5 ODT Part B
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A.C. 1.1 The Origins, Contemporary definitions and Theories of Organization Development
The origin of organizational development is traced back to the findings of a social scientist named Kurt Lewin. The scientist played a critical role in pioneering research findings on different issues related to human relations. Some of the problems that were addressed in his research were action research and group dynamics. Lewin later came up with a change management model described in three phases; the unfreeze stages, change phase, and refreeze phase. The principles of organization development were later enhanced by researching different disciplines such as psychotherapists, behavioral scientists, and sociologists. For instance, Maslow’s hierarchy of needs plays a significant role in helping organizations understand the human needs required to be met in an organization for self-actualization. (R) On the other hand, McGregor addressed the importance of democratic and participatory leadership traits in workplaces instead of oppressive and authoritarian styles of leadership. (R).
According to Howlett and Sharp (2019), organization development is a crucial tool applied in enhancing the value gained from organizational resources and focuses on the strategies, core purpose, and the organization’s set goals. It involves using skills and knowledge of behavioral science such as job design, leadership, and group dynamics in organizations that gain a competitive advantage from their H.R. Organization development is also related to change management, whose principles are applied in the implementation and coordination of organizational development activities.
Organizational learning is categorized into two classes. That is cognitive-based learning and behavioral-based learning. (R)Cognitive learning is based on thinking, while behavioral learning is based on actions. From these categories, there arise three major theories of organizational learning. These are; adaptive and generative theories, assimilation, and experiential theory.
Experiential learning model
This is a cognitive-based theory that was proposed by a renowned psychologist David Kolb. Kolb was influenced by other theorists’ findings, including Jean Piaget, John Dewey, and Kurt Lewin. As its name suggests, the theory involves learning from experiences. According to Kolb, experimental learning is the process in which knowledge is created by transforming experience. (R)Knowledge results from the combination of changing and grasping the experience. The theory emphasizes how experiences such as emotions, cognitions, and environmental factors, influence learning.
The adaptive and generative learning model
This is a cognitive-based theory proposed by Peter Senge. It is believed to be a follow-up of the experiential learning model, which aims to determine the ingrained generalizations, assumptions, and pictures that have a mental influence on action, reaction, and perception. Senge also identified team learning, personal mastery, building shared vision, and system thinking to acquire critical competencies and skills at the individual, group, and organizational levels.
The experiential model describes four different ways of grasping experience. These are; abstract conceptualization, concrete experience, active experimentation, and reflective observation. The four models are always described in a cycle. The first two models provide the grasping element, while the other two represent the transforming element. According to David, concrete experience gives information that serves as a basis for reflection, and from these reflections, people assimilate the knowledge and develop abstract concepts.
Assimilation theories
It is a behavioral-based theory that highlights the action-based changes as a result of individual learning. These theories emphasize that organizational learning is a matter of observing, quantifying, and rationalizing. In 1995, DiBella, Gould, and Nevis structured an assimilation model that comprised of 3 stages. These were; knowledge acquisition, knowledge sharing, and knowledge utilization. Organizational system theories describe dynamic administrative processes and how various departments or components interdependently liaise to achieve the set goals. In this theory, organizations are depicted as systems that require coordination among interdependent components to meet objectives. Therefore, an organization’s human component needs to be influenced by behavioral and psychological sciences that enhance organizational learning.
A.C. 1.1
Change management is a crucial tool of O.D., and therefore it requires the incorporation of psychological and behavioral sciences, theories of organization system as well as organizational learning theories.
The process of changes interferes with the whole structure, which comprises groups and interdependent departments. Therefore, the process should ensure that an organization’s core purposes and activities are not tampered with by the change process. Thus, the organization’s management needs to forecast and assess the change process’s possible outcomes to the organization’s long-term and short-term goals and put adequate measures to ensure the continuity of operations. To ensure that the change is accepted and owned by all the members, it is crucial to apply change management tactics outlined in Lewis’s change theoretical model. These are the unfreezing stage, which is the first step for preparing the organizational workforce for growth, change tactic; calls for implementing the planned change and refreezing, which calls for the restoration of the organization’s everyday activities after the change has taken place.
The organizational workforce should learn the proposed changes using both behavioral and cognitive theories of learning. Organizations should use Kolb’s four phases of cognitive learning to ensure that employees understand the proposed changes through abstract conceptualization and concrete experience. After the employees learning the change process and understanding what is required of them, it is crucial to test their learning through reflective observation and active experimentation. Through adaptive and generative theories, project managers can determine the generalizations, images, and assumptions that affect the perception of employees in regards to the learning process. This cognitive theory also plays a crucial role in imparting knowledge to the organizational workforce, thus ensuring all the workers understand the proposed changes.
Project managers should also use the behavioral theories of learning to emphasize the action-based changes that occur during the process of implementing change. Assimilation theories are used to rationalize, observe, and quantify organizational learning processes and monitor their effectiveness to the organization’s performance. To ensure that knowledge shared is effectively utilized, the model presented by DiBella and his group will be used to ensure that the project management gets the appropriate experience that will be applied in its daily activities.
As the project manager, I will use human relations and Kurt Lewin’s theoretical change model to communicate, initiate, and implement the change process over twelve months. The project will also use organizational learning theories to institute behavioral and cognitive learning to ensure that the key organizational stakeholders are aware of the proposed changes and are willing to cooperate to ensure successful implementation of the change and minimize resistance towards the changes.
How I will Transfer the Knowledge and Skills learned into working practices
By undertaking this assignment, I have learned various concepts O.D. such as its origins, contemporary definitions, and learning theoretical models that are used to support organizational learning as well as behavioral and cognitive sciences. I have also known that an organization is a system that comprises interrelated departments that works together to achieve their set goals and objectives, which are in line with the systems organizational theory.
I will use the skills and the experience that I have acquired to manage the change process as the project manager. I will use Lewin’s change model to introduce changes in my workplace and follow the outlined steps to minimize the resistance that may be directed towards the change. Different learning theories that I have learned in this assignment will help me design the best behavioral and cognitive learning strategies that will help the project management share ideas on the proposed changes. This will ensure the effective sharing of knowledge and practical motoring of the proposed changes, making it easier to assess its organizational performance impacts. The theories will play a significant role in influencing workforce behavior during the transition and encouraging them to accept the proposed changes by identifying their needs. Also, organizational learning theories, behavioral and cognitive science will play a crucial role in sustaining long-term changes in the organization.
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