VALUES, ASSUMPTIONS AND

BELIEFS IN O D

Importance of values, assumptions and beliefs in O D

Set of values, assumptions and beliefs are integral part of O D

shaping the goals and methods of the field and distinguishing O D
from other interventions
These values and assumption have been developed from
research and theories by behavioral scientists and observations of
practicing managers
VALUES - Meaning
- Values are beliefs about what is desirable and good and what
is undesirable and bad

VALUES --

ASSUMPTIONS - Meaning
- Assumptions are beliefs that are regarded so valuable and
obviously correct that they are taken for granted and rarely
examined or questioned
BELIEFS Meaning
- A belief is a proposition about how world works that the
individual accept as true
THUS values, assumptions and beliefs are cognitive facts or
propositions with values being beliefs about good and bad and
assumption being strongly held and , relatively unexamined
beliefs accepted as truth

VALUES --

Values, assumptions and beliefs provide structure and

stability for people as they attempt to understand the
world around them
O D values tend to be humanistic
- These values proclaim the importance of individual,
respect of whole person, treat people with respect and
dignity
- View all people have potential of growth and
development

VALUES

-----

O D values tend to be optimistic

- These values presume that people are basically good
- Progress is possible and desirable in human affairs
- Rationality, reasons and goodwill are tools for making progress
O D values tend to be democratic
- These values assert the sanctity of individual, the right of people
to be free from arbitrary misuse of power
- Recognizes importance of fair and equitable treatment for all and
need for justice thru rule of law and due process

VALUES -----
a)

Evolution of O D
Warren Bennis In 1969 proposed that O D
practitioner share set of normative goals based on
their principles, which he said are:
Improvement in inter-personal competence
A shift in values so that human factors come to be
legitimate
Dev. of increased understanding between and within
groups in order to reduce tension

VALUES -----

Development of more effective team management so

that functional groups work more competently
Development of better methods of conflict resolution
Development of organic rather than mechanical
system. He clarified that mechanical system rely on
authority-obedience relationship while organic system
rely on mutual confidence and trust

VALUES ---b) Richard Beckhard (1969) described several

assumption and nature of functioning of
organization held by O D practitioners :
- The basic building blocks of an organization are
groups and therefore unit of change is group
rather than individual
- Relevant change goal is to reduce inappropriate
competition and development of more
collaborative condition
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VALUES ---The goal of healthy organization is to develop open

communication, mutual trust
- People affected by change must be allowed active
participation and sense of ownership
c) Robert Tannenbaum Sheldon values in transition as
under:
- Away from a view of people as essentially bad towards
a view of people as basically good
-

VALUES ----

Away from negative evaluation of individual towards

confirming them as valuable human being
Away from resisting and fearing individual differences
towards accepting and utilizing them
Away from distrusting people to trusting them
THESE values and assumption may not seem
profound today but in 1950 and 60 they represented a
radical departure from accepted beliefs and
assumption

THEORIES AND MANAGEMENT OF

ORGANIZATIONAL DEVELOPMENT

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This pertains to foundation of organization development

theories and practice
It deals with the aspect of art and science of O D theories,
which form the knowledge base on which O D is constructed
This knowledge base is used to plan and implement
effective change programs
The change programs are indeed a complicated process
and improves org. functioning

THEORIES ---

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Models and theories of planned change

The development of models of planned change
facilitated the development of OD
Models and theories depict the important features of
some phenomenon and variables and describe the
relationships among the variables
They help in understanding as to what happens and
how it happens in planned change

Theories---Do everything with your whole mind

and with your whole heart. If you
focus your rays of energy the way a
magnifying glass focuses the rays of
the sun, you will burn away every
problem, every obstacle before you.
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Theories ----Kurt Lewin

- Lewin introduced two idea about change that
have been influential for long time. These are
as follows:
The FIRST- idea states that what is occurring at
any point of time is a resultant in a field of
opposing forces
- That is, the status quo what is happening

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Theories ----- right now is the result of forces pushing in

opposing direction
- With the technique called the force field analysis
we can identify the major forces and then
develop action plans for moving the equilibrium
point in one direction or the other
Lewins SECOND - idea was a model of change
process itself. He suggested that change is a
three stage process
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Theories ----He explained three stages as:

a) Unfreezing
b) Moving to a new level of behavior
c) Refreezing the behavior
EDGAR SCHEIN
- Took this idea and improved it by
specifying the psychological mechanism
involved in each stage as shown below:

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Theories ----Unfreezing - creating motivation and

readiness to change through:
a) Disconfirmation or lack of confirmation
b) Creation of guilt or anxiety
c) Provision of psychological safety
2) Changing through cognitive restructuring
- Helping the client to see things, judge things
1)

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Theories ---Feel things and react to things differently

based on a new point of view obtained
through:
a) Identifying with a new model, mentor etc
b) Scanning the environment for new relevant
information
3) Re-freezing - helping the client to integrate
the new point of view into
-

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Theories ----a)
b)

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The total personality and self concept

Significant relationships
Another modification of Lewins model
- This was proposed by Ronald Lippit, Jeanne
Watson and Bruce Westly
- They expanded the three stage model into
seven stage- model representing consulting
process:

Theories ----Developing a need for change - correspond to

Lewins unfreezing phase
2) Establishing a change relationship
- In this phase a client system in need for help
and a change agent from outside the system
establish a working relationship
3) Clarifying or diagnosing the client systems problem
1)

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Theories ---4) Examining alternatives routes and goals;

establishing goals and intention of action
5) Transforming intentions into actual change
efforts
6) Generalizing and stabilizing change
7) Achieving a terminal relationship that is,
terminating the client consultant relationship
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Theories-----

1)

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Total system change

This is comprehensive change model
Ralph Kilmann in his book Managing beyond
the Quick Fix propounded this model
This model has five sequential stages:
Initiating the program
- Securing commitment from top management

Theories ------2) Diagnosing the problem

- Thorough analysis of the problems and situations
facing the organization
3) Scheduling the track
- Involve intervening in five critical leverage points
which are:
a) Culture track
- Enhances trust, communication, information sharing
and willingness to change

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Theories----b) Management skill track

- Provide all management personnel with new
ways of coping complex problems
c) Team building track
- Establishes cooperation organization- wide so
that complex problems can be addressed

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Theories---d) The strategy structure track

- Develops a completely new or a revised
strategic plans and align various divisions, works
groups, jobs and all resources with the new strategic
direction
e) The reward system track
- Establishes a performance based reward system that
sustains all improvements and uses of updated
management skills

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Theories----Kilmann tested his model in mighty organizations likeAT&T,Ford, GE, Xerox

and Eastman Kodak
- It received wider acceptance because of its being
comprehensive in nature and its identification of five
tracks as critical leverage points
- And also because of its having holistic view of
organizational change and development

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Theories---- The

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Burke-Litwin Model of Organizational

change
This model shows how to create first order and
second order change which they term as
transactional change and transformational
change
In first order change some features of the
organization change but fundamental of
organization remain the same

Theories----

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First order change are also called

Transactional, evolutionary, adaptive,
incremental and continuous change
In second order change nature of organization
is fundamentally and substantially altered
Second order change go by different levels
such as transformational, revolutionary, radical
changes

Theories----- First

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order change
Changing structure, management practices
and system causes change in work unit climate
which changes motivation in turn individual and
organizational performance
Transactional leadership is required to make
the change in organizational climate which
paves the way for transformational changes

Theories--- Second

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order change
In second order change targets are mission and
strategy leadership style and organizational
culture
Intervention directed towards these factors
transform the organization and cause a
permanent change in organizational culture
which produces changes in individual and
organizational performance

Theories---- Burke-Letwin

is a significance advance in
thinking about planned change
The O D practitioner map the change situation,
determine the kind of change required ei
transactional or transformational and then
target intervention towards factors of the
organization that produce the desired change

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Theories----

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Porras and Robertson Model of Organizational

Change
The basic premise of this model is that O D
intervention alter features of the work setting
causing change in individuals behavior which in
turn lead to individual and organizational
improvement
The work setting plays a central role in this
model and consists of four factors:

Theories---Organizing arrangements
- Goals, Strategies, Structure, Administrative
policies and procedures, rewards system and
ownership
2) Social factors
Culture, management style, interaction
processes, Informal patterns and individual
attitude
1)

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Theories-----3) Physical setting

- Space configuration, physical ambience,
interior design and architectural design
4) Technology
- Tools, equipment and machinery, Information
technology, Job design, work flow design,
technical expertise, technical procedures and
system
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