Chapter 16: The Challenge and the Future for Organizations
Discursive emergence of changes within the organizations is caused by internal and external imperatives. Organizational changes reflect a shift from organizational dilemma-centered to distinct interventions to development continuum. As the organizations converge into a continuous movement of changes, the process and approaches of developing the organizations must follow. The challenges for contemporary organizations and modern OD practitioners, however, are the effectiveness of the proposed change programs, the emerging conflicts and challenges while implementing the programs and the practitioner-client relationship. Although the future organizations are continually changing, the diversity of the workplace, the core reality of flexible, resilient, speedier and creative organizations and the collaboration essence will determine the company of the future.
Feedback of information is a very important mechanism for determining the status of the action programs. Critical areas such as the client system’s effectiveness, connectedness of roles and efficiency of communication methods could be investigated farther. In effect, the organization, along with the OD practitioner, could monitor emerging behaviours that contributes to the actual outcomes, performance and productivity and stabilize the change acceptance level of the employees. The Hawthorne effect of implementing changes sprung from the benefits and drawbacks the change itself demonstrates. The stabilization effort deals with an organization-wide or a more customized approach.
The continuity of the action programs are maximizing employee buy-in while allowing them to institutionalize or internalize changes and must be evident in all levels of organizational hierarchy. It is also necessary to develop a self-sustaining capacity. As part of the constant innovation initiative, a continuous assessment of change is a requirement. This is carried-out by the key decision-makers, OD participants and OD specialists. The success of change programs follows a five-step process from complying to universally-accepted standards to process mapping and communicating with the people to differentiating needs and the methods of providing solutions to such needs to extending efforts to the people.
While every OD intervention’s purpose is to respond to ever-growing organizational and individual needs, still organizations maintain the need for a comprehensive long-term approach that provides long-term solutions. The role of OD and the role of values emancipate the quantitative and qualitative application of OD as a transitioning, systemic discipline. The impasse of practicing OD as a discipline conforms to the ambiguity of the definition and lack of proofs about OD interventions. Since there are also no accreditation programs for OD practitioners, OD specialists find it hard to deal with trust, power and conflict. Another criticism for OD is that it overemphasizes human interventions. The values role herein answers the hows and whys of facilitating strategic OD through measuring its impact on the organization.
The emerging trends in OD observes transformations, sharing visions, innovations, trust and empowerment, learning organizations, reengineering, core competencies and organizational architecture. From a macrosystem’s framework, organizations will be more inclined on the impact if cultural changes, total resource utilization, centralization and decentralization, conflict resolution and interorganizational collaborations. The focus of interpersonal trends will be converted into merging line and staff functions, resource linking, integrating quality and productivity, diversity, networking and rewarding. From an individual perspective, the movement will be evident in intrinsic worth, changes within individuals and within cognitive and physical domains and interdependence.
Terminating the practitioner-client relationship happens at the final stage of OD. The entire collaboration ends when either one of the party believes that the relationship is going nowhere though the process of disengagement takes a gradual turn. So, both parties must agree for a reduced involvement or as involvement may continue at low level.
Bibliography
Harvey, D. & Brown, D. (2006). An experiential approach to organization development. (7th Ed.). Upper Saddle River, NJ: Prentice Hall.
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