How would you define “organizational development?”
Organization development (OD) can be defined as a planned and concise effort to implement changes at different levels (or rather all levels) of the company aimed at improving the company’s “ability to survive” and making the company competitive and flexible in the contemporary business world (Brown, 2011, p. 4). Importantly, OD should be properly planned and it should affect all levels of the company. It should also be properly managed and guided from the top. It should aim for the organization’s health and competitiveness. It is also acknowledged that organizational development can be held effectively with the use of behavioral science knowledge.
Why do people/organizations resist change; and what does resistance look like in action?
It is strongly believed in lots of organizations that successful actions are undertaken in the past can help the company remain successful. In other words, if something works well, one should follow the pattern and change nothing; otherwise, this can lead to destruction. Brown (2011) mentions the concept of entropy, i.e. the belief that if something is organized it should be maintained. Thus, it is necessary to resist corporate entropy as changes are crucial for the modern business world.
Notably, resistance to change can take different forms. Employees can reveal their dissatisfaction and there can be lots of conflicts within the organization. Resistance is also apparent when there are lots of dismissals and resignations or transfers.
Describe three of the major diagnostic models and techniques used in OD programs
Brown (2011) briefly analyzes three diagnostic models. The difference- integration model, which is also referred to as the analytical model, focuses on the analytical diagnosis. The practitioner analyzes departments in terms of several dimensions, i.e. the structure of departments, time orientation of organization’s members, the interpersonal orientation of members, and members’ “orientation toward goals” (Brown, 2011, p. 128).
The second model is the sociotechnical-systems model. This model focuses on the interaction between people and technology. It is believed that teams can be supplied with the necessary technology which will enable them to work and cooperate with other teams effectively. The third model is the force-field analysis model, which focuses on identifying forces that are driving the change and resisting forces.
What are “process interventions”? List three and give brief descriptions of each intervention
Process interventions are skills of organizational development used by an OD professional to help different groups work more effectively. Process interventions are aimed at helping employees work effectively and cooperate properly. There are different types of process interventions. One of them is clarifying and summarizing, which helps resolve different misunderstandings during discussions. “Providing support, coaching, and counseling” is another type of process interventions aimed at effective work of groups and it focuses on guiding employees, encouraging them to develop solutions to problems (Brown, 2011, p. 205). Structural suggestions can also be effective as the practitioner suggests how to improve the structure of the department or allocate tasks and responsibilities.
What are the six key skills OD practitioners need to have; and of the six, which two do you feel are most important and why?
Six key skills successful OD practitioners should have are leadership skills, project management skills, personal skills, interpersonal skills, communication skills, and problem-solving skills (Brown, 2011, p. 96). Admittedly, all of these skills are crucial. However, it is possible to note that such skills as leadership, problem-solving, and communication skills are of paramount importance as a successful OD practitioner should be an inspiring leader who can make employees believe in change. OD practitioners should also be able to solve numerous problems that occur in the process of change. Finally, an OD practitioner should be able to communicate with people to make sure they understand him/her.
Reference List
Brown, D. (2011). An experiential approach to organization development. Upper Saddle River, NJ: Pearson/Prentice Hall.