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“The solution may not be to try to ‘refreeze’ the organization as Lewin’s classic model and others would suggest, but instead to develop organizations that can learn how to change”
“The organization has to know how to continually monitor its behavior – in effect, to learn how to learn” (Anderson, 2019, p. 373).
Once people try out changes, they may find that they are exceedingly difficult to maintain (Anderson, 2019)..
Once people try out changes, they may find that they are exceedingly difficult to maintain (Anderson, 2019)..
Reasons for relapse
Reasons for relapse
Motivation to maintain change often happens when someone else is watching
Change requires a lot of energy, emotion, and energy - it can be difficult to keep up that level of energy
Organizational members may by unskilled initially as they adapt to the new way
Systemic organizational forces may inhibit members from fully adopting the change
Dangers of sustaining change
Dangers of sustaining change
"Work too hard at stability, and complacency and stubborn adherence to the new status quo may become rule, which can inhibit further change attempts" (Anderson, 2019, p. 372).
mechanisms to sustaining change
mechanisms to sustaining change
Periodic team meetings
Organization sensing meetings
Periodic intergroup meetings
Renewal conference
Goal-directed performance review
Periodic visits from outside consultants
Rewards
how to institutionalize change
how to institutionalize change
Active Participation
Persuasive Communication
Management of internal/external information
HR Management Practices
Diffusion Practices
Rites and Ceremonies
Formalization Activities
Evaluation
Evaluation
Evaluation is among the final stages of the organization development engagement (Anderson, 2019).
Evaluation is frequently omitted from the organization development process
Evaluation is formative and summative
Formative - conducted during the intervention or looking forward to future interventions
Summative - looks back to address how effective the intervention was
Barriers to Evaluation
Barriers to Evaluation
Takes resources
Fear of the results
Takes energy
Accepted proof
Unsure what to evaluate
Seen as optional
Practitioner training
Research design and practice
reasons for evaluation
reasons for evaluation
Provides focus
Results may facilitate support
Results provide feedback for change
Client and change agent growth
what to evaluate
what to evaluate
Process Variables: evaluation consists of how the intervention may have changed behavioral, people, and task processes
Outcome Variables: concern organizational-level outputs such as productivity, customer satisfaction, costs, revenue, quality, cycle time, and employee turnover
evaluation process
evaluation process
Client and change agent meet to restate objectives of the engagement/decide what data best illustrates desired changes
Practitioner determines what form the evaluation should take/ how data will be gathered
Change agent collects data
Client and change agent meet to evaluate results and plan next steps
"The biggest potential ethical challenge in the evaluation phase is misinterpretation and misrepresentation of data" (Anderson, 2019, p. 383).
"The biggest potential ethical challenge in the evaluation phase is misinterpretation and misrepresentation of data" (Anderson, 2019, p. 383).
separation and exit
separation and exit
Attention to ending process is necessary
Endings can be initiated by clients, consultants, or by mutual agreement
Should be done explicitely and with planning
Beneficial to schedule an ending feedback meeting
Clients and pracitioners can give each other feedback on strengths and areas of improvement
Postconsultation transition plans - how change agent may be further involved with the organization
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