Od Seven Steps
U3.3- OD Seven Steps
MGMT-568
Tarleton State University
Dr. Dulin
16 October 2008 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. Planning Change 6. Intervention 7. Evaluation
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). 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). Intervention implements sets of actions designed to correct the problems or seize the opportunities (French & Bell, 1999). Evaluation
MGMT-568
Tarleton State University
Dr. Dulin
16 October 2008 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. Planning Change 6. Intervention 7. Evaluation
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). 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). Intervention implements sets of actions designed to correct the problems or seize the opportunities (French & Bell, 1999). Evaluation
References: French, W.L. & Bell, C.H. (1999). Organizational development: Behavioral science interventions for organizational improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall. Patton, K., Sengupta, S. & Hassan, L. (2005). “Settings, systems and organizational development: the Healthy Living and Working Model,” Oxford University Press Journal, 20(1), 81 ----------------------- Planning Change, Intervention and Evaluation Having developed a strategy, the focus should transfer to making sure that it delivers on the improvements intended and expected (Paton, Sengupta & Hassan, 2005). Diagnosis and Feedback The development of any strategy aimed at organizational improvement demands an assessment of the present situation (Paton, Sengupta & Hassan, 2005). Entry and Contracting All significant stakeholders are identified and offered genuine opportunities to be involved right from the start (Paton, Sengupta & Hassan, 2005). Organization Development Process