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Questions and Answers
According to Acko, resolving a problem involves pretending to be objective in decision making and using heavily collected data.
False
Solvers of problems rely heavily on research-based scientific methods, techniques, and tools according to Acko.
True
The 'design' approach, as described by Acko, involves changing the nature and/or the environment of the entity in which the problem is embedded.
True
Acko identifies two different 'kinds of things' that can be done about problems: resolve and solve.
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Acko suggests that dissolving a problem is the same as selecting a course of action that yields an outcome that is good enough.
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Organizational development focuses solely on individual growth within the organization
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Single-loop learning is process-oriented and challenges the goals themselves
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OD practitioners act as facilitators, collaborators, and co-learners
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Top management support and involvement are not essential in organizational development
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Change in one part of the organization will not impact the entire organization
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Inter-group confrontation involves two groups confronting organizational issues beyond their expertise to increase awareness of each other's activities
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Role negotiation requires the help of a facilitator to change behavior on a quid pro quo basis
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Process consultation includes agenda-setting, coaching, counseling, communication patterns, and work allocation
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Team-building techniques are only suitable for established long-term groups and not for shorter-term project groups
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Short-term wins can help organizational transformations by undermining cynics and self-serving resistors
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OD is a short-term process for initiating and implementing planned change, involving only top management
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Lewin's three-phase model of change consists of Unfreezing, Moving, and Refreezing stages
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Pugh's principles suggest that organizations are simple organisms and all members operate in a single system
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Action research model of change includes stages: Confrontation, identification, evaluation, and action
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In the process-oriented approach in organizational development, it is important to persuade participants of the need for change and consider the implications for various groupings
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True or false: OD interventions should only focus on the impact on top management and new teams?
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True or false: An effective change agent does not need to have specific competencies like diagnosing causes and leading implementation?
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True or false: Beckhard and Harris introduced 'responsibility charging' to increase ambiguity in change tasks?
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True or false: Pugh designed an OD matrix to help with action planning, focusing on the type of change only?
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True or false: Organizational mirroring involves feedback from various organizational groups to the host group about its perceived actions and behavior?
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Study Notes
- Principle 4 in Organizational Development (OD) process: change is most acceptable when initiated with successful, confident individuals and groups.
- Develop an action plan is a crucial stage in OD process, marking the phase of transitioning from an organization's current state to its desired future state.
- Identify who will guide the planning and implementation of the change is essential in this stage of the OD process.
- Define what exactly needs to change to achieve the vision is important.
- Where and at what level intervention should take place needs consideration.
- An effective change agent requires specific competencies, such as: help define the problem, diagnose causes, offer alternatives, lead implementation, and transmit learning.
- Beckhard and Harris introduced 'responsibility charging,' a technique to clarify required behaviors for change tasks and reduce ambiguity.
- Pugh designed an OD matrix to help with action planning, focusing on the type and level of change needed.
- OD interventions should consider the impact on different organizational subsystems, such as top management, management-ready systems, hurting systems, new teams, and support structures.
- Effective action plans should be relevant, specific, integrated, chronological, adaptable, and aligned with change goals and priorities.
- Surveys can be used to assess attitudes and morale and provide modifications to the action plan or implementation methods.
- Organizational mirroring involves feedback from various organizational groups to the host group about its perceived actions and behavior.
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Description
Explore the process-oriented approach within organizational development, focusing on changing behaviors, structures, and cultures within the workplace. Understand the involvement of individuals, the issues to be addressed, and the facilitation of organizational change.
