Organization Development: A Practitioners’ Guide for OD and HR

Citation

(2013), "Organization Development: A Practitioners’ Guide for OD and HR", Human Resource Management International Digest, Vol. 21 No. 3. https://doi.org/10.1108/hrmid.2013.04421caa.010

Organization Development: A Practitioners’ Guide for OD and HR

Article Type: Suggested reading From: Human Resource Management International Digest, Volume 21, Issue 3

Mee-Yan Cheung-Judge and Linda HolbecheKogan Page Limited,2011,ISBN: 9780749460945

Organization Development: A Practitioners’ Guide for OD and HR by Mee-Yan Cheung-Judge and Linda Holbeche is exactly what its title states. This is a solid reference work for aspiring professionals who intend to work on the human side of positive organizational change. The book is presented in two parts. The first section presents the theories, tools and techniques of organization development (OD) practice. The second part addresses human resources (HR) in relation to OD. Taken together, this book presents a broad picture of the current practice and future potential of developing organizations and their human resources.

What’s worthwhile?

This book presents the process of organizational change in a very people-oriented style. The approach is on strategies, systems and processes that encourage and allow people in organizations to solve problems, embrace change and create healthy and sustainable organizations. This book questions why organizations seem dysfunctional and how they hamper efforts of people to do a good job. Dr Cheung-Judge delivers a powerful discussion of what OD is, is not, and what it can be.

The book contains 48 figures ranging from the theoretical roots of OD to the essential OD practitioner competencies. Many figures offer tools and checklists the reader will want to mark and refer to often. The discussions surrounding evaluation and ROI are especially important in this economy of downsizing and relentless competition. Two chapters of the OD section are especially compelling. One deals with the roles of the OD practitioner, necessary competencies, and the concept of the “self as instrument” in OD practice. The second is a frank discussion of the realities of power and politics in organizations, supported with models, theoretical frameworks and a strong argument about the need to shift the use of power in positive and effective directions.

What’s inside?

Part one presents a practitioner’s guide to OD in nine chapters. Chapter 1 is an introduction to the role of OD practitioners as change agents who use their own senses, intuitions and experiences as their instrument of change. This chapter defines the characteristics and practices of OD, situates it historically, and introduces the founders and fundamentals of practice. Readers may recognize some of the pioneers of OD, including Kurt Lewin, Edgar Schein, Rensis Likert, Chris Argyris and Robert Blake.

Chapter 2 presents the essential theoretical background that shapes OD, including change theories, T group approaches and systems theories. Core concepts are presented in useful figures that address the concept in terms of the organizational dynamics and the approach to change.

Chapters 3 to 6 demonstrate the cycle of OD consultancy, from initial contract and entry through diagnosis, intervention and evaluation. Page 48 offers a map of knowledge and practice that guides the discussion going forward. The discussion of the diagnosis process includes the tasks and skills practitioners require, but does not cover the diagnostic frameworks used in practice. Data collection and analysis are discussed in terms of how to engage participants in the process. Chapter 5 includes useful checklists and figures to guide the choices and options of intervention. Chapter 6 gives excellent advice on the skills, tools and applications of evaluation, metrics and assessment. Its focus on integrating evaluation throughout the intervention cycle is well presented.

Chapter 7 details the roles and competencies of the OD practitioner, grounding the discussion in the literature before embarking on an in depth review of the use of self as the primary instrument of OD practice. OD competencies are detailed, and the profile of a competent OD practitioner appears on page 147.

Chapter 8 discusses power and politics. Several major perspectives are presented and related to OD practice. There is a discussion of personal power and the need for OD practitioners to recognize and develop power bases and power strategies. Power issues are essential to acknowledge and channel if the outcomes of interventions are to be effective and sustainable.

Chapter 9 is Mee-Yan’s discussion of the future of OD. She suggests that in turbulent and changing times there will always be organizations and the people who work for and depend on them, and there will always be a need for people who want the organization to function better. She presents six proactive strategies for the future and ends with three questions for future practitioners.

Part two begins with a discussion of HR and its relationship to OD. HR is increasingly being expected to take an active role in organizational change, and OD offers options for theory and practice. Organizations are facing more volatility, rapid changes and new demands for leadership. Managing change is a strategic process fraught with challenges. HR can contribute strategically by going beyond traditional limitations and addressing talent, culture, leadership and design issues along with the need for change.

Chapter 11 discusses evolving issues in organizational design. Designing organizations so that work flows optimally is an emerging field. Work is moving away from fixed processes to more flexible and change-enabled ones, making configuring the elements of an organization enormously complicated. HR practitioners need to understand strategy, structure, integration options and management processes in order to contribute to systematic and effective organizational change.

Chapter 12 focuses on organizational cultures and changing the way things are done. Changing cultures requires collaboration from those affected. Leadership is essential, and it is leadership’s beliefs and values that dictate success. HR plays a role in selecting the right leaders, focusing their efforts, facilitating communication and integrating cultures.

Chapter 13 discusses transformational change, the need to radically alter the shape and function of an organization. While there are many change models, it is essential to address the content, the process and the people aspects of large scale change initiatives. HR professionals will need to encourage participation, promote fairness and build partnerships as they find their role in managing constant and disruptive change.

Chapter 14 addresses the challenges and strategies for developing leaders. Leadership is evolving, and the emerging expectation is for leaders who can use relationships and influence to drive change. HR’s role is through encouraging leaders to continually build their skill sets, to be open to ideas, to engage effectively with a diverse constituency and to share power. Everything from diversity to employee engagement to reward systems create challenges to leadership effectiveness.

The postscript is Linda Holbeche’s look ahead to the challenges facing HR in today’s changing work environment. Creating great places to work requires the ability to balance employee and business needs and demands. Learning and encouragement are essential to help employees accept change and continue to be flexible in the face of constant change. Effective leadership is essential to creating healthy and ethical organizations, which can thrive with ambiguity and relentless change.

What’s the recommendation?

This is a good book to keep on your reference shelf, especially if you aspire to become a professional in organization change and development. The numerous resources and checklists in the book will prove useful in designing interventions and facilitating evaluation.

There are two excellent chapters on the future of OD and the changing agenda of HR that are recommended to those considering a career at the intersections of people and organizations. Successful organizations need the tools of OD and the systemic perspective that is its trademark. Practitioners provide the links to building healthy, ethical, effective organizations by ensuring that culture, climate and communication are channeled in positive directions. The future of HR and OD is to create great organizations that bring out that bring out and foster the best in their people.

Reviewed by Karen K. Wollard, HRD Consultant at Kelly Wollard & Associates, Inc, Hollywood, Florida, USA.

A longer version of this review originally appeared in Development and Learning in Organizations, Vol. 27 No. 2, 2013.