International Labour Organization ILO Model of Social Dialogue Organizational Development The Action Research Model Types and Methods of Change

International Labour Organization The Phases of Social Dialogue Feedback Plan Initiate Implement Monitor & Evaluate Phases

International Labour Organization Organizational Development “An attempt to improve organizational effectiveness by revitalizing and renewing the organization’s technical and human resources”

International Labour Organization Characteristics of Organizational Development focuses on the whole organization takes an “open systems” approach uses problem-solving and group process approaches relies heavily on feedback to participants provides experiential learning for participants to accomplish their aims situational and contingency based normally uses outside expert or “change agent” to facilitate change

International Labour Organization Action Research Model Problem Identification Diagnosis (data analysis) Consultation Action E v a l u a t i o n Joint Planning Joint Diagnosis Feedback

Problem-solving approach Identify the right problem. Analyze the problem. Identify decision criteria. Develop multiple solutions. Choose the optimal solution. Prepare for contingencies. Source: Okojie (2006)

International Labour Organization Processes of Planned Change Side-to-Side Process Re-engineering Top Down Directive Bottom-Up Empowerment

International Labour Organization Types of Organizational Change Behavioural Attitudinal Cultural

International Labour Organization Organizational Culture “the pattern of basic assumptions that a given group has invented, discovered or developed, in learning to cope with its problems of external adaptation and internal integration. These have worked well enough to be considered valid and are therefore taught to new members as the correct way to perceive, think and feel in relation to these problems” Source: Schein (1985)

International Labour Organization Can Organizations Change their Culture? “Managing culture can be likened to ‘riding a wave’ – the best a surfer can do is understand the pattern of currents and winds that shape and direct the waves, then use these to stay afloat and steer the desired path. Clearly, this is not the same as changing the basic rhythms of the ocean” Source: Legge (1995)

International Labour Organization Why Change So Often Fails Not integrated to strategy Seen as a “fad” or “quick fix” Short-term perspective Political realities undermine initiatives Grandiose expectations Inflexible strategy/policies Absence of leadership Lack of measurable/tangible results Fear of the unknown Unable to mobilize commitment to sustain change

International Labour Organization Making Change Happen Leadership Creating a shared need Shaping a vision Mobilizing commitment Modifying systems and structures Monitoring progress Making it last