BA 4226 Managing Organizational Change Implementing change: organization development, appreciative inquiry, positive organizational scholarship, and sense-making approaches Instructor: Ça ğ rı Topal 1

Organizational development: Fundamentals Coach image Planned Top management commitment Effectiveness Long-term Action oriented Attitude and behavior change Experiential-based learning Groups and teams Values of humanism, democracy, and development 2

Organizational development: The OD practitioner Problem identification Data gathering and problem diagnosis Feedback Joint problem diagnosis Joint action planning Further data gathering 3

Organizational development: Criticisms OD definitions and concepts Internal validity problems External validity problems Lack of theory Problems with measuring attitude changes Current relevance of OD values Universality of OD values Applicability of OD in large-scale change 4

Appreciative inquiry Coach image Shift from problem solving and conflict management to joint envisioning of the future Large-scale change through large-group participation and intervention Steps Discover the current best practice Envision the future based on the knowledge of the best Co-construct the ideal future Sustain the future 5

Positive organizational scholarship Coach image Focusing on positive organizational aspects Spreading what works in the organization Criticisms Organizational members may not agree on what works best Ignoring problems is ignoring opportunities POS may not be applicable in all cultures POS programs may not work for all organizational members 6

Sensemaking approaches Interpreter image Organizations are in a constant state of flux and are constantly undergoing changes A standard program does not allow experimentation, novel implementation, revision, and dialogue There is no need for unfreezing because the organization is already unfrozen 7