Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.

1. By
Dr. Kiran Kumar Thoti
OD- Module 2

6. OD stages

7. What is Diagnosis?
 Systematic approach to understand present state
of organization.
 Specifies nature of problem and causes.
 Provides basis for selecting strategies.
 Involves systematic analysis of data.

8. Critical Issues in Diagnosis
 Simplicity.
 Visibility.
 Involvement.
 Primary factors.
 Measure what’s important.
 Sense of urgency.

9. The Process
Diagnosis is cyclical process involving
 Data gathering.
 Identification of problem areas.
 Interpretation.
 Potential action programs.

10. Steps in Diagnosis
Step 1: Tentative problem identified.
Step 2: Collect data.
Step 3: Analyze data.
Step 4: Feedback data.
Step 5: More data needed?
Step 6: Problem areas identified.
Step 7: Is client motivated?
Step 8: Diagnosis and work on problem.
Step 9: Monitor and assess results.

12. Diagnosing Problem Areas
 Identification of areas for improvement.
 Assess current performance and desired level of
quality.
 Provides information that allows for faster-
reacting organization.
Analyzes data on organization’s:
 Structure.
 Administration.
 Interaction.
 Procedures.
 Interfaces.
 Other elements.

17. Action Research
 Action research is either research initiated to
solve an immediate problem or a reflective
process of progressive problem solving led by
individuals working with others in teams or as part
of a "community of practice" to improve the way
they address issues and solve problems.
 There are two types of action
research: participatory action research and
practical action research.
 Denscombe (2010, p. 6) writes that an action
research strategy's purpose is to solve a
particular problem and to produce guidelines for
best practice.

18. Systems Model of Action-Research
Process

19. Action Research Model
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing2-19
Feedback to Client
Data gathering after
action
Problem Identification
Joint action planning
Consultation with a
behavioral scientist
Data gathering &
preliminary diagnosis
Joint diagnosis
Action

20. Contemporary Approaches to
Planned Change
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing2-20
Choose Positive
Subjects
Collect Positive
Stories with Broad
Participation
Develop a Vision with
Broad Participation
Develop Action
Plans
Evaluate
Examine Data and
Develop Possibility
Propositions

21. OD interventions
 OD interventions are plans or programs comprised of
specific activities designed to effect change in some facet
of an organization.
 OD interventions can be categorized in a number of
ways, including function, the type of group for which they
are intended, or the industry to which they apply.
 In fact, W.L. French identified 13 major "families" of
interventions based on the type of activities that they
included—activity groups included teambuilding, survey
feedback, structural change, and career-planning.
 OD interventions aim at improving organizational
performance and employees’ well being.

22. Contd..
 According to Robbins (1994), OD integrates a collection of
planned change interventions that relies on humanistic and
democratic values, aimed at improving organizational
effectiveness, and employees’ well being.
 OD interventions rely on the following values: respect for
people, trust and support, power equalization, confrontation
and participation.
 Kormanik (2005) proposes a classification of OD
interventions in 6 groups: large scale, strategic, techno
structural, management and leadership development, team
development and group processes, and individual and
interpersonal processes.

23. Intervention Classification &
Types
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing9-23
 Human Process Interventions
 Techno structural Interventions
 Human Resources Management Interventions
 Strategic Interventions

24. Human Process Interventions
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing9-24
 T-Groups
 Process Consultation and Team Building
 Third-party Interventions (Conflict Resolution)
 Organization Confrontation Meeting
 Intergroup Relationships
 Large-group Interventions
 Grid Organization Development

26. Techno-structural Interventions

27. Techno-structural Interventions
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing9-27
 Structural Design
 Downsizing
 Reengineering
 Employee Involvement
 Work Design

28. Human Resources Management
Interventions
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing9-28
 Goal Setting
 Performance Appraisal
 Reward Systems
 Career Planning and Development
 Managing Work Force Diversity
 Employee Wellness

30. Strategic Interventions
Cummings & Worley, 7e (c) 2001 South-
Western College Publishing9-30
 Integrated Strategic Change
 Transorganization Development
 Mergers and Acquisitions
 Culture Change
 Self-designing Organizations
 Organization Learning and Knowledge
Management

32. Any Questions????