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

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

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

4. 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

5. 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

6. 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)

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

8. International Labour Organization
Types of Organizational Change
Behavioural
Attitudinal
Cultural

9. 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)

10. 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)

11. 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

12. 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