2. Operational component of OD
Model of OD-action research
• A basic model underlying most OD activities is the action
research model- a data based, problem solving model that
replicates the steps involved in the scientific method of inquiry.
• The action research model focuses on planned changes as a
cyclical process involving collaboration between organizational
members and OD practitioners.
Emphasis on data gathering and diagnosis prior to action
planning and implementation.
Careful evaluation of research after the action is taken.
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3. Features of action research
• Problem focused: Begins with a problem drawn from the field. The
response to the inadequacy of scientific research was action research,
always begin with a problem.
• Action oriented: focuses not only on maximizing the knowledge of a
phenomenon, but also attempt to take concrete actions to change the
situation.
• Cyclical process: the iterative process starts with problem
identifications and ends with action taking. The second cycle begins
with the evaluation of the result and a reassessment of the problem.
• Collaborative: it is the process in which both the researchers and
employees contribute their joint expertise.
• Experimental: being an organic or cyclical process involves the
introduction of a change, examination of its effects and modification
of a change. Action research emphasis the power of learning by doing,
experimentation being a primary route towards its attainment.
• Tackle future problems: it is a self critical approach that calls on both
client and consultant to examine their actions and assumption.
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4. Process of action research
Data Gathering
Identifying or
defining a problem
Evaluating Purpose Analysis and
Studying the • Indl & orgnl
consequences of the Interpretation
learning
action Ascription of
• Solving
meaning to the data
problems
• Bringing
about change
Action Taking Action Planning
Selecting a course of Considering alternative
action course of action
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5. • Data gathering: from a preliminary understanding of the problem, one has to
move towards an understanding of the causes, symptoms and outcomes of
the problem.
• Analysis: the analysis phase involves making sense of the data gathered and
interpreting the meaning.
• Action taking: this stage is the actual response to the problem. In this, the
critical role of the action researcher is anticipating unforeseen consequences
of the action taken and planning for them.
• Action planning: this is the critical phase of this research. Alternative plans of
action need to be generated and their potential impact assessed.
• Evaluation: this phase consists of reassessment of the problem. The current
state of the problem is examined and the impact of the action is evaluated.
Mid-course corrections, if necessary, are initiated.
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6. Role of the action researcher
• Critical functions that need to be performed by
the action researcher are explained below:
– Problem definition: as action research starts with a
problem, the problem needs to be accurately
diagnosed. In most cases the action researcher has a
preliminary diagnosis of the problem by the client
to start with.
– Study design: the action researcher has specialized
knowledge with regards to the understanding of
organizational systems, structures, and processes as
well as the research process.
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7. – Data collection and analysis: as mentioned earlier , it is a cyclical process
moving through various stages from problem diagnosis, information
gathering, analysis and interpretation to action taking. Data needs to be
collected and analyzed in order to decide on the appropriate
interventions to be effected.
– Interpretation: interpretation of the data collected and analyzed involves
the ascription of meaning to it. The nature of the meaning can come both
from the action researcher, an expert in applied behavioural science, and
the concerned organizational member who have an in-depth
understanding of the system and how individuals perceive phenomena.
– Action taking: based on action taken, intervention in the client system
needs to be planned and executed. This may vary from extremes to
complete client domination to full collaboration. However, it may be
fruitful to take a middle path so that the client’s understanding of the
system is clubbed with the external expertise of the consultant in
planning and designing interventions.
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8. Characteristics/competencies
1. OD focuses on development of organizational culture.
2. OD focuses on overall development of organization and
individuals with win-win strategy.
3. It relies heavily on action research.
4. It deals with improvement of on going processes.
5. OD focuses on total system change and views
organization as complex social system.
6. Delegation of authority, empowerment, and quality of
work life a sense of autonomy are the hallmark of OD
programme.
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9. 7. OD practitioners are facilitators and collaborators. Their
assistance in identification of problem areas, arriving at
a solution, implementation and feedback is necessary.
Their services are valuable.
8. OD is characterized by study and development of
multiethnic culture that is supportive of work ethics.
People with diverse value system, culture, and interests
should be able to work effectively under one roof and
achieve cordial relationship with fellow employees. It
should be able to help achieve organizational
effectiveness.
9. Organizational development is a joint responsibility of
owners, employees, investors’ society, government
agencies and consumers. It must be understood that the
organizations exist for all of them.
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10. Foundation of OD
Phases of OD
• Organizational Development (OD) programs follow a
logical progression of events- a series of phases that
unfolds over time; an important part of managing an OD
program as well is to execute each phase well (French &
Bell, 1999). Warner Burke describes seven phases of OD
programs as;
1.Entry
2.Contracting
3.Diagnosing
4.Feedback
5.PlanningChange
6.Intervention
7.Evaluation
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11. • Entry represents the initial contact between
consultant and client; exploring the situation
that led the client to seek a consultant; and
determining whether the problem or
opportunity, the client, and the consultant
constitute a good match (French & Bell, 1999).
• Contracting involves establishing mutual
expectations; reaching agreement on
expenditures of time, money, resources and
energy; and generally clarifying what each party
expects to get from the other and give to the
other (French & Bell, 1999).
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12. • Diagnosing is the fact-finding phase, which produces a
picture of the situation through interviews, observations,
questionnaires, examination of organization documents
and information, and the like; Burke observes that the
diagnostic phase has two steps- gathering information
and analyzing it (French & Bell, 1999).
• Feedback represents returning the analyzed information
to the client system; the clients exploring the
information for understanding, clarification, and
accuracy; and the clients owning the data, their picture
of the situation, and their problems and opportunities
(French & Bell, 1999).
• Planning Change involves the clients deciding what
action steps to take based on the information they have
just learned; alternative possibilities are explored and
critiqued (French & Bell, 1999).
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