The core of an organizational development (OD) advance to change is its stress on planned, strategic, long-range efforts focusing on people and their interrelationships in organizations.
Even though “organizational development” may appear like a universal expression that could be useful to almost any portion of the subject of managerial change, it typically refers to a explicit approach to bringing change to organizations.
Researchers put together groups of individuals in sessions away from the workplace in what they call for a basic skill training group known as T-group.
The T-group orientation over time brings into focus the interpersonal relationships across the larger firm, and therefore, the attention to organizational, not just group, development.
The previous formulation of what eventually evolved into the OD approach placed certain importance on some major values and assumptions, and they have remained at the heart of this approach to change to this day.
Either set of these values associated to the individuals in organizations: First and foremost is the assumption that individuals are the cornerstone of success in any organizational endeavor. The second assumption is that most individuals look for opportunities for personal growth and enhancement of their capabilities.
Also, that people’s emotions are equally vital as their thoughts. Thus, the open expression of these emotions can be critical in facilitating real change.
The fundamental assumption about firms in the OD approach is that they are systems composed of interdependent parts. Therefore, a change in one part can affect other parts.
Furthermore, another value or assumption is that the way firms are structured influence the interpersonal bonds among the people inside them within them. In other words, the behavior of people in organizational settings is at least partly caused by the conditions they encounter there—
Approach to the changing process
The basic OD approach to firms’ change basically follows the three stages of change including unfreezing, movement (changing), and refreezing.
Therefore, in an OD approach to change, the initial challenge is to evaluate current behavioral patterns by getting people not to take them for granted but to question them and look at their effects.
In a traditional OD approach, both the first and second steps including unfreezing and movement use the changing agents. A changing agent is a person mainly responsible for managing change efforts.