Overview of action learning and od adlt 625

Welcome to Change Strategies for

Human Resource Development Practitioners

ADLT 625 – Spring Semester 2011

Dr. Terry Carter

Agenda

• Introductions• Overview of the Course Syllabi and

Assignments• Use of Blogs and the Wiki (

http://changestrategies2011.pbworks.com)

• Hopes, Desires, and Expectations• An Intro to Organization

Development

OD the Nature of Organizational Change

• What do we mean by OD?– Planned change– Involves the total system– Supported by top management– Design to increase organizational

effectiveness

How Do You Know When an Organization is

Ready for Change?

The Learning Curve for Organizational Development

Characteristics of OD Efforts

Significant Shifts in Organizational Dynamics and Management Since 1969 …

From To • Growth • Moderate speed• Moderate complexity• Strategic planning• Consultant jargon• Management• Unilateral, top-down

management• Little concern for ethics• Micro perspective

• Consolidation• Warp speed• High complexity• Strategic implementation• Popular, accepted

concepts• Leadership• Multilateral, participative

management• High concern for ethics• Macro perspective on

change

The Action Research Model for Change

Perception of Problem

Data Gathering and Diagnosis by Consultant

Feedback to Key Client Group

Joint action planning

New strategies or actions taken

The OD History Tree

Theoretical Roots

Comparison of OD and OT

OD Traditional Data Collection and Feedback Methods

OT Whole- System I nteractive Change Events

Theory Base Action research

Open systems theory

Purpose I mproved organizational eff ectiveness

Alignment around a strategic direction, work redesign, system-wide issues

Data Base Source Availability

I nternal to organization Limited to units

Organization and external

stakeholders Widely shared

Responsibility

Driven by senior management Broadly shared by senior management with the whole system

Comparison of OD and OT

ODTraditional Data Collectionand Feedback Methods

OTWhole- System I nteractive ChangeEvents

Time Slow: Waterfall process bylevel

Fast: Rapid response to data

ConsultantRole

Central to: Data collection Data interpretation Data feedback process

Structures and facilitates: Data collection Data analysis Action taking

ChangePotential

Sequential incremental change Simultaneous fundamental change