Why Is Organisation Development Necessary?

As a business owner, you want your organisation to run as efficiently as possible. If you do not take a strategic approach and leave it up to chance, your business will not be as productive as you want. This article discusses the purpose of organisational development and the various models associated with it.

Organisational development or OD is something that is important to ensure adequate growth and longevity of the business. It is essentially the process to improve the effectiveness of an organisation by managing the behaviours of people. However, it is essential to have the right systems in place to enable change to be implemented and planned effectively.

There is a good chance that your organisation is already doing OD without realising it by creating unique teams and giving them the environment to thrive and changing your systems to improve their efficacy or resolve problems.

Understanding the purposes of OD is necessary for effective organizational development assessment:

• Makes changes to the existing strategy, structure or process of an entire system of an organisation
• Reinforces change
• Manages planned change flexibly to enable further change in the future as new information becomes available
• Improves organisational effectiveness

Organisational Development Models

There is no one-size-fits-all model for reinforcing change in an organisation. A model helps people see things from a fresh perspective, reinvigorate a team and improve corporate practice for one business but be an utter failure for another.

Moreover, models are not static and tend to change over time; solving one set of problems creates another down the line. As a result, you will rely on rules until they no longer become workable and efficient relationships will eventually become weak.

Three defined models are useful to look at:

Lewin’s Model

Lewin’s model is based on the idea that an organisation must be prepared for change and motivated to change before introducing a change. Lewin has described it as unfreezing, changing and refreezing.

Unfreezing — To bring effective change, old behaviours must be unlearned. Individuals within an organisation should be encouraged to shake things up. It is about motivating and preparing people for change while reducing resistance to change.

Changing — Having unlearned old behaviours and getting receptive to new ones, individuals are now ready to substitute new working methods.

Refreezing — New models and behaviours are established as the new status quo.

Larry Griener’s Model

In this model, change happens when management is stimulated by outside pressures. This motivates management to introduce change, and it follows a sequential course of action:

• Pressure on top management
• Diagnosis of the issue
• The invention of a solution and reestablishment of new habits through positive results

Leavitt’s Model

This model is founded on the premise that all systems, including technology, structure, people, and tasks, interact with one another. Therefore, if there is pressure or change in one system, it will affect the others. In a nutshell, it means you cannot introduce change in one area without considering the implications for all other areas.

Different models will suit different businesses at different times. What works for one challenge may not be suitable for another. For example, suppose you are facing a technical problem. In that case, this can be dealt with by using analytical models & expertise.

Dr. Karen Walker

drcombatpink@kw-productions.com

Personnel Research Psychologist at Department of Justice

Founder of KW Productions