: ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT

Mr. PAUL F MARO

Assistant Lecturer
Mzumbe University
Mobile: 0742281957
Email: [Link]@[Link]
OrganizatiOnal DevelOpment
A planned systematic process in
which applied behavioral science
principles and practices are
introduced into an ongoing
organization towards the goals of
effecting organizational
improvement, greater
organizational competence, and
greater organizational
effectiveness. French and Bell
(1990)
 OD cont….

a p l a n n e d , s y s t e m i c e ff o r t t o
i m p r o v e a n o r g a n i z a t i o n ’s
effectiveness, capacity, and
adaptability through changes in
policies, processes, structures,
and people.
It is driven by data, guided by
leadership, and often facilitated
by OD professionals using
behavioral science principles.
 Origins of OD
The origin of OD can be traced to the work of
Kurt Lewin (1947, 1951), who developed the
concept of group dynamics (the phrase was
first coined in 1939). Group dynamics is
concerned with the ways in which groups
evolve and how people in groups behave and
interact.
 Change
Change management
The change process starts
with an awareness of the
need for change.
Change can be bucketed into
two main categories:
Incremental and
Transformational.
Incremental change is
easier to implement
successfully.
 Incremental & Transformational
change
• Incremental change refers to small,
gradual, and continuous improvements
made within an organization over time.

• Transformational- is a fundamental,
r ad i c al s h i f t i n h o w an o r g an i z at i o n
operates, typically affecting its strategy,
structure, culture, and people.
 Types of Change
There are two types of Change;
• Strategic Change.
• Operational Change
 Strategic change.
• Strategic change is concerned with organizational
transformation. It deals with broad, long-term and
organization-wide issues. It is about moving to a
future state, which has been defined generally in
terms of strategic vision and scope. It will cover
the purpose and mission of the organiza- tion, its
corporate philosophy on such matters as growth,
quality, innovation and values concerning people,
the customer needs served and the technologies
employed.
 OperatiOnal change

Operational change relates to new systems,

procedures, structures or technology which
will have an immediate effect on working
arrangements within a part of the organization.
But their impact on people can be more
significant than broader strategic change and
they have to be handled just as carefully.
 Why people resist change

• People resist change because it is seen as a

threat to familiar patterns of behavior as well
as to status and financial rewards. Joan
Woodward (1968) made this point clearly:
Economic fears – loss of money, threats to job security.
Inconvenience – the change will make life more difficult.
Uncertainty – change can be worrying because of uncertainty
about its likely impact.
Symbolic fears – a small change that may affect some
treasured symbol, such as a separate office or a reserved
parking space.
Threat to interpersonal relationships – anything that disrupts
the customary social relationships and standards of the
group will be resisted.
Threat to status or skill – the change is perceived as reducing
the status of individuals or as de-skilling them.
Competence fears – concern about the ability to cope with
new demands or to acquire new skills.
 Change models
The best-known change models are those
developed by Lewin (1951) and Beckhard
(1969). But other important contributions to an
understanding of the mechanisms for change
have been made by Thurley (1979), Quinn
(1980), Nadler and Tushman (1980), Bandura
(1986) and Beer et al (1990).
 Unfreezing – altering the present stable
equilibrium which supports existing
behaviors and attitudes.
Kurt Lewin
T h e b a s i c
mechanisms for Changing – developing new
managing change, responses based on new
information.
according to
Lewin (1951), Refreezing – stabilizing the change
are as follows: by introducing the new responses
into the personal i t i es of t hose
concerned.
 BeckharD

According to Beckhard (1969), a change programme

should incorporate the following processes:
● setting goals and defining the future state or
organizational conditions desired after the change;
diagnosing the present condition in relation to these
goals;
● defining the transition state activities and
commitments required to meet the future state;
● developing strate gies and action plans for
managing this transition in the light of an analysis of
the factors likely to affect the introduction of change.
 thurley
Thurley (1979) described the following five approaches to managing
change:
● Directive – the imposition of change in crisis situations or when
o t h er met h o ds h a ve f a i l ed. Th i s i s do n e by t h e e x e r c i s e o f
managerial power without consulta-tion.
● Bargained – this approach recognizes that power is shared between
the employer and the employee and that change requires negotiation,
compromise and agreement before being implemented.
● ‘Hearts and minds’ – an all-embracing thrust to change the attitudes,
values and beliefs of the whole workforce. This ‘normative’ approach
(ie one that starts from a definition of what management thinks is
right or ‘normal’)
● Analytical – a theoretical approach to the change process using
models of change such as those described above. It proceeds
sequentially from the analysis and diagnosis of the situation,
through the setting of objectives, the design of the change process,
the evaluation of the results and, finally, the determination of the
objectives for the next stage in the change process.
● Action-based – this recognizes that the way managers behave in
practice bears little resemblance to the analytical, theoretical model.
The distinction between managerial thought and managerial action
blurs in practice to the point of invisi- bility.
 Quinn

According to Quinn (1980), the approach to strategic

change is characterized as a process of artfully blending
‘formal analysis, behavioural techniques and power
poli- tics to bring about cohesive step-by-step
movement towards ends which were initially conceived,
but which are constantly refined and reshaped as new
informa- tion appears. Their integrating methodology
can best be described as “logical incre- mentation”.’
Quinn emphasizes that it is necessary to:
● create awareness and commitment incrementally;
● broaden political support;
● manage coalitions;
● empower champions.
 BanDura

The ways in which people change were described by

Bandura (1986) as follows:
1. People make conscious choices about their
behaviours.
2. The information people use to make their choices
comes from their environ- ment.
3. Their choices are based upon:
– the things that are important to them;
– the views they have about their own abilities to behave
in certain ways;
the consequences they think will accrue to whatever
behaviour they decide to engage in.
 BanDura..
For those concerned in change management, the implications
of this theory are that:
● the tighter the link between a particular behaviour and a
particular outcome, the more likely it is that we will engage
in that behaviour;
● the more desirable the outcome, the more likely it is that
we will engage in behav- iour that we believe will lead to it;
● the more confident we are that we can actually assume a
new behaviour, the more likely we are to try it.
To change people’s behaviour, therefore, we have first to
change the environment within which they work, secondly,
convince them that the new behaviour is some- thing they
can accomplish (training is important) and, thirdly,
persuade them that it will lead to an outcome that they will
value. None of these steps is easy.
 kOtter'S 8-Step mODel
• 1. Create urgency
• 2. Build guiding coalition
• 3. Develop vision and strategy
• 4. Communicate the vision
• 5. Empower action
• 6. Generate short-term wins
• 7. Sustain acceleration
• 8. Institute change
 aDkar mODel
• A: Awareness
• D: Desire
• K: Knowledge
• A: Ability
• R: Reinforcement
• • Focuses on individual transitions
 mckinSey 7-S FramewOrk
• • Strategy, Structure, Systems,
Shared Values, Style, Staff, Skills
• • Alignment is key during change
Overcoming resistance to change
• Class activity