Unit 2: Action research and OD interventions
Organizational Change and Development notes · PTU syllabus (MBA 931-18)
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Unit summary
OD works through action research and well-chosen interventions. This unit covers action research as a process and an approach, Weisbord's Six-Box Model, third-wave consulting, the phases of an OD programme, models of managing change, an overview and the characteristics of OD interventions, structural interventions, and training experiences — T-groups, behaviour modelling and career anchors.
After this unit you can
- Explain action research as a process and an approach
- Apply the Six-Box Model for diagnosis and explain third-wave consulting
- Explain the phases of an OD programme and models of managing change
- Explain OD interventions, structural interventions and training experiences
PTU syllabus topics
- Action research as process and approach
- the Six-Box Model
- third-wave consulting
- phases of an OD program
- models of managing change
- overview and characteristics of OD interventions
- structural interventions
- training experiences (T-groups, behavioral modeling, career anchors)
Purposes
What business are we in?
Structure
How is work divided?
Relationships
How do we manage conflict?
Rewards
Do incentives fit the work?
Leadership
Is someone keeping the boxes in balance?
Helpful mechanisms
Have we adequate coordinating technologies?
Topic 1
Action research
Action research (Kurt Lewin) is the process of systematically collecting research data about a system, feeding it back, taking action based on the data, and evaluating the results.
- As a process: a cycle of data collection, feedback, action planning, action and evaluation — repeated.
- As an approach: a collaborative, problem-focused way of working in which the client system and consultant learn together.
Topic 2
Weisbord's Six-Box Model
Purposes
What business are we in? Clarity and agreement on goals
Structure
How is work divided?
Relationships
How do we manage conflict among people, units and technologies?
Rewards
Do all needed tasks have incentives?
Leadership
Does someone keep the boxes in balance?
Helpful mechanisms
Have we adequate coordinating technologies — planning, budgeting, information systems?
- The environment surrounds the boxes; gaps between the formal and informal system in each box point to problems.
Topic 3
Third-wave consulting
- First wave: expert consulting — the consultant diagnoses and prescribes (doctor–patient model).
- Second wave: process consulting — the consultant helps the client diagnose and solve its own problems (Schein).
- Third wave (Robert Marshak, Rick Maurer): consultant and client co-create change as partners, combining content expertise and process skills, focusing on dialogue, resistance as information and building the client's capability.
Topic 4
Phases of an OD programme
- 1. Entry and contracting:
- 2. Diagnosis: Data collection on problems
- 3. Feedback: Share data with the client system
- 4. Action planning:
- 5. Intervention:
- 6. Evaluation and stabilisation:
- 1
Entry
- 2
Contracting
- 3
Diagnosis
- 4
Feedback
- 5
Planning change
- 6
Intervention
- 7
Evaluation
- 8
Adoption and separation
Topic 5
Models of managing change
- 1
Recognise the need
- 2
Diagnose the problem
- 3
Plan the change
Goals, approach, people
- 4
Communicate and involve
- 5
Implement
- 6
Evaluate and reinforce
Kotter's eight steps are a popular extension: urgency, guiding coalition, vision, communicate, empower, short-term wins, consolidate, anchor in culture.
Topic 6
Overview and characteristics of OD interventions
An OD intervention is a planned set of activities in which client groups take part to improve organisational functioning. Characteristics: based on data, action-oriented, involve participation, focus on processes, and are evaluated.
Individual
Coaching, sensitivity training, career planning
Team
Team building, role analysis, process consultation
Intergroup
Intergroup confrontation, third-party peacemaking
Organisation-wide
Survey feedback, grid OD, culture change
Structural (techno-structural)
Job redesign, restructuring, quality circles
Interventions improve effectiveness by increasing communication, trust and collaboration and by aligning structure and processes with goals.
Topic 7
Structural interventions
- Structural (technostructural) interventions change the organisation's structure, technology, work design or systems.
Sociotechnical systems
Joint optimisation of social and technical systems; self-managed work groups
Work redesign
Job enrichment (Hackman and Oldham job characteristics model)
Quality circles and TQM
Employee groups improving quality
Business process re-engineering
Radical redesign of processes
Restructuring
Downsizing, delayering, matrix or network forms
Parallel learning structures
Groups working alongside the formal structure on change
Topic 8
Training experiences: T-groups
A T-group is an unstructured small group (8–15 people) meeting with a trainer, where members learn about themselves and group processes through open feedback in the "here and now". Goals: self-awareness, sensitivity to others, listening, and understanding group dynamics. Criticisms: can be stressful, transfer of learning to work may be weak, and it needs a skilled trainer.
Topic 9
Behaviour modelling
Behaviour modelling teaches skills by having trainees watch a model perform a behaviour correctly, practise it in role-play, receive feedback and apply it on the job. Based on Bandura's social learning theory; widely used for supervisory and customer-service skills.
- 1Modelling
Watch the right behaviour
- 2Role-play
Practise it
- 3Social reinforcement
Feedback and praise
- 4Transfer of training
Use it on the job
Topic 10
Career anchors
Career anchors (Edgar Schein) are a person's self-perceived talents, motives and values that guide career choices — the thing a person will not give up.
Technical or functional competence
Expertise in a field
General managerial competence
Leading and integrating others
Autonomy and independence
Freedom from rules
Security and stability
Job and financial security
Entrepreneurial creativity
Building something new
Service or dedication
Working for a cause
Pure challenge
Overcoming tough problems
Lifestyle
Balancing work and personal life
- OD use: career planning workshops help align individual anchors with organisational roles.
Key terms
- Action research
- Cycle of data, feedback, action and evaluation
- Six-Box Model
- Weisbord's diagnostic framework of six organisational areas
- Third-wave consulting
- Consultant and client co-creating change
- Structural intervention
- Change in structure, technology or work design
- Career anchor
- Self-perceived talent, motive and value guiding career choice
Quick revision
- Action research: process and approach; Lewin.
- Six boxes: purposes, structure, relationships, rewards, leadership, helpful mechanisms.
- Consulting waves: expert, process, co-creation.
- OD phases; managing change; interventions — characteristics and classification.
- Structural interventions; T-groups; behaviour modelling; Schein's eight anchors.
Important exam questions
Practice questions written to the PTU exam pattern for this unit's syllabus: short answers (Section A style) and long answers (Sections B and C style).
Short-answer questions
- Q1.What is action research?
- Q2.Name the six boxes of Weisbord's model.
- Q3.What is third-wave consulting?
- Q4.What is a structural intervention?
- Q5.What is a T-group?
- Q6.What is a career anchor?
Long-answer questions
- Q1.Explain action research as a process and as an approach.
- Q2.Explain Weisbord's Six-Box Model of organisational diagnosis.
- Q3.Explain the phases of an OD programme and the characteristics of OD interventions.
- Q4.Discuss structural interventions and training experiences in OD.
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