French’s Definition of OD
OD refers to a long-range effort to
improve an organization’s problem-
solving capabilities and its ability to
cope with changes in its external
environment with the help of external
or internal behavioral-scientist
consultants.
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 Beckhard’s Definition of OD
OD is an effort (1) planned, (2)
organization-wide, and (3) managed from
the top, to (4) increase organization
effectiveness and health through (5) planned
interventions in the organization’s
“processes,” using behavioral science
knowledge.

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 Beer’s Definition of OD
OD is a system-wide process of data collection,
diagnosis, action planning, intervention, and evaluation
aimed at: (1) enhancing congruence between
organizational structure, process, strategy, people, and
culture; (2) developing new and creative organizational
solutions; and (3) developing the organization’s self-
renewing capacity. It occurs through collaboration of
organizational members working with a change agent
using behavioral science theory, research, and
technology.
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Organization Development is...
a systemwide application of behavioral
science knowledge to the planned
development, improvement, and
reinforcement of the strategies,
structures, and processes that lead to
organization effectiveness.

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 Five Stems of OD Practice
Laboratory Training

Action Research/Survey Feedback

Current Practice
Participative Management

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000

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Part I: Overview of the Book
The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter 3)

Part II: The Process of Organization Development

Entering & Diagnosing Diagnosing Collecting
Contracting Organizations Groups & Jobs Diagnostic
(Chapter 4) (Chapter 5) (Chapter 6) Information
(Chapter 7)
Feeding Back Designing OD Managing Evaluating &
Diagnostic Data Interventions Change Institutionalizing
(Chapter 8) (Chapter 9) (Chapter 10) Change
(Chapter 11)

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Part III: Part IV: Part V: Part VI:
Human Techno- Human Strategic
Process structural Resources
Interventions Interventions Management Interventions
Interventions Organization and
Interpersonal Restructuring Environment
and Group Organizations Performance
Relationships
Process (Chapter 14) Management
(Chapter 19)
Approaches (Chapter 17)
(Chapter 12 Employee Organization
Involvement Developing and
Organization Transformation
(Chapter 15) Assisting
Process (Chapter 20)
Members
Approaches Work Design (Chapter 18)
(Chapter 13) (Chapter 16)

Part VII: Special Topics in Organization Development

Organization Development OD in Different Types Future Directions
in Global Settings of Organizations in OD
(Chapter 21) (Chapter 22) (Chapter 23)
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Organization Development and Change

Chapter Two:
The Nature of Planned Change

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Two
• To describe and compare three major
perspectives on changing organizations.
• To introduce a General Model of Planned
Change that will be used to organize the
material presented in the book.
• To describe how planned change can be
adopted to fit different kinds of conditions.

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 Lewin’s Change Model

Unfreezing

Movement

Refreezing

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 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis
Data gathering after
Feedback to Client action

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 Comparison of
Planned Change Models
• Similarities
– Change preceded by diagnosis or preparation
– Apply behavioral science knowledge
– Stress involvement of organization members
– Recognize the role of a consultant
• Differences
– General vs. specific activities
– Centrality of consultant role
– Problem-solving vs. social constructionism
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 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

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 Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organization
– Overorganized
– Underorganized
• Domestic vs. International Settings
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 Critique of Planned Change
• Conceptualization of Planned Change
– Change in not linear
– Change is not rational
– The relationship between change and
performance is unclear

• Practice of Planned Change

– Limited consulting skills and focus
– Quick fixes vs. development approaches
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