Stages Of Organisational Development Interventions

Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

Daft explains Organization Development as a three-step process that involves unfreezing, changing and refreezing (Daft, 2014). Overcoming resistance to change occurs during the unfreezing stage where “people throughout the organization [are made] aware of problems and the need for change. This stage creates the motivation for people to change their attitudes and behaviors” (Daft, 2014). Participation of those directly affected by the change has been shown to be the most effective technique in reducing resistance to change and minimizing the disruptive period of organization readjustment that naturally follows any change in the workplace.

Havelock’s model of change will be used for this project. Perception of need, diagnosis of the problem, identification of the problem, devising a plan of action, gaining acceptance of the plan, stabilization, and self-renewal are all steps included in Havelock’s model of change (Kearney-Nunnery, 2012). Leadership is also an important part of the change process. In order to have a positive outcome, the leader must incorporate the staff in the change process.

In today's session, Group members were presented with education regarding the stages of change and the characteristic of each stage of change. Group members were then identified and shared which stage of change that he/she presently was in; and discuss how to progress to the next stage of change.

For effective survival in the industry, adaptability is an essential component for every organization. Every organization should change according to the external environment and influences. In adaptable organizations, employees are given more freedom in decision-making process. The management also sets broad goals and objectives. Learning is a continual process in adaptable organizations. Change in general refers that an act of making something innovative. Organizations have learnt that change is ultimately a necessary component to survive in business.

This book presents an array of practical procedures which can assist the prudent practitioner in preparing for change and how to handle all of the up’s and downs which accompany change. The two strengths in this book revolves around asking the right diagnostic questions which pave the way for change and the many characteristic of leaders who lead.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

First and foremost, it is imperative that the reason for the change should be a good one and should support the organization’s purpose and goals; reflecting its values and principles (Manning & Curtis, 2012). Second, the organization needs to educate all involved parties how the change will benefit both the organization and the individual to get buy in from those who will be affected. The third step is to involve those who will be affected; going slow as to allow them time to adjust to the changes that are occurring. The fourth rule of change is to put someone who is respected and trusted in the position to announce and coordinate the change because there is less likelihood of resistance. Fifth rule states that honesty is the best policy. The person affected by the change will more accepting if they know the facts and can rationalize the reasoning behind the change. The sixth rule describes the need to be patient and to understand that anything worth having takes time to cultivate. The final rule reiterates the importance of acknowledging and rewarding people for the struggle, sacrifice and contribution they have made to the change process (Manning & Curtis,

Linda MacRae Campbell is written this article under the topic “Facilitating Change in our Schools.” According to the author, these days, a lot of schools are looking for a change that can help them solve the prevailing issues and resolve it forever. Restructuring differs from school to school and it is very hard to have a standard goal and plan for a change. However, there are nine guidelines that Campbell believes will work successfully and positively for any change initiative.

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

As an Organizational Development Practitioner, there are several phases to conduct their job obligations; such as: the consulting phase, and the entry phase. Therefore, both are needed for the OD practitioner to become productive and beneficial for the client (s). The first step to the entry level is to describe the services that will be offered to clients, and inform the clients of the expectations and any potential delays that may occur while exchanging services, and give the clients a survey and to help determine their needs and concerns. Based on the research collected during this phase, and knowing the needs of the clients, sending a brochure so there

After anticipating a need for change, it is necessary for the OD practitioner to enter the system in order to develop a relationship with the client. The relationship is important because it is contingent upon the accomplishment or disappointment of the OD program. The practitioner aim is to initiate open