"The Essence of Organization Development"

PERSPECTIVES ON ORGANIZATION DEVELOPMENT PRACTICE

CHAPTER 7:
OD MAP The Essence of Organization
Development-Ted Tschudy

First named by early practitioners in the late 1950s, organization development(OD) has grown dramatically since the 1960s when a few hundred practitioners and thought leaders gathered for the first meetings of the Organization Development Network. OD, or derivative terminology such as organizational improvement, organizational effectiveness, or performance improvement, is now commonly found on the organization charts of business, government, and not-for- profit organizations. Organization development consulting firms are working in major commercial centers all over the world.

1. Presented By : Michael B. Pelagio CHAPTER 7 : OD MAP The Essence of Organization Development-Ted Tschudy DBA306: Leadership and Organizational Transformation Part II PERSPECTIVES ON ORGANIZATION DEVELOPMENT PRACTICE

2. What is (Organization Development) OD MAP? Why is Important in your organization? Dijamco , Dennis Derez Gabog , Sarah April Ramos Juales , Emerson Buan Tabang , John Joseph Torres Tarroza , Christian Reyes Villanueva, Kristine Anne Santos Xue , Jiasheng

3. First named by early practitioners in the late 1950s, organization development(OD) has grown dramatically since the 1960s when a few hundred practitioners and thought leaders gathered for the first meetings of the Organization Development Network. OD, or derivative terminology such as organizational improvement, organizational effectiveness, or performance improvement, is now commonly found on the organization charts of business, government, and not-for- profit organizations. Organization development consulting firms are working in major commercial centers all over the world. Today ’s OD is a maturing practice, characterized by: 1. Practice at multiple levels of the system. For example: Individual coaching (Why is important “Coaching” in your organization?) Team development (What is the purpose of “Team Development” in your organization?) Inter-group relations (How is the effect of inter-group in the workplace?) Organization level work (What is the part of organization need to carried out in the workplace? Inter-organizational level work has focused on intervention strategies to promote collaboration among independent parties 2. A need to deal with complexity and fast, discontinuous change. The mission environments in today ’s organizations are characterized by increasing complexity, global competition, and faster, more discontinuous CHAPTER SEVEN OD MAP: The Essence of Organization Development

4. A growing number of conceptual lenses have expanded the approaches to OD. OD thought leaders continue to create or borrow from other disciplines new ways of viewing organizations and change, leading to new practice innovations. (See Figure 7.1 .) In the wake of these shifts in OD practice and thought, OD labors to hold itself as a coherent body of work, identifiable as such to clients and practitioners. Some have even asked if OD is “dead” or in need of reinvention (Bradford & Burke, 2005). The original OD map, published in 2006, was an attempt to picture the “heart” of OD practice—its foundational concepts, its process, required skills and the use of self as a practitioner ( Tschudy , 2006). OD Map 1.1 (Figure 7.2 ) is an “update” that attempts to more fully incorporate the emerging trends in OD thought and practice while maintaining the core of OD practice theory, process and values.

5. How do changes in actor scope impact organizational dynamics? Changes in actor scope can significantly impact organizational dynamics by altering the relationships, interactions, and decision-making processes within the organization. When there are shifts in the scope of actors involved, such as adding new stakeholders, partners, or customers, several key dynamics come into play: Communication and Collaboration Dynamics Power Resource Allocation Conflict Resolution

6. Seven Primary Parts of the OD Map 1. Core and Supplemental Theories OD is theory based. 2. Values, Ethics, and Practice Theories s 3. OD as “the Big I” 4. Phase Components of OD Practice 5. Consulting Tasks Associated with Each Consulting Phase 6. Competencies 7. Use of Self

7. Core Theories The OD map identifies three conceptual foundations for OD. They are like most theories in social science—sets of often loosely connected propositions and models that are held together by a few primary assumptions. Why is theory important to OD practice? Because, in its most basic form, theory is one ’s assumptions about how things work. Formal or informal, cogently articulated or operating beneath one ’s awareness, these assumptions are what guide actions as practitioners. Action Research and Learning: The Heart of the OD Process Action research and learning is the “process” theory lens through which OD is practiced (Clark, 1972). (See Figure 7.3for a simple representation of the action research process.) It underlies the core of OD practice portrayed in the phases portion of the map and the nature of the evolving practitioner/client relationship. Action research is results focused; it attempts to help clients envision and move toward a desired future. Action research, unlike most other kinds of research, is an intentionally collaborative effort that values the client ’s contribution

8. About how organizations work, and then contribute to the “larger” body of formal theory that is shared in journals and practice publications (see Figure 7.4 ).

9. Systems Theory: Simple to Complex: The OD Framework for “Seeing” Organizations The foundational framework for “seeing” organizations in OD has been systems theory (Figure 7.5 ). In its simplest form, systems theory conceives of organizations as open systems having inputs (people, capital, information), transformational processes (order taking, production line, production support), and outputs (products, information, services). Some relevant principles that underlie systems theory follow: All parts of the system are related. If one part of the system changes, the others are changed as well. Feedback is critical to the organization ’s relationship with its environment. OD practitioners see at least five levels of system (subsystems) active in organizations Organizations that do not adapt successfully to their environments

10. Change Theory: Planned Change and Midwifing Chaos Kurt Lewin, arguably the social scientist most identified with planned organizational change, used his fi eld theory to understand how forces in a system could be “unfrozen” and shifted to bring about system change and a new system “equilibrium” (Lewin, 1951). Theories that conceive of organizations as learning systems focused on “mental models” of organization processes (Senge, 1990) Theories centered around loss (Tannenbaum, 1976); Large system change ( Beckhard & Harris, 1977); Transformation (Adams, 2005); “new sciences” of quantum physics, self-organizing systems and chaos (Wheatley, 1994); The social construction of reality ( Bushe & Marshak , 2009, 2013; Marshak & Grant, 2008; Srivastva & Cooperrider , 1990; Watkins & Mohr, 2001; Weick, 1995, 2009); Complex adaptive systems (Olson & Eoyang , 2001); Network behavior (Holley, 2012); and “emergent processes” (Holman, 2010).

11. Supplemental Theories OD work is multi-disciplined and multi-focused Values, Ethics, and Practice Theories Values: with its strong roots in social change Ethics, as used in the map, are different from values or attitudes Practice theories are those sets of beliefs and assumptions OD as “Big I” Intervention The OD map distinguishes these “tools” OD Phases, Tasks, and Competencies Entry and Contracting Data Collection Data Analysis Feedback Action Planning Action Taking Evaluation Termination Use of Self Practitioner Style: Engaging the Client Master full Sustaining Transformative OD End of Chapter 7 and Continue Chapter 8

12. Presented By : Michael B. Pelagio CHAPTER 8: THE ORGANIZATION DEVELOPMENT (OD) CONSULTING PROCESS Susan M. Gallantand Daisy Ríos DBA306: Leadership and Organizational Transformation Part II PERSPECTIVES ON ORGANIZATION DEVELOPMENT PRACTICE

13. “Perhaps the greatest pleasure in science comes from theories that derive the solution to some deep puzzle from a small set of simple principles in a surprising way. These explanations are called ‘beautiful’ or ‘elegant.’” —John Brockman, 2013

14. WHY NEED THE ORGANIZATION DEVELOPMENT (OD) CONSULTING PROCESS? Dijamco , Dennis Derez Gabog , Sarah April Ramos Juales , Emerson Buan Tabang , John Joseph Torres Tarroza , Christian Reyes Villanueva, Kristine Anne Santos Xue , Jiasheng

15. The key benefits of implementing Organization Development (OD) consulting? Implementing Organization Development (OD) consulting offers various key benefits that can significantly impact an organization's effectiveness and success. Some of the key benefits include: Assessing Current State : OD consultants start by conducting a thorough assessment of the organization's current state. This evaluation helps identify areas that require improvement and serves as a foundation for the development of effective strategies. Improving Organizational Design : OD consultants play a crucial role in helping organizations create and refine their organizational design. By aligning strategy, structure, people, rewards, metrics, and management processes, OD consultants enhance the overall effectiveness of the organization. Enhancing Employee Engagement and Satisfaction : Investing in OD consulting services can lead to increased employee engagement and satisfaction. This positive impact on employees can result in improved performance, better retention rates, and a more motivated workforce. Optimizing Organizational Structure : OD consulting helps in creating a more effective organizational structure. By streamlining processes, enhancing communication between departments and teams, and improving decision-making capabilities, organizations can operate more efficiently and adapt to changes effectively. Tailored Programs for Development : OD consultants offer tailored programs to refine leadership skills, enhance decision-making, and amplify strategic thinking within the organization. These programs contribute to the continuous growth and development of the organization's key personnel. Driving Higher Profits : Through the implementation of OD interventions, organizations can realize higher profits. By fostering a culture of continuous improvement, enhancing efficiency, and maximizing the potential of employees, OD consulting can lead to increased financial success.

16. The OD Consulting Process Start-up: pre-entry, entry, contracting Diagnosis: data collection, data analysis, data feedback Intervention: planning, designing, implementing Transition: follow-up, evaluation, completion Start-Up Phase Pre-Entry Entry Contracting

17. Diagnosis Phase Data Collection The objective of data collection is to increase awareness of specific issues, to create expectations that change is possible, and to build relationships. It also serves to educate the consultant about the client system and provide clients with a broadened perspective of their shared experience. Data Analysis During this stage, consultants (in collaboration with clients) choose the most appropriate techniques to analyze and present the data that has been collected. It is important to choose techniques that support the client system to assimilate the results. Data Feedback The purpose of the feedback session is to heighten awareness of the issues confronting the client system and support the client to identify and set priorities to move the organization forward.

18. Intervention Phase An intervention is any planned, purposeful act that helps the client system grow, change, and/or adapt. Although the consultant is always intervening, during this phase the focus is on system-level interventions intended to achieve the client ’s desired outcome. (See Figure 8.4 .) Creativity and practicality join hands and dance while keeping a laser focus on the client ’s desired outcomes. The practitioner needs to understand change theories and have intervention design and project management skills, along with courage, wisdom, and flexibility. During this phase the practitioner is guided by the professions ’ ethics, values and the primacy of diversity and transparency (Farquhar, 2006). Planning Interventions are designed through an iterative process of considering alternatives and sharpening the focus. The consultant synthesizes what he or she has learned in an organized way and collaborates to choose the approach that is most likely to achieve the desired outcome(s). This involves clarifying the context and desired outcomes and making the relevant theories and assumptions explicit

19. The example in Table 8.3 demonstrates how the practitioner ’s rationale impacts every intervention choice. Each of these options stands on a set of principles, knowledge, or beliefs about how change happens, the role of the OD practitioner, and role of the client.

20. Transition Phase The transition phase (Figure 8.5 ) is primarily concerned with how the client and consultant answer the questions: What follow-up is needed to ensure sustainability? What is the result/impact? What is the value to the organization? Was it worth the effort? What was learned? This phase begins during start-up, when the consultant and the client agree on where they want to end up, and how they will evaluate the outcomes and process of the consultation and intervention. Follow-Up Evaluation Completion

21. Summary The OD consulting process supports transformational change in organizations. It is robust and fl exible , retaining its power and viability as a keystone in change initiatives. The four phases and corresponding stages described in this chapter serve as a roadmap for practitioners and clients. Each phase requires particular skills and competencies and each opens expansive dimensions of possibility for increased awareness, action, and lasting change in organizations. While the principles embedded in this process appear simple, the impact of their application is profound. The consultant competencies and tasks presented in this chapter are essential components to navigating a successful OD initiative. A sincere desire to examine worldview and deeply held mental models and fi lters is also essential in transforming uncertainty into creativity, compassion, and courage.

22. Presented By : Michael B. Pelagio CHAPTER 9: THEORY AND PRACTICE OF MULTICULTURAL ORGANIZATION DEVELOPMENT Bailey W. Jackson DBA306: Leadership and Organizational Transformation Part II PERSPECTIVES ON ORGANIZATION DEVELOPMENT PRACTICE

23. Dijamco , Dennis Derez Gabog , Sarah April Ramos Juales , Emerson Buan Tabang , John Joseph Torres Tarroza , Christian Reyes Villanueva, Kristine Anne Santos Xue , Jiasheng Why is important “ MULTICULTURAL ORGANIZATION DEVELOPMENT” in organization?

24. MULTICULTURAL ORGANIZATION DEVELOPMENT MCOD refers to building organizations and organizational cultures that include people from multiple socially defined group identities: race, ethnicity, gender, sexual orientation, nationality, class, religion, and other social and cultural groupings. Here are some examples of successful multicultural organizations: Jackson Lu  - Research by Jackson Lu indicates that multicultural experiences can enhance communication skills and leadership effectiveness, especially when managing multinational teams. The Coca-Cola Company  - Known for its successful distribution strategy in African countries, Coca-Cola is a multinational company that has achieved impressive results through cross-cultural management. Virgin Group  - Led by Richard Branson, the Virgin Group is highlighted as a notable example of cross-cultural leadership, showcasing how diversity in leadership can navigate the complexities of managing diverse teams in a globalized setting. These organizations showcase the positive outcomes of embracing diversity and inclusion, leading to increased innovation, improved performance, and effective cross-cultural management.

25. Historical Overview (Summarized) T he evolution of Multicultural Organization Development (MCOD) in the context of addressing social and cultural diversity, justice, and change in organizations. Prior to the integration of OD with social and cultural justice, diversity issues were typically addressed as part of a larger system change initiative. The focus shifted towards building an inclusive organizational culture that embraces diversity in various social and cultural identity groups. Social justice interventions aim to eliminate manifestations of social oppression, while social diversity interventions focus on group inclusion. The integration of OD and diversity agendas by practitioners like Kaleel Jamison, Bailey Jackson, Rita Hardiman, and others led to the development of MCOD as an approach for organizations to become multicultural. The key idea is that MCOD emphasizes viewing the organization as the target of change to achieve a socially just and multicultural environment, moving beyond individual-focused interventions towards systemic transformation.

26. Assumptions Behind the Theory and Practice of MCOD Certain key assumptions are imbedded in MCOD theory and practice: Individual consciousness raising and training activities for individuals in organizations may be necessary but are not sufficient to produce organizational change Organizations are not either “good” (multicultural) or “bad” (mono-cultural). The change process needs to be pursued with a clear vision of the “ideal” end state, or the multicultural organization, in mind. The picture of the real should be derived from an internal assessment process. Ownership of the MCOD process is a key to success. Significant organizational change in social justice and diversity will occur only if there is someone monitoring and facilitating the process The Practice of MCOD The practice of multicultural organization development is based in MCOD assumptions and involves three major elements: (1) the MCOD goal, (2) the MCOD development stages, and (3) the MCOD process.

27. The MCO is an organization that seeks to improve itself or enhance its competitive advantage by advocating and practicing social justice and social diversity internally and external to the organization. Specifically The MCO is an organization that has within its vision, mission, goals, values, and operating system explicit policies and practices that prohibit anyone from being excluded or unjustly treated because of their social identity or status. The MCO is an organization that has within its vision, mission, goals, values, and operating system explicit policies and practices that are intended to ensure that all members of the diverse workforce feel fully included and have every opportunity to contribute to achieving the mission of the organization. MCOD Development Stages One of the core assumptions of MCOD is that most organizations are neither all good nor all bad. In the language of multicultural organization development, organizations are neither purely multicultural nor purely mono-cultural. The MCOD Developmental Stage Model is a significant element of MCOD theory and practice (1) because it is essential in MCOD theory and practice to be able to assess the developmental issues, opportunities, and challenges of an organization as it attempts to move toward becoming an MCO and (2) because it is also essential that the change process be guided by a conceptual framework that helps in identifying change strategies that are consistent with the developmental readiness of the organization.

28. The MCOD Development Stage Model identifies six points on a developmental continuum, each describing the consciousness and culture of an organization with regard to issues of social justice and diversity and where the organization is relative to becoming an MCO. Openly maintains the dominant group’s power and privilege Deliberately restricts membership Intentionally designed to maintain dominance of one group over others Over discriminatory, exclusionary, and harassing actions go unaddressed Unsafe and dangerous environment for subordinated group members Traditional power, privilege and influence reinforced Norms, policies, and procedures of dominant culture viewed as the only "right" way: "business as usual "Dominant culture institutionalized in policies, procedures, services, etc. “Token" members from other social identity groups allowed, IF they have the “right” credentials, attitudes, behaviors, etc. Engages issues of diversity and social justice only on club member’s terms and within their comfort zone Committed to removing some of the discrimination inherent in the Club organization Provides some access to some members of previously excluded groups No change in organizational culture, mission, or structure Tolerance based approach Efforts to change profile of workforce (at bottom of organization)Token placements in staff positions: Must be “team players”, “qualified” and assimilate. Committed to eliminating discriminatory practices and inherent advantages Actively recruits and promotes members of groups that have been historically denied access and opportunity. Provides support and career development opportunities to increase success and mobility. Employees encouraged to be non-oppressive ~ awareness trainings. Employees must assimilate to organizational culture Moving beyond “nondiscriminatory,” “non-oppressive ”Working to create environment that sustains and builds on the multiple skills and perspectives of a diverse workforce. Consistently questions limitations of organizational culture: mission, policies, structures, operations, services, management practices, climate, etc. Committed to redesigning and implementing policies and practices to share leadership, and ensure the inclusion, participation, and empowerment of all members Sustained commitment and practice of diversity minded, intentionally inclusive and equity minded operations in the workplace and beyond. Members reflect diverse social and cultural groups throughout all levels of the institution and co-create its organizational culture as they demonstrate multicultural competencies needed to serve increasingly diverse populations Consistently acts on its commitment to eliminate all forms of exclusion and discrimination within the organization and beyond. Seeks, develops, and values contributions and talents from diverse members for decision making process throughout the organization Follows through on broader social and environmental responsibilities

29. Using the Developmental Stages The MCOD developmental stages are most useful in the assessment and planning phases of the MCOD process. The stage model presents a framework for designing assessment instruments and techniques, which can help the organization, identify its stage of development and construct a beginning benchmark for the organization ’s diversity and social justice initiative . The MCOD Process Once the organization has made the decision to pursue the goal of becoming multicultural, the MCOD change process begins. The change process has four components (with a number of subcomponents): (1) identification of the change agents, (2) determination of the readiness of the system for a diversity and social justice change initiative, (3) assessment or benchmarking of the organization, and (4) change planning and implementation. Identification of the Change Agents There are three primary actors or change agents involved in the change process: (1) the internal change team, (2) external MCOD practitioner consultant(s), and (3) the leadership team.

30. The internal change team should: Be of a manageable size, usually no more than twelve members. Understand that this is now part of their job. Have good connections with as many constituencies as possible within the organization. Comprise people who are opinion leaders in the organization. Understand that the diversity and social justice effort involves at least a two-year commitment from each member. Be supportive of the organization ’s intention and commitment about engaging in this MCOD process and becoming a multicultural organization. The External MCOD Practitioner Consultant Team Assist with development of assessment instrument(s) for the assessment phase, conduct interviews and focus groups, and collect sensitive data where it might be difficult for change team members to do so. Act as a buffer between the leadership of the organization and members of the change team. The external consultant is often better able to deal with the leadership of the organization than are the members of the change team who more than likely report to people on the leadership team. Help facilitate team building among change team members. The external consultant should be able to help the change team with its own team building and group dynamics. MCOD change teams typically need an outside consultant ’s help with their own group process. Understand that part of their charge is to build internal capacity for the organization. The Leadership Team The third primary agent in the MCOD change process is the leadership team. The term “team” is used here because in most organizations, especially larger systems, the leadership is typically made up of a group of individuals. These organizational leaders (president, CEO, CFO, chancellor, vice president, and so forth) usually have primary responsibility for and authority over all internal policies and procedures .

31. Organization Readiness One important component of the MCOD process is a test of the readiness of the organization for a change initiative that focuses on an area as volatile as social justice and diversity. This test asks critical questions about the level of awareness and support in the workforce for an MCOD initiative and the leadership ’s readiness to support and engage in this process. The purpose of the MCOD readiness inventory is to assess at the very beginning of the process how best to enter into an organization with an intervention of this kind, since it ultimately calls for an intensive data-collection phase. The readiness inventory is given to a sample of the organization, and to all of the change team and leadership How are manifestations of social oppression (sexism, heterosexism, classism, and so forth) handled when discovered or reported? Is support for diversity a core value in this organization? Is there a clearly expressed commitment to social justice in this organization? Does the leadership express or demonstrate its support for social justice? How well does the leadership model a value for diversity and social justice? Is the commitment to diversity and social justice clearly stated in the mission and values of the organization?

32. Assessment and Benchmarking MCOD is a data-driven process. Establishing a benchmark for where the organization begins its journey to becoming an MCO is critical to the MCOD process. It is essential to understanding how far the organization has to move to become an MCO and how the organization is progressing as it implements the action or change plans The assessment methodology used in most MCOD initiatives is based on survey feedback. The MCOD assessment process involves collection of three types of data: (1) survey data, (2) interview data, and (3) audit data. Change Planning and Implementation After the assessment is completed and the data have been presented and owned, the change agents and MCOD practitioner consultants assist each organizational unit in building change plans and goals. The units are encouraged to identify those issues and problems that when addressed will be affected in an observable and measurable way. Change goals are based on the issues and problems that have been identifi ed. Issues are prioritized by focusing on those that can be addressed and significantly affected within eighteen months to two years. It is critical that results of the MCOD initiative be seen and measured and that the organization and those responsible for the initiative are accountable for its success.

33. Conclusion Multicultural organization development has been in practice for more than two decades. How it is practiced and the theory behind the practice continue to grow and evolve. Some of that growth is represented in this description of MCOD. MCOD emerged from the work of diversity practitioners and OD practitioners who share a commitment to social justice and social diversity in systems and in society. Because this is a commitment to the health of human systems, both the theory and the practice of MCOD. will necessarily evolve over time. What remains to be seen is the long-term effect of MCOD as a change model. Will systems that use this model indeed become MCOs and therefore come significantly closer not only to achieving their social justice and diversity vision but also to enhancing their ability to realize the bottom-line mission for the organization? Understanding the impact of MCOD on the organization ’s bottom line is only the fi rst question to be answered. Transforming what looks like the obvious answer to “Will it work?” to the statement “It does work” will take some long and rigorous study. While this type of inquiry is conducted, we should also pay attention to how the practice of MCOD changes MCOD theory, and the theory and practice of OD. Since MCOD was in part an invention intended to fi ll a perceived gap in the theory and practice of OD, it might seem that as MCOD continues to evolve not only will that gap be filled but the theory and practice of OD and MCOD will be thought of as one rather than two separate or overlapping fields.