Organisational Development (OD) has its roots embedded in Religion, the Army and Agriculture. Its growth as a field of study and application, however, only took place during and after the world wars. And while it has matured well in some western countries, it is yet to pick up pace in India.
Many organizations in India still consider Organisational Development to be either employee engagement or soft skills training. Others, on the hand, find it a little too evolutionary and organic in nature to be able to give them the quick results that they require!
Let’s face it, the market place is growing at a supersonic rate. Newer technologies are constantly outrunning the older ones and customer expectations are ever on the rise. Which means that all the organisations are perpetually on their toes, always aiming to get better and that too faster. So, when organisations say that organisational development is not for them, I find it difficult to believe. After all, organisations are run by humans. And what better than OD can help them change effectively and fast!
So, let’s have a look at some of the key features of Organisational Development and decide whether its useful for us or not:
Holistic approach
OD follows a holistic approach to actioning change. It looks at how various internal and external parts relate and depend on each other. And uses this interaction and interrelatedness to resolve challenges over trying to fix an individual or department.
Top Down Initiative
Most leaders expect their teams to make changes as they typically feel that the problems lie with them. What they however miss out, is the fact that teams tend to emulate their leaders. And hence its the leaders who actually influence the culture and behaviours observed in their organization. And therefore to help the team change, the leaders have to first change. Which is why Organisational Development focuses on a top down approach involving leaders in the change they desire for their organization.
Self Sufficiency
Organisational Development helps organizations and people within the organization become self-sufficient and interdependent. It develop their capabilities and helps them lead the required change.
Inclusivity
OD focuses on including every member of the organization in the problem solving process. Which means you will find everyone from the CEO to the Gate Keeper and even external stakeholders like customers forming a part of OD interventions. OD believes that only when the voice of every stakeholder is heard can problems be solved holistically. That’s because hearing everyone’s views and ideas gives a better picture over hearing just one or two. And results in a better solution to the problem at hand.
Action Learning
Organisational Development focuses on learning by doing. Kurt Lewin, the father of OD, spoke of this term many years back. What he meant, was the use of experimentation and experience over theory. As per him, no theory works better than a theory which is practiced. And therefore OD encourages people to take planned and calculated risks while focusing on ‘doing’ over just thinking and planning.
So, what do you feel? Is OD useful for your organisation?
