Understanding OD: Organization development

Organization development may be best described as the application of behavioural sciences, knowledge to increase the effectiveness of organizations. Let us understand the five integral components of the OD process.

(A)   OD is a planned change effort: The starting point is conducting a systematic diagnosis of the organization. The organization diagnosis involves a study of the organization, health, style of functioning, structures and such. This is ideally conducted by an external consultant to increase objectivity and Candor in the diagnosis stage.

(B)    It involves the total system: The focus of OD is to bring about a total organization change. This could involve change in culture, reward systems, strategies and such. Further the changes being conceived may not be universally applicable to all subsystems of the organization. These would obviously depend upon the need and urgency of bringing about the change.

(C)   All OD effort is Top-Led: Research proves beyond doubt that change that is bottom-led fails; Middle led has little impact. Hence OD should necessarily have active involvement of the Top Mgt team. The Top management not only helps to plan the OD effort but is continuously involved in various stages of implementation. This sets he right tone of seriousness and commitment throughout the organization.

(D)   OD effort should compass the whole organization: Employee involvement is the key success of all OD efforts. Hence various steps being taken, implications thereof should be communicated to them at periodic intervals. This not only eliminates inhibitions / resistances but also ensures total commitment to the changes being introduced as an outcome of the OD effort. Further the climate so fostered is one of openness, mutual trust and acceptance and collaboration.

(E)    OD is a continuous process: Let me reiterate that OD is not necessarily a corrective process. It is best understood as a process of self-renewal. This process is necessary to develop the ability in the organization to cope with change and be as pro-active as possible. Further the organization health is tested at regular intervals and appropriate corrective action taken.

The HR angle: Today the need of the hour is to develop strategies to increase competitiveness. In this dynamic environment, OD is seen as a dependable strategy with a high success rate. Yet caution should be exercised to ensure that the OD effort is well planned. Gradually implemented and involves employees at all levels. After all it is people who play a crucial role in the success or failure of organizations. The focus of OD is to move towards high collaboration and low competition between interdependent units. Very often, a major obstacle to effective organizations is the amount of time / energy wasted on ego clashes and inappropriate competition. People should also appreciate that conflict is not a dirty word but is inevitable at the workplace. The acid test is to view conflicts as an opportunity to understand each other better and collaborate.

To conclude, OD is no magic potion but a systematic treatment to maintain good health of the organization or cure it of its ills and maladies.

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