Comprehensive OD

Interventions
 Interventions
Getting the Whole System in the Room
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Conferences
Beckhard’s Confrontation Meeting
Real Time Strategic Change
Stream Analysis
Survey Feedback
Grid Organisation Development
Schein’s Cultural Analysis
Transorganisational Development
Getting the Whole System in the
Room
Getting all of the key actors of a complex
organisation or system together in a
– Team building,
– Future planning kind of session
Examples:
– Managers of all of the functional areas in a
business
– All of the librarians in a state or region plus the
director and staff of the state library system
etc.
Search Conferences and Future
Search Conferences
SC emerged with consulting practices in
Great Britain, Europe and Australia
FSC is largely an American phenomenon
Phases of SC:
– I: Environmental Appreciation
Changes in the world around us
Desirable and probable future

– II: System Analysis

History of the system
Analysis of the present system
Desirable future for the system

– III: Integration of System and Environment

Dealing with constraints
Strategies and action plans
 Search Conferences
2 – 2 ½ Day Event
Off site in a retreatlike setting
20 – 35 People
Idea to get the right system in the
room
Everything is out in the open,
aboveboard and shared publicly
 Future Search Conferences
“When people plan present actions,
by working backward from what is
really desired, they develop energy,
enthusiasm, optimism, and high
commitment”
A version of Weisbord’s FSC Model
consists of 10 steps
Beckhard’s Confrontation Meeting
Developed by Richard Beckhard
A one – day meeting of the entire
management of an org in which they
take a reading of their own
organizational health.
Real Time Strategic Change
Stream Analysis
A system for graphically displaying the problems
of an organization, examining the
interconnections between those problems,
identifying core problems and tracking corrective
actions to solve the problems.
Phase 1: Organizational work settings

Organizing arrangements
Social factors
Technology
Physical settings
Phase 2: Diagnosis of organization’s problems and
barriers to effectiveness.

Phase 3: A task force of representatives from all parts of

organization reviews the problems and barriers.

Phase 4: Categorization of each problem into one of the

streams. (stream charts)

Phase 5: Condensation of larger set of problems into

smaller sets of relatively unique issues
Phase 6: Interconnections between the problems are
identified.

Phase 7: Development of action plans for core issues

Action plans change the work settings, which leads to

changes in behavior, thus leads to organizational
improvements.
Survey Feedback
Process of systematically collecting data about the
system and feeding back the data for individuals and
groups at all levels of the organization to analyze,
interpret meanings, and design corrective action steps.
Step 1: Data are collected from all organization members.

Step 2: Data are fed back to top executive team and then
down through the hierarchy in functional teams.

Step 3: meetings are held between superiors and

subordinates at all levels where data is discussed wherein
a) subordinates are asked to help interpret the data
b) plans are made for making constructive changes
c) plans are made for the introduction of the data at the
next lower level.
* Most feedback meetings include a consultant
who has helped the superior to prepare for
that meeting and who serves as a resource person.
GRID ORGANIZATIONAL DEVELOPMENT
Developed by-Robert R.Blake and Jane S.Mouton

Focuses on skills, knowledge and processes for effectiveness at the

individual, group, inter-group and organization level.

Conducted by internal members who have been pre-trained in grid

concepts.

Uses the concept of Managerial Grid for examining their style.

Behavior science concepts and business logics are combined in the

six phases.
 Prephase-1
Week long grid seminar for selected managers.

In this seminar grid concepts, assessing managerial style,

developing team action skills, problem solving, critiquing and
communication skills are taught.

Advanced grid courses, instructor development seminars are

conducted.

Company decides whether to implement Grid OD program or not.

 The Six Phases
Phase 1-Managerial Grid
Attention is given to assessing
managerial styles, problem
solving, critiquing and
communication skills
Managers learn to become 9,9
managers.
Phase2-teamwork
development
Perfecting teamwork in the
organization through analysis
of team culture, traditions and
developing skills in problem
solving and planning.
Feedback given to manager.
 The Six Phases
Phase 3-Intergroup Phase4-Developing an
develop. ideal strategic
corporate model
Focus is on improving
inter-group relations. Goal here is to learn the
Groups analysis ideal concepts and the skills of
relationships, share them corporate logic and focus is
and then action plans are on corporate strategic
taken planning.
Operational plans for Top management designs
moving from actual to an ideal model which is
ideal state. tested, evaluated and
critiqued by all persons in
the organization.
 The Six Phases
Phase 5-Implemanting the
model.
Each logical component of the
corporation (profit centre,
product line, etc.) assigned a
planning team which ensures
that business move in line
with the ideal model.
A Coordinator is appointed to
act as a resource to the
planning team.
Phase 6-Systematic
Critique
In this phase result of the
program in all the phases are
measured ,critiqued and
evaluated.
This helps in knowing which
barriers still exits and must be
overcome, and what new
opportunities have developed.
SCHEINS CULTURAL ANALYSIS
Developed by Edgar Schein

Complex, probes deeply into the organization.

Not for every OD consultant nor for every client

organization.
 TRANSORGANIZATIONAL
DEVELOPMENT
Developed by Thomas Cummings

Transorganizational systems-

“ TS comprised of business alliances, network

alliances formed for such purpose as coordinating
services to the public. conducting joint research and
development or exchanging technology. Linkage
among members are loosely coupled or indirect.
power and leadership are dispersed”
 3 Phases
Phase 1-potential member
organizations are
identified
TD practitioners assist
members in forming
committee, establishing
criterion for membership and
serve as brokers to introduce
potential partners to each
other.
Phase 2-member
organization are
convened
Representatives from member
org. are brought together to
assess the desirability of
creating a TS. In these
conferences members share
perceptions ,ideas to
negotiate benefits, and to
develop action plan.
Phase 3-The TS is organized
TS practitioners help members create the roles,
structures, and mechanisms needed to coordinate
the collaborative efforts of TS members.
THANK YOU