Remember earlier when we said that these models for change don’t usually solve for organizational inertia? To a certain extent, organizational development addresses that. Organizational development is a collection of planned-change interventions, built on humanistic- democratic values, that seeks to improve organizational effectiveness and employee well-being.
The guiding principles of organizational development are:
- Commitment to long-lasting change
- Humanistic approach
- Action research tools
- Focus on process
Organizational development requires the organization to invest a good deal of time and research and it isn’t as much a fix for organizational inertia as it is a prevention of it. Some of the techniques and interventions employed by organizational development departments include the following:
- Sensitivity training. This is training that seeks to change behavior through unstructured group interaction. The objective is to provide subjects with increased awareness of their own behavior and how others perceive them, to facilitate better integration between individuals and organization.
- Survey feedback. The use of questionnaires to identify discrepancies among member perceptions, with discussion and remedies following.
- Team building. High interaction among team members to increase trust and openness.
- Intergroup development. These are efforts to change the attitudes, stereotypes and perceptions that groups have of each other.
- Appreciative inquiry. This process seeks to identify the qualities and strengths of an organization, on which performance improvement can be built. The inquiry usually involves strategizing with employees on performance improvement and “future state” ideals.