Managing Organizational Change and Interventions

This assignment delves into the complexities of managing organizational change. It outlines four major types of interventions: human process, techno-structural, HRM interventions, and strategic change interventions. The importance of effective interventions based on organizational needs, causal knowledge, and transfer of competence is highlighted. Furthermore, it discusses a five-step change management process and introduces the 'change cycle' as a valuable tool for navigating emotional responses to change. Real-world examples from Winnipeg Transit and other sources illustrate key concepts. Finally, the assignment explores the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) for successful change implementation.

Organization Development and Change
Assignment # 4- Weekly Course Log
Ver Eugenio
Course Log # 1
Week one talks about the history of organization development and change. Tons of very useful
information was given in the manner that everyone in the class will understand the subject.
The class exercise is an eye opener for me. Talking to my classmate about their organization
gives me an idea how different company works, how their organization make some changes
and how their organization strive in a very challenging world of business. The exercise questions
that was provided helps me to enhance my knowledge about my own organization. It helps me
to look and think how my organization making some changes at this very moment and in years
to come. That being said, notes from the course will be kept for me to use in these coming
years or so.
Organizational development is very important. Company who is always ready for a change can
increase productivity, better service for the customers and create more jobs which can help
one’s countries economy grow.
I’m looking forward writing interesting information on my course log as the course progresses.
Course Log # 2
Second week, another interesting topic discussed. OD practitioner- for me it’s important for an
organization- ready or not for a change. But need to keep in mind that internal consultant have
more advantage than with the external consultant. Because internal consultant has more
knowledge about the company and external has very limited. And looking at the text books and
handouts given, OD practitioner requires different working knowledge combine with great
attitude.
The topic about six steps in OD was also discussed. These six steps are; entering and
contracting, diagnosing, collecting, analyzing and feeding back diagnosing information,
designing interventions, managing change and evaluating and institutionalizing OD
interventions. All of the steps are needed to have a successful outcome in making one company
strive for a better change and improvement.
Websites like www.odnetwork.com, http://www.bcodn.org/ (for regional network) and
http://irc.queensu.ca/organization-develpoment-articles.com are one of the few than can be a
useful tools for an organization for browsing finding any useful information that can guide them
in OD and change.

Peter Bregman video titled, A Question of Change, shows how tough it can be as an OD
consultant. Peter explains all the things that he faces and how he overcome the challenges to
become successful in his goal- to have the organization face its challenges for a change.
Overall, week two added more interesting information about the OD course.
Course Log # 3
Week three, talked about the second step in OD- diagnosing. Diagnosing defines as the process
between organizational members and the OD consultant to collect pertinent information,
analyze it, and draw conclusions for action planning and intervention. It consists of three
different levels- organizational level, group level and individual level. Each level has design
components, inputs and outputs. And to be effective in each level, you should know what to
look for and be able to recognize how the levels affect each other.
In addition, diagnosis involves understanding each of the parts in the model and then assessing
how the elements of the strategic orientation align with each other.
1. Does the organization’s strategy fits with the inputs?
2. Do the organization’s components fit with each other to jointly support the strategy?
The third steps in the process of OD - collecting, analyzing and feeding back diagnostic
information was also discussed on week three.
1. Collecting- data collections involves information on specific organizational features such
as the inputs, design components and the outputs. Four methods can be used;
questioners, interviews (common), observations, and unobtrusive measures.
2. Analyzing- organizes and examines the information to make clear the underlying
organizational problems or identify the areas for future development.
3. Feeding back diagnostic data- cyclical process of OD data to the client. This will help
them to have all the information and draw action implications form it.
To summarize, diagnosing and collecting, analyzing and feeding back diagnostic data might help
in discovering specific problems in an organization. It also provides the necessary practical
understanding to devise interventions for solving problems and improving organization
effectiveness.
The other topic provided in week three that interest me is the SWOT analysis.
S- Strengths W- Weaknesses O-Opportunities T- Threats
A very good guideline for a specific project that you want to accomplish, personally or within
your organization.
OD and Change- One great elective for HRM course.

Course Log # 4
Class started (usually) with different OD news around the world. My opinion, I like it. Sharing
different things in OD keep me updated and helped me more aware in OD and Change.
Some examples; CBC news talking about UNION and magazine about women creating business.
The last three steps in OD and Change process was discussed on week four- 1. Designing
interventions 2. Managing change 3. Evaluating and institutionalizing OD interventions.
1. Designing Interventions;
a. It purposely disrupt the status quo of one organization
b. Consist of four major types- human process- focus on people, techno-structural-
have groups that you to involve employees, HRM Interventions- reward system, like
google compensation program ( YouTube video), and Strategic change interventions-
to transform the way the organization relates to its environment or operates
internally.
One great example was given on strategic change intervention for which how organization
collaborates each other- network i.e. Winnipeg Transit Electric Bus- in which different
organization works together.
Effective interventions has four major criteria, interventions that fits the needs of the
organization, degree of which it is based on casual knowledge of intended outcomes and the
extent to which it transfers change management competence to organization members.
2. Managing change;
a. Consist of five change activities- motivating change, creating a vision, developing
political support, managing the transitions and sustaining momentum.
Another handout was given, the change cycle, one great tool that can be used in managing
change. The person that develops this change cycle said that change is an emotional cycle. In
organization- when there is change there is resistance. Change cycle has different colors (traffic
light), red (stop) for loss or doubt, yellow (caution) for discomfort and discovery and green (go)
for understanding and integration.
I was
Example by classmate- increasing efficiency but always go to danger zone and no changes
happening.
A good example by Shelly- boss resign- best example about the first stage after hearing the
news. Massage – realize cycle is happening.
If you’re planning committee- when introducing the change- expected some bad comments- do
some work to get all people will have better reactions. A cycle that can still be stuck in one
cycle. Implementing change- be careful in using the cycle- let them feel the loss.

Talked about ADKAR- Awareness Desire Knowledge Ability Reinforcement.
Desire- hardest process. Knowledge- not always possible because lack of resources like
financial.
Example by Darren- no confident by the leaders , change will not going forward.
Work to ADKAR model- work related in transit
Change about the new fare system peggo card. Elliminate the paper use.
- Awareness – all people involve was informed properly thru bulletins. Same as the
customers
- Desire- I can say that there is desire for bus operators to accept the change, but still
there is some resistance. They are all asking questions how and why.
- Knowledge- training has been given to all the bus operators, big part by training
department and with the help of HR people.
- Ability- Bus operators keep giving some information from their day to day experience on
the job and all these shared information are relay to the person that involves in the
project. Beneficial for them to develop the project even better.
- Reinforcement- right now, it’s up and running. Still there some issues that we
encounter, issues that helping us to make the system better in the future.
Example by Darren - followed adkar- care center structure. Works better.
Example by Amanda- implanted safety glass policy- all employees needs to wear safety glass.
Informed union. Too many eye injuries. Desire – tell workers for safety. Knowledge- meetings
and training. Barrier- cost of the safety glasses. Reinforce – still doing it right now.
Video- changes being propose but no planning.
Not thinking managing change- no better effect in business.
Resistance to Change- from the handouts information- needs to have positive attitude.
Last steps- evaluating and institutionalizing OD interventions- will think about evaluation not
only at the end but thru the process. There is issues in evaluating OD interventions-
Measurement and research design. And in the institutionalizing process involves the
socialization, commitment, reward relocation, diffusion, sensing and calibration. Indicators of
institutionalization-