Managing the OD Process

DIAGNOSIS
Diagnosis forms a foundation for
intervening
Intervening involves implementing
various change-inducing action
programs
 Diagnosis: a continuous collection of data about the
 total system,
 its subunits,
 its processes and
 its culture.

Components Action: Consists of all the activities and the

of OD interventions >>
Program >> designed to improve the
organization’s functioning.

Program Management: Encompasses all

activities designed to ensure >>
>> success of the program
Components of OD Process: Diagnosis, Action, Program Management
Step 1
The diagnosis identifies strengths, opportunities, and problem
areas

Step 2
Action plans developed to correct problems, seize opportunities,
and maintain areas of strength

Step 3
Evaluation of the effects of Actions/Interventions

Answer is YES Answer is NO

Move to new and different Step 4

problems and opportunities. Initiate new action plans and
interventions to resolve the issues.

Remain Unsolved >>

Go to Step 5,6,7…….
 Diagnosing the System, Its Subunits, and Processes

OD program starts with diagnosis and this activity is designed to provide

an accurate account to know the state of things or “what is” and to know
the effects of action.

Beck Hard emphasized the Importance of Diagnostic activities from

two broad areas:

First one is a diagnosis of the various subsystems: top

management, the production department, research group, top level
management, middle level management or the work methods.

The second area of diagnosis is the organization processes:

decision-making processes, communication patterns and styles,
relationship between interfacing groups, the management of conflict, the
setting of goals and planning methods.
 Diagnosing Organizational Subsystems

Organization development practitioners typically

pay especial attention to the processes in table 2
because they are central for effective
Organization functioning and because significant
Organizational problems often stem from them.
These tables are intended as tolls for diagnosing
Organizations, their processes and their
subunits. Continual diagnosis is thus necessary
in any planned change effort.
Diagnostic Targets Explanations and Identifying Typical information sought Common methods of Diagnosis
Examples
The total Organization (having a The total system is the entity What are the problems of the Questionnaire surveys are most
common “charter” or mission and analyzed. Diagnosis also includes organization, culture, and popular with large
a common authority structure. organizations, groups, or forces, attitude, feelings towards organizations. Interview, both
such as customers, suppliers, and compensation, decision making, group and individual, are
governmental regulations. goals, and top management? useful for getting detailed
Examples: a school system, a How well do key organizational information. Panels of
department store, chain, a church processes function? representative members
denomination. Are organization goals and surveyed periodically are
strategy understood and useful to chart changes over
accepted? time?

Large complex and heterogeneous
subsystems
This target group refers to major All of the preceding, plus- Hoe If the subsystems are large or
units within a larger organization- does this subsystem view the widely dispersed, questionnaire
divisions, subsidiary companies, whole and vice versa? What are survey techniques are
“European operations,” and the unique demands on this recommended. Interviews,
functional departments such as subsystem? What are the major observations and organization
marketing, manufacturing, and problems confronting this records are good sources of
human resources. subsystem? Are the subsystem information about performance
goals compatible with and problems.
organization goal?

Small, simple, and relatively
homogeneous subsystems.
These are typically formal work
groups or teams. They may be
permanent groups, temporary task
forces or newly constituted groups.
Examples are the top management
team, managers and key
subordinates,
Task force teams, the workforce in
an office, the teachers in a single
school.
Questions on culture, climate,
attitudes and feelings are
relevant here, plus: what are the
major problems of the team?
How can team effectiveness be
improved? Are member/ leader
relations those that are desired?
Do people know how their jobs
relate to group and organization
goal?
Typical methods include the
following: individual
interviews, followed by an
interview data; questionnaire;
observations of staff meetings,
and other day-to-day
operations; and a formal group
meeting for self-diagnosis.
 Interface or inter-group These consist of subsets of the How does each subsystem see Confrontation meeting
subsystems total system that contain the other? What problems do between both groups are
members of two subsystems, such the two groups have in often the method for data
as a matrix organizational working together? How do gathering and planning
structure requiring an individual the subsystems get together? corrective actions.
or a group to have two reporting How do the subsystems get in Organization mirroring
lines. But more often this target each other’s way? How can meeting are used when three
consist of members of one they collaborate to improve or more groups are involved.
subsystem having common the performance of both Interview of each subsystem
problems and responsibilities with groups? Are goals, sub-goals, followed by a “sharing the
members of another subsystem areas of authority and data” meting or observation
such as production and responsibility clear? What do of interactions can be used.
maintenance overlaps , the members want it to be?
marketing and production
overlaps.

Dyads and/ or triads
Superior / Subordinate pairs,
interdependent peers, linking pins--
i.e., persons who have multiple
group memberships – all these are
subsystems worthy of analysis.
What is the quality of the
relationship? Do the parties
have the necessary skills for
task accomplishment? Are they
collaborative or competitive?
Are they effective as a
subsystem? Are they supportive
of each other?
Separate interviews followed
by a meeting of the parties to
view any discrepancies in the
interview data are often used.
Observation is an important
way to assess the dynamic
quality of the interaction.

Individuals All individuals within the Do people perform according to Interviews, information from
organization. the organization’s expectations? diagnostic meetings, or
How do they view their place problems identified by the HR
and performance? Do certain department are sources of
kinds of problem typically information. Self assessment is
arise? Do people meet another source.
standards and norms of the
organization? Do they need
particular knowledge, skills or
ability?
Roles
Between organization system
constituting a supra system
– this is the arena of Trans
organizational OD
A role is a set of behaviors Should the role behaviors be Usually information comes
enacted by a person as a added to, subtracted from observations,
result of occupying by a from, or changed? Is the interviews, role analysis
certain position within The role defined adequately? technique, a team
organization. All persons in What is the “fit” approach to
the organization have roles between person and “management by
requiring certain behaviors: role? Should the role objectives” career
administrative assistant, performer be given planning activities yield
supervisors, accountants, special skills and this information as an
scientists, custodians, knowledge? Is the right output.
executives, sales person for this role?
representatives.
An example is the system of law How do key people in each Organizational mirroring, or
and order in a region, segment of the supra developing lists of how
including local, county, state, system view the whole each group sees each
federal police or investigate and subparts? Are there other, is a common
and enforcement agencies, frictions of incongruities method of joint diagnosis.
courts, prisons, parole between subparts? Are Questionnaire and
agencies, prosecuting officers there high- performing interviews are useful. A
and grand juries. and low- performing Flowcharting critical
subunits? Why? process is useful.

Communication patterns, styles Who talks to whom, about what? Is communication directed Observations, especially in
and flows. Who initiates/ Is upward, down ward, meetings; Questionnaires
communication two-way or Literally? Are for large organizations;
one way? Is it top-down, communications filtered? interviews and
down- up, lateral? Does Why? How? Do discussions with group
information get to the right communications patterns members—all these
places in a timely manner? “fit” the jobs to be methods may be used.
accomplished? What is the Analysis of videotaped
“climate” of sessions is especially
communication? Is useful.
communication open or
closed?
Goal setting Setting task objectives and
determining criteria to
measure accomplishment of
the objectives should take
place at all organizational
levels.
Do people set goals? Who
participates? Do they
posses the necessary for
effective goal setting?
Are they able to set long-
range and short range
objectives? Are goals
achieved?
Observations, Questionnaires
and interviews are way
to masses goal-setting
ability of individuals and
groups within the
organization.

Decision making, Problem solving Evaluating alternatives and choosing Who makes Decisions? Are they Observations of Problem
and action planning a plan of action are integral effective? Are all available solving meetings at
and central functions for sources used? Are various organizational
organizations. They include additional decision levels are particularly
getting the necessary making, problem solving valuable in diagnosing
information, establishing skills needed? Are this process. Analysis of
priorities, evaluating organization members videotaped session is
alternatives and implementing satisfied with decision useful. Organizational
an alternative. making, problem solving records are valuable
process? sources.

Conflict resolution and Conflict__ interpersonal and Where does conflict exist? Who Interviews, third party
management intergroup___ frequently exists are the involved parties? Observation of group
in How is it being managed? meetings are common
Organization. Does the organization What are the systems methods to use.
have effective ways of dealing norms for dealing with
with conflict? conflict? Does reward
system promote conflict?
Managing interface relations.
Superior-subordinate relations
Technological and engineering
systems
Interfaces represent these
situations where two or more
groups face common
problems or overlapping
responsibility. This is most
often seen when two separate
groups are independently
related in achieving an
objective but have separate
accountability.
Formal authority in organizations
requires that some people lead
and others follow; these
situations are often a source of
organizational problems.
All organizations rely on multiple
technologies—for production
and operations, for
information processing, for
planning, for marketing etc., to
produce goods and services.
What is the nature of the
relations between two
groups? Are goals clear?
Is responsibility clear?
What major problems do
the two groups face?
What structural
conditions promote
effective interface
management?
What are the prevailing
leadership styles? What
problems arise between
superiors and
subordinates?
Are the technologies adequate
for satisfactory
performance? What is the
state of art and how does
this organization’s
technology compare with
that? Are changes in
technology needed?
Interviews, third party
Observation of group
meetings are common
methods for diagnosing
these processes.
Questionnaires show overall
leadership climate and
norms. Interviews and
Questionnaires reveal
desired leadership
behaviors.
Generally this area is not
within the expertise of the
OD consultant. He or she
must then seek help from
experts either inside the
organization or outside.
Interviews and group
discussions focused on
technology are among the
best ways to determine
the adequacy of
technological system.
Strategic Management and long Monitoring the environment, Who is responsible for looking Interviews of key policy
range planning or adding and deleting ahead And for making makers, group
vision/mission formulation “products”, predicting long range decisions? Do discussions, and
future events and making they have adequate tools examination of
decisions that affect the long and support? Have historical records give
term viability of the recent long range insights to his
organization must occur for decisions been effective? dimension.
the organization to remain What is the nature of
competitive and effective. current and future
Vision and mission establish environmental demands?
the framework for strategy. What are the unique
strengths and
competencies of the
organization? What are
the threats?
Organizational learning Learning from past successes and What are our strengths, problem Interviews, Questionnaires,
failures, from present “build areas? What observations, group methods of
spots” and from all ideas, suggestions are diagnosis, examination of
organizational members is available from all assumptions and culture;
essential to remain Organizational members? Does games exercise to create
competitive, vital, and to our present behavior awareness of
develop new programs. square with what we organizational learning
espouse? What are disabilities; examination
learning disabilities if this of defensive routines;
organization? Are the visioning including
present paradigms environmental analysis.
changing? What will the
new paradigms be like?
Are we recording our
philosophy, our learning,
our progress?