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Research paper on organizational development
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Change through organizational development
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Appreciative Inquiry vs. Traditional Approach
Traditional organizational approaches to organizational development emerged from behavioral research undertaken after World War II. That research led to the development in the late 1940’s and 1950’s of behavioral development strategies such as sensitivity training, survey feedback, socio-technical systems, and quality management.
During the 1950’s, researchers and managers began to utilize different elements of the various behavioral development strategies to create more comprehensive processes for planning and executing change in organizations. Models such as Lewin’s 3 step planned change model and Action Research constituted some of the traditional forms of organizational development.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Brown, D. & Harvey, D. (2006). An experiential approach to organization development. (seventh edition). Upper Saddle River, NJ: Pearson Prentice Hall.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
... participation, invest in training or development opportunities, and they have the attitude “if it is not broken, do not fix it” which may make the organization less likely to thrive and succeed in the changing environment, as other organizations who have taken on the role of learning organizations. This writer would recommend to the organizational leaders to look at adopting a organizational learning environment, to not only benefit the existing organization and its staff members.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
Training and development are important asset to an organization. A lack of training can have many negative consequences on an organization. Employees are the key component in the success of a business. When employees are unhappy with their job, they are less motivated to be productive. This loss of productivity leads to loss profits and over moral within the company. Employees need to know that their personal values are important to the organization. Their reactions are important when the corporation is in the process of making changes and decisions. In the textbook, Crafting and Executing Strategy, Thompson, Strickland and Gamble (2012) state “No company can hope to perform the activities required for successful strategy execution without attracting and retaining talented managers and employees with suitable skills and intellectual capital” (p.332).
A theoretical framework provides guidance as a project evolves. The end results will determine whether the knowledge learned from implementing a project should create a change in practice (Sinclair, 2007). In this project is relied on the Kurt Lewin’s Change Theory. Burnes (2004) states that despite the fact that Lewin built up this three-step model more than 60 years prior, it keeps on being a commonly referred framework to support effective change projects. The three steps are unfreezing, moving and refreezing. Lewin decided in Step 1, unfreezing, that human conduct is held in balance by driving and limiting powers. He trusted this equilibrium should be disrupted with the end goal for change to happen (Burnes, 2004). Step 2 or moving, includes learning. Learning incorporates knowledge of what the conceivable alternatives are and proceeding onward from past practices to new practices which will...
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
Jones, Gareth R. (2013), Organizational Theory, Design, and Change, Seventh Edition, Upper Saddle River, New Jersey: Pearson Education, Inc.
Unlike many behavioral approaches to change, AI does not focus on changing people. Instead, it invites people to engage in building the kinds of organizations and communities that they want to work and live in. (Mohy & Watkins, p. 4)
French, W. L., & Bell, C. (1999). Organization development: behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...
Cummings, T. G. (2008). Organizational Development Diagnosis. Handbook of organization development (pp. 137-147). Los Angeles: SAGE Publications.
Inquiry is an interactive way of learning. Students are actively engaged in their studies. Inquiry involves student-centered activities focusing on questioning, exploring, and posing explanations. The goal of inquiry is to introduce a new way of learning where students can learn about the world around them through active engagement in real-life examples. Inquiry based learning can be incorporated into all academic subjects throughout the curriculum. Science could possibly be the most effective subject to incorporate inquiry.