Due: After you complete Lesson 5 Credit Weight: 25% of your final grade Purpose: Identify two job design components that might help the major problem identified in the organizational diagnosis (Assign

Lesson 1: Overview of Organization Development

Overview:

Lesson 1 introduces a number of theories, definitions, and perspectives related to the processes of change. The readings present differing views on the concepts of change management and organization development. Your textbook states that all organization development activities involve change but that not all change management activities necessarily involve organization development. This course takes a broader view of both organization development and change management activities by focusing on the behavioural elements of organization development. This course emphasizes interventions (directed toward effective and humane organizations) that support the values of human potential, participation, and development, and that reflect both organization development and change management concepts. A key element of Lesson 1, and the entire course, is addressing resistance to change.

After defining planned change, this lesson provides background information about theories and models of change. A general model of planned change is presented in Figure 2.2 in the textbook. While this model illustrates a planned change process, it is most useful for someone from outside an organization who is acting as a consultant in assisting the organization to change. A somewhat different framework, integrating the concepts from the textbook but designed for practitioners from within an organization, is described in Lesson 2.

While you view the assigned video, consider the various theories of planned change. This video is based John Kotter’s (2017) book, Our Iceberg Is Melting. This book provides much more detail on how the penguins reacted to and managed change than the video does. Kotter’s work presents another change management process. Consider how this process compares to the models presented in the text.

Learning Objectives:

After completing Lesson 1, you should be able to

1. define and describe the practice and study of organization development (OD).

2. describe the history and relevance of OD.

3. distinguish OD and planned change from other forms of organization change.

4. describe and compare four major theories of planned change.

5. explain how planned change can be adopted to fit different contexts.

6. critique the practice of planned change.

Learning Activities:

Reading Assignment

In Cummings, T. G., & Worley, C. G. (2019). Organization development and change (11th ed.). Cengage Learning.

• Chapter 1: General Introduction to Organization Development (Section 1-1 only)

• Chapter 2: The Nature of Planned Change

Kotter, J. & Rathgeber, H. (2017). Our iceberg is melting (10th Anniversary ed.). Penguin.

Viewing Assignment

Farmers Life Marketing (2010). Our iceberg is melting  [Video]. YouTube. https://youtu.be/hB-c3pJR0qU 

Supplementary Reading

• Kotter, J. (2012). Leading change. Harvard Business Review Press.

Lesson 2: Managerial Leadership and Leadership Responsibilities

Overview:

Managers take on a variety of roles in change processes, and these roles are described differently, depending on one’s perspective. This course deals with the role of managers and leaders in facilitating the work of individuals within the organization, and thus the organization itself, to create learn, and change in productive and humane ways.

This lesson presents different perspectives on the professional manager’s role and describes managerial outcomes such as goals, objectives, competencies, skills, and standards. You will learn about specific facets of the leadership role as they relate to change, with an emphasis on overcoming resistance and institutionalizing change.

While you may or may not be an organization development practitioner, you should be aware of the expectations and standards required of those involved in organization development activities. Consider the information presented in this lesson from the perspective of a manager in an organization.

Lesson 2: Learning Objectives

After completing Lesson 2, you should be able to

1. discuss the roles and characteristics of OD practitioners.

2. describe the competencies required of effective OD practitioners.

3. compare the internal versus external OD practitioners.

4. understand the values and ethics guiding the practice of OD.

Learning Activities:

In Cummings, T. G., & Worley, C. G. (2019). Organization development and change (11th ed.). Cengage Learning.

• Chapter 3: The Organization Development Practitioner (including Appendix)

Kotter, J. & Rathgeber, H. (2016). That’s not how we do it here! Portfolio.

Viewing Assignment

Kotter, J. (n.d.). That’s not how we do it here!  [Video]. YouTube. Kotter International. https://youtu.be/ewAAK06JrSQ 

Lesson 3: The Process of Organization

Overview:

Before considering actions to facilitate change, it is wise to assess the entity you will be dealing with. Before choosing, implementing, and evaluating certain strategies, one should think about “who” and “what it is” you are working with. The more you know about your organization and members within it, the more likely you are to be able to make informed decisions about how to proceed.

Lesson 3 introduces issues related to assessing an organization and the problems that need to be addressed in an intervention. The importance of the assessment stage cannot be stressed enough. Many change processes fail because those in charge of the process fail to recognize the real problems the organization faces. The textbook section “Clarifying the Organizational Issue” (p. 72) explains the difference between presenting and real problems. Read this section carefully.

Organizations are large complex entities with interrelated subsystems. When there is evidence of a problem in an organization, there is a tendency to focus on the symptoms rather than the causes of the problem. If an organization has high turnover and low employee motivation, there is usually a single root cause. To illustrate, think of when you have the flu. You suffer from nausea, aches, pains, and a fever; there are multiple symptoms, but there is a single cause. It is a challenge to identify the cause of the problem, rather than its symptoms. Failure to identify the root cause of symptoms likely dooms any attempts at successful organizational intervention.

While the text refers to diagnosis of organizations, diagnosis usually prompts us to think of a problem identified by an outsider, who prescribes a cure. In this course, rather than using the term diagnosis, you are encouraged to use the term assessment. In many cases, organizations are looking to capitalize on an opportunity rather than fix a problem, per se.

Identifying problems or opportunities is a collaborative process; it takes place between relevant stakeholders within the organization and an organization development professional. A key element of the entire process is understanding the current functioning and culture of the organization, because organizational culture influence organizational needs. Without a clear understanding of the current state of the organization, the practitioner will find it difficult to design meaningful interventions.

Lesson 3: Learning Objectives

After completing Lesson 3, you should be able to

1. describe the issues associated with entering into an OD process.

1. describe the issues associated with contracting for an OD process.

2. discuss the philosophy and purpose of assessment in organization development (OD).

3. explain the role of diagnostic models in OD, especially the open-systems model.

4. describe and apply organization-level assessment processes.

5. describe and apply group-level assessment processes.

6. describe and apply individual-level assessment processes.

Learning Activities:

Reading Assignment

In Cummings, T. G., & Worley, C. G. (2019). Organization development and change (11th ed.). Cengage Learning.

• Chapter 4: Entering and Contracting

• Chapter 5: Diagnosing

Viewing Assignment

Johnson, S. (n.d.). Who moved my cheese?  [Video]. YouTube. https://youtu.be/jOUeHPS8A8g 

Supplementary Reading

• Johnson, S. (1999). Who moved my cheese?: An amazing way to deal with change in your work and in your life. Vermilion.