16 – Components of OD – Operational and Maintenance

Introduction

All OD programmes have three fundamental components: diagnosis, action, and programme administration. All three components are organisational interventions in the sense that they all impact the organisation’s members. Part of the diagnosing process is identifying strengths, opportunities, and problem areas.

In the following step, action plans are designed to remedy problems, capitalise on opportunities, and sustain areas of strength.

The following stage entails gathering information regarding the actions’ outcomes. If the actions have the desired consequences, the organisation’s members move on to a new and different problem and launch fresh action plans and interventions to resolve the issue.

The OD process, on the other hand, necessitates focusing on ensuring that the programme is supported by organization members, relevant to the organization’s aims, and contributes to the organization’s success. Thus, managing the OD programme is a continual activity.

16.1 The OD Procedure

The following steps are included in the OD process:

16.1.1 System, Sub-unit, and Process Diagnosis

At its core, organizational development is an action plan based on accurate knowledge about the existing state of affairs, current issues and opportunities, and the repercussions of actions as they relate to accomplishing goals. Thus, an OD programme begins with a diagnosis and continues with data collection and analysis.

According to Beckhard, diagnosis is divided into two parts: the diagnosis of the various subsystems that comprise the total organization and the diagnosis of the organization processes that are taking place, which include decision-making processes, communication patterns and styles, relationships between interacting groups, and so on.

In practice, the OD consultant gathers specific information on the target group and the procedures. They focus on organisational processes such as strategic management, long-term planning, vision, mission formation, organisational learning, etc. Continual diagnosis is thus required in any planned change endeavour because it aids in comparing the gap between current and intended conditions.

The success of the OD programme is dependent on the outcome of the diagnostic activities, which include how information is collected and what is done with it.

The action component, which involves planning actions, carrying out actions, and evaluating the outcomes of those activities, is an essential part of the organization’s development. This emphasis on action planning and action taking is a powerful and, in some ways, distinctive element of OD. There is always a distinction to be made between learning and practising.

OD problem-solving interventions tend to focus on real problems that are fundamental to the organization’s goals rather than imaginary problems that may or may not meet the members’ demands.

OD action programmes are inextricably tied to specific goals and objectives. Goals are translated into observable, explicit, and quantifiable activities, with equal care given to ensure that actions are relevant and helpful in achieving goals.

In OD programmes, diagnosis, action, and goal setting are all intertwined. Diagnostic activities come before action plans; in other words, fact-finding lays the groundwork for action. Actions are reviewed constantly to determine their contribution to goal achievement.

16.1.2 Component of Program Management

OD practitioners use behavioural science ideas and techniques to promote organisational performance and individual development, and they use the same principles and practices when managing OD programmes.

We focus on the phases of OD programmes, many change management models, and a technique for building parallel line structures.

16.2 OD Programme Phases

OD programmes follow a logical sequence of events. Warner Burke explains the stages of OD programmes as follows:

• Entry represents the first point of contact between the consultant and the client.
• Contracting entails setting mutual expectations.
• Diagnosis is the fact-finding step that results in a picture of the issue based on information.
• Feedback represents sending the analysed data back to the client system.
• Planning Change entails the customer selecting what action steps to take based on the situation.
• Intervention entails executing a series of actions to resolve problems or capitalise on opportunities.
• Evaluation-represents measuring the program’s effectiveness, i.e., was it successful?

Discrepancies Must Be Analyzed

Discrepancy analysis is a valuable approach to diagnosis and intervention. It examines the discrepancies or gaps between what is happening and what should be happening and the differences between where one is and where one wishes to be.

Discrepancies, therefore, identify both issues and objectives. OD is more than problem-solving and goal-seeking; these two key tasks take up a substantial portion of any OD programme.

16.3 Change Management Model

Cumming and Worley define five categories of activities that are essential for effective change management:

• Motivating change
• Creating a vision
• Gaining political backing
• Managing the shift
• Maintaining momentum