1.
Een interpretatie van
Organization Development (1992)
W. Warner Burke
A Rough Guide To Organizational
Development

2.
Goals
 Burke: to provide an overview of the field of
organization development (OD)
 Alexander: Cherry picked to create an overview of
Burke

3.
Ch. 1 What is organization development?
 Used methodology:
 Action research model
 Diagnosis: interviews, observations, analyze and organize data
 Feedback: Report back
 Discussion: Analyze meaning of data, plan next steps
 Action: Take those steps

4.
Ch. 1 What is organization development?
 Three criteria for OD:
 Actual and perceived need for change (client)
 Client involvement in planning and implementation of
change
 Lead to change in the organizations culture

5.
Ch. 1 What is organization development?
Inspirerende quotes:
 Organization development is a process of fundamental
change in an organizations culture
 Not only good rapport, but also a sound basis of trust to
discover the essence of organizational culture
 OD is a process of bringing to the surface those implicit
behavioural patterns that are helping and hindering
development.

6.
Ch. 1 What is organization
development?
 Your role always starts as a facilitator
 Then two camps:
 The contingent camp
 Only facilitate change
 The normative camp
 The consultant should recommend specific directions for change

7.
Ch. 3 Where did OD come from?
 Not birth, but evolution
 Three precursors:
 Sensitivity training
 Group learning (NTL), team building
 Sociotechnical systems
 O.D. considers both the social system as the technical system
 Survey feedback
 Questionnaire, feedback in phases, give meaning

8.
Ch. 3 Where did OD come from?
 Theoretical roots

9.
Ch. 3 Where did OD come from?
 Theoretical roots (2)
 Expectancy theory
 People will be highly motivated when they believe that
their behaviour will lead to certain rewards, that these
rewards are worthwhile and valuable and that they are
able to reach them
 Job satisfaction
 Experienced meaningfulness of the work itself
 Experienced responsibility for the work and outcomes
 Knowledge of results or performance feedback

10.
Ch. 3 Where did OD come from?
Theoretical roots (3)

11.
Ch. 3 Where did OD come from?
 Theoretical roots (4)
 The group as the focus of change
 Behaviour: personality (= motivation and needs) X
environment
 Perception of environment is key
 Imposed vs. own forces
 Force field analysis tot identify the counterbalancing
forces
 Focus on reducing intensity of the restraining forces

12.
Ch. 3 Where did OD come from?
Theoretical roots (5)

13.
Ch. 3 Where did OD come from?
 Theoretical roots (6)
 Group assumptions - Bion
 Participative management – Likert
 The contingency theory – Lawrence and Lorsch
 The organization as a family - Levinson

14.
Ch. 4 Organization development as
process of change

15.
Ch. 5 Defining the client: A different
perspective
 Categories of clients:
 Contact clients: first contact
 Intermediate agents: early stages
 Primary clients: own a problem for which help is
requested
 Ultimate clients: may not be directly involved, but must
be considered
 Burke: “I think of my client as the relationship
between individuals and units within and related to
the system”.

16.
Ch. 6 Understanding organizations: the
process of Diagnosis
 Models help to organize and systemize the potentially
confusing masses of data

17.
Ch. 6 Understanding organizations: the
process of Diagnosis

18.
Ch. 7
The Burke-Litwin Model of
Organizational Performance and Change
 Causal model
Causes:
Organizational conditions (internal and external)

Effect: Performance

19.
The Burke-Litwin Model of
Organizational Performance and Change
 Clear distinction between transformational and
transactional dynamics.
 Climate vs. Culture
 Short term vs. Long term

20.
The Burke-Litwin Model of
Organizational Performance and Change

21.
Ch.8 Planning and Managing Change
 Present state  Transitions state  Future State
 Quizvraag:
 Unfreezing  Changing  Refreezing
 Simply entering a human system to conduct a
diagnosis is an intervention.
 3 criteria for intervention:
 Valid and useful information
 Free choice
 Internal commitment

22.
Ch.8 Planning and Managing Change
Phases of change
 Planning
 Generate need
 Determine
future states
 Address
organizational
power and
political
dynamics
 Managing
 Disengage
 Organize
transition
management
teams
 Involvement
 Multiple levers
 Feedback
 Create symbols
and language
 Stabilizing
 Utilize
reward
systems
 Deploy
guardians
of the new
way

23.
Ch.8 Planning and Managing Change
Planning change
 No pain, no change
 Unless enough key people in the organization feel a real
need for change, non is likely to occur, at least none that
is planned and managed.

24.
Ch.8 Planning and Managing Change
Planning change
 Two ways of generating readiness for change
 Contrast recent information with where the organization
was supposed to be by this time.
 Develop a more desirable future state.
 Principle of homeostasis from a discrepancy.

25.
Ch.8 Planning and Managing Change
Planning change
 Leadership:
 Plan for the future in place
 Communicate the plan adequately
 Generate support with the organization
 Formal vs. Informal leaders
 The political process:
 “How will the change affect me?”

26.
Ch.8 Planning and Managing Change
Managing the change process
 Change is sloppy – people never do exactly as we plan.
 Murphy’s law – if anything can go wrong, it will.
 Helpful principles and guidelines:
 Disengagement from the past
 Unfinished business
 Pride
 Communication

27.
Ch.8 Planning and Managing Change
 Managing the change process
 Organize transitions management teams
 Involvement
 Focus on group level change
 Many paths lead to Rome
 Multiple leverage or systems
 Feedback
 Symbols and language
 Stabilizing the change

28.
Ch.8 Planning and Managing Change
Theory about culture change
 Values
 Attitudes
 Behaviour

29.
Ch.8 Planning and Managing Change
Measuring Progress of the Change Effort
 Four ways to tell:
 The nature of problems has changed
 Complaints about the change progress (meta grumbles)
 Issues, concerns and progress reports become part of
the agenda for regular meetings
 Special events held from time to time that assess
progress of the change effort

30.
Ch. 9 Does OD work
Possible pressures to evaluation
 The manager or decision maker:
 Not necessary or not scientifically measured
 The organization members
 Takes too much valuable time
 The consultant or researcher might be interested in
other factors than the client

31.
Ch. 9 Does OD work
Reasons for conduction the evaluation phase:
 Forces the objectives of the change effort
 Clarification of the change outcomes
 Clarification how to be measured
 Forces specify about implementations
 Helps signal many of the problems and obstacles to be
anticipated
 Facilitates planning for next steps if organizational
improvement

32.
Ch. 10 The OD consultant
 Marginality
 Technical vs. Process orientated
 Activities boundary and membership boundary
 Loneliness and anxiety
 Joining helps
 Staying removed helps
 Both lessen effectiveness as a consultant

33.
Ch. 10 The OD consultant
Consultants abilities
 Tolerate ambiguity
 Influence
 Confront difficult issues
 Support and nurture others
 Listen well and empathize
 Recognize one’s own feelings and intuitions quickly
 Conceptualize
 Discover and mobilize human energy
 Teach or create learning opportunities
 Maintain a sense of humour