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Enterprise wide change superiror results through systems thinking - William J.

William J. Enterprise wide change superiror results through systems thinking - Wiley publishing , 2005. - 353 p.
ISBN: 0-7879-7146-4
Download (direct link): enterprisewidechangesuperi2005.pdf
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Who will be the change agent? Is this a separate profession, or will that increasingly be the responsibility of the organization's leaders? If the latter, how does that change the role of the change professional?
What will be the role of values for change in the 21st Century? Will the key values be performance—efficiency and effectiveness? And what role will the humanistic values of more traditional OD play? Or will the growth of knowledge (and human competence) as an organization's core competence make this a moot point in that performance can only occur if one takes account of humanistic values?
What is the relationship between other fields and the area of change? Can any change process that is not closely linked with strategy be truly effective? Can change agents focus only on process, or do they need to be knowledgeable and actively involved in the organization's products/services and understand the market niche in which the organization operates?
Where Does—or Should—OD Fit in the Field of Organization Change and Development?
We offer the following definition of OD to stimulate debate:
Organization development is a system-wide and values-based collaborative process of applying behavioral science knowledge to the adaptive development, improvement, and reinforcement of such organizational features as the strategies, structures, processes, people, and cultures that lead to organization effectiveness.
The definition suggests that OD can be understood in terms of its several foci:
First, OD is a system-wide process. It works with whole systems. In the past, the bias has been toward working at the individual and group levels. More recently, the focus has shifted to organizations and multi-organization systems. We support that
Statement of the Board
trend in general, but honor and acknowledge the fact that the traditional focus on smaller systems is both legitimate and necessary.
Second, OD is values-based. Traditionally, OD has attempted to distinguish itself from other forms of planned change and applied behavioral science by promoting a set of humanistic values and by emphasizing the importance of personal growth as a key to its practice. Today, that focus is blurred and there is much debate about the value base underlying the practice of OD. We support a more formal and direct conversation about what these values are and how the field is related to them.
Third, OD is collaborative. Our first value commitment as OD practitioners is to bring about an inclusive, diverse workforce with a focus of integrating differences into a world-wide culture mentality.
Fourth, OD is based on behavioral science knowledge. Organization development should incorporate and apply knowledge from sociology, psychology, anthropology, technology, and economics toward the end of making systems more effective. We support the continued emphasis in OD on behavioral science knowledge and believe that OD practitioners should be widely read and comfortable with several of the disciplines.
Fifth, OD is concerned with the adaptive development, improvement, and reinforcement of strategies, structures, processes, people, culture, and other features of organizational life. This statement describes not only the organizational elements that are the target of change but also the process by which effectiveness is increased. That is, OD works in a variety of areas, and it is focused on improving those areas. We believe that such a statement of process and content strongly implies that a key feature of OD is the transference of knowledge and skill to the system so that it is more able to handle and manage change in the future.
Sixth and finally, OD is about improving organization effectiveness. It is not just about making people happy; it is also concerned with meeting financial goals, improving productivity, and addressing stakeholder satisfaction. We believe that OD's future is closely tied to the incorporation of this value in its purpose and the demonstration of this objective in its practice.
This definition raises a host of questions:
• Are OD and organization change and development one and the same, or are they different?
• Has OD become just a collection of tools, methods, and techniques? Has it lost its values?
Statement of the Board
• Does it talk "systems," but ignore them in practice?
• Are consultants facilitators of change or activists of change?
• To what extent should consulting be driven by consultant value versus holding only the value of increasing the client's effectiveness?
• How can OD practitioners help formulate strategy, shape the strategy development process, contribute to the content of strategy, and drive how strategy will be implemented?
• How can OD focus on the drivers of change external to individuals, such as the external environment, business strategy, organization change, and culture change, as well as on the drivers of change internal to individuals, such as individual interpretations of culture, behavior, style, and mindset?
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