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10 Implementation: Organizational Level

Gary McLean Berrett-Koehler Publishers PDF

248

OVERVIEW At the organizational level, the most important interventions improve strategic thinking and strategic alignment. Important OD contributions to this process included in this chapter are organization design; company-wide survey; learning organization; organizational learning; culture change; accountability and reward systems; succession planning; valuing differences/diversity; mission, vision, values, and philosophy development; strategic planning; large-scale interactive events; open systems mapping; future search; and open space technology meetings.

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e turn now to those interventions that are intended to impact the whole organization. As recognized in Chapter 5, however, within systems theory, all of the levels covered in the preceding chapters also impact the whole organization in some way. Although I have categorized the interventions to fit into different levels of targets of impact, the distinction in levels (and thus in these chapters) is somewhat artificial.

Implementation targeted specifically at the organizational level is one more aspect of the implementation phase, as identified in Figure 10.1.

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Contents

Gary McLean Berrett-Koehler Publishers PDF
Medium 9781576753132

1 What Is Organization Development?

Gary McLean Berrett-Koehler Publishers PDF

2

OVERVIEW This chapter presents the definitional issues, the business case for OD, two primary models with their strengths and weaknesses

(action research, appreciative inquiry), and the importance of organizational context. It also contains the historical roots of the field, as well as its values and principles. Concepts of organizational culture and change management are also explored briefly.

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elcome to the world of organization development (OD)! Every reader of this book comes with multiple experiences in organizations—from your family to your schools; churches, synagogues, temples, and mosques; workplaces; charitable organizations; government agencies; sports teams; social clubs; labor unions; and so on. Some of these experiences have probably been positive, while some have probably been negative. That’s the nature of the world in which we live. In this book, you will learn some of the approaches that professionals in the field of OD use to turn negative experiences into positive ones, and how good OD practice that relies on solid OD theory can help organizations to be more productive, more satisfying, and more effective and efficient.

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13 Adoption of Changes and Follow-up

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322

OVERVIEW Adoption of change is a controversial phase in today’s dynamic and rapidly changing world. Some argue that change is so rapid that an organization cannot afford to adopt or institutionalize a change but must be in the process of constant change. Opponents of this theory argue that the culture has not changed until there is evidence that the change has been adopted or institutionalized. Reconciling these two perspectives will be the goal of this chapter.

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hrough the Implementation and Evaluation phases, we have discovered that the change that was proposed in the Action Plan was successful in the pilot or initial application of the change. From this success, the organization has now decided to adopt the change throughout the organization.

As we see from the ODP model in Figure 13.1, once the Adoption phase has occurred, we return to the beginning of the cycle or move to the Separation phase. With a commitment to continuous improvement, the cycle begins again, exploring the newly created culture and its processes to determine how they, too, can be improved, with the possibility that an even better adaptation to the organizational culture can be found. In this process, the newly implemented and adopted cultural component may need to be replaced, with a new adoption following another pilot implementation. Let’s consider the Adoption phase—and the change it entails—in more detail.

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12 Evaluation of Processes and Results

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OVERVIEW Unfortunately, evaluation is often ignored by OD professionals and their clients. In this chapter, the importance of evaluation is stressed, along with some suggestions of how evaluation can be done so as to counter the objections often put forward. Many approaches to evaluation are reviewed, with advantages and disadvantages of each.

Again, because it is always impossible to prove direct cause and effect with OD, triangulation (use of multiple approaches) is emphasized.

Formative (during the process), summative (at the end of the process), and longitudinal (over time) evaluation are discussed. (This chapter draws heavily from McLean, 2005.)

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valuation is an important phase often overlooked by practitioners.

The difficulty in conducting a viable evaluation is often cited as the reason why evaluations are not conducted. This chapter explores the reasons for conducting evaluation, the pros and cons of the most popular approaches to evaluation, and suggestions for a workable, though not perfect, means of carrying out acceptable evaluations.

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