VALUES, ASSUMPTIONS, AND BELIEFS IN ORGANIZATION DEVELOPMENT(OD) : VALUES, ASSUMPTIONS, AND BELIEFS IN ORGANIZATION DEVELOPMENT(OD) PRESENTED BY: MEETU DHIMAN introduction : introduction A set of values, assumptions and beliefs is characteristics of OD, distinguishing OD from other improvement/change strategies.
The field of OD rests on a foundation of values and assumptions about people and organizations. These beliefs help to define what OD is and guide its implementation. definitions : definitions Slide 4: Values, assumptions and beliefs provide structure and stability for people as they attempt to understand the world around them.
OD values tends to be: Slide 5: Intellectual climate prevalent then, the initial enthusiasm for scientific management; bureaucracy and authoritarian leadership, gave way to increasing doubts about the organizational practices as theory and research pointed out their limitations, dysfunctions and negative consequences. Organization development practitioners formulated a set of values and assumptions regarding people, groups, and organizations i.e. Humanistic, Optimistic, Democratic. Early statements of ‘od’ values and assumptions : Early statements of ‘od’ values and assumptions Values are an integral part of OD. In 1969, Warren Bennis proposed the OD practitioners(change agent) share a set of normative goals based on their Humanistic/Democratic philosophy. He tested the following normative goals:
Improvement in interpersonal competence.
A shift in values, so that human factors and feelings come to be considered legitimate.
Development of more effective “Team Management” i.e. capacity for functional groups to work more competently.
Development of increased understanding between and within working groups in order to reduce tension.
Development of better methods of conflict resolution. Rather than the usual bureaucratic methods, which rely mainly on suppression, compromise and unprincipled power more rational and open methods of conflict resolution are sought. Slide 7: Development of organic rather than mechanical/mechanistic systems. This is a strong reaction against the idea of organs as mechanisms which managers “work on” like purchasing buttons. definition : definition According to Bennis, “The basic value underlying all OD theory and practice is that of ‘CHOICE’. Though focused attention, and through the collection and feedback of relevant data to relevant people, more choice becomes available and hence better decisions are made.”
Richard Beckhard, in 1969, described several assumptions about the nature and functioning of organizations, held by OD practitioners, as tested below:
The basic building blocks of an organization are groups(teams) so the basic units of change are groups and not individuals.
An always relevant change goal is the reduction of inappropriate competition between parts of the organization and the development of a more collaborative condition.
Decision-making in a healthy organization is located where the information sources are rather than in a particular role or level of hierarchy. Slide 9: Organizations, sub-unit of organizations and individuals continuously manage their affairs against goals. Control are interim measures, not the basis of managerial strategy.
One goal of healthy organization is to develop generally open communication, mutual trust and confidence between and across levels.
People support what they help create. People effected by a change must be allowed active participation and a sense of ownership in planning and conduct of the change.