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Organizational development (OD) is a deliberate effort aimed at improving an organization's capacity to handle its internal and external functioning and relationships. When conducting an OD intervention, it is essential to understand the organizational context, diagnose the underlying issues, and develop strategic solutions. This paper examines two distinct case studies—Blaze Mining and City Center Hospital—to analyze the application of theoretical concepts and methods used during OD interventions. By exploring the organizational problems, design, and the specific OD strategies employed, this analysis highlights best practices in implementation and delivers insight into effective organizational change processes.

Introduction

This paper aims to evaluate two case studies to understand how OD interventions address complex organizational problems. The first involves Blaze Mining, a family-owned oil and mining company facing leadership disunity, and the second concerns City Center Hospital, an outpatient surgery center grappling with nurse morale and interprofessional relationships. Through the lens of existing OD theories, this analysis assesses the diagnostic processes, intervention design, and outcomes in these settings. Ultimately, the purpose is to demonstrate how structured OD approaches facilitate organizational improvement by fostering cohesive leadership and team dynamics.

Case Study 1: Blaze Mining — Diagnosing Organizational Dysfunction

Blaze Mining’s organizational problem stems from fractured leadership resulting from internal conflict over the past decade. The leadership discord has hampered operational efficiency, altering productivity and organizational morale adversely. The company’s organizational design, characterized by family members leading each division, has contributed to power struggles and a lack of collaborative decision-making (Bierema, 2020). The recent appointment of a new CEO introduced an opportunity to initiate an OD intervention aimed at restoring leadership cohesion.

The diagnostic process employed here involved interviews, observations, and a review of internal communication flows. This process revealed underlying issues such as leadership fragmentation, lack of trust, and ineffective communication channels. Such issues align with Lewin’s Change Model, which emphasizes unfreezing current behaviors before transitioning to new practices (Lewin, 1947). Recognizing these issues paved the way for a targeted intervention: a series of three workshops, each focusing on team-building, conflict resolution, and strategic alignment, complemented by department-specific interventions and a final collective session.

The leadership’s desire for a professional, structured approach reflects principles from Appreciative Inquiry (Cooperrider & Srivastva, 1983), emphasizing strengths-based change. Focused facilitation aims to develop shared goals, clarify roles, and build trust amongst family-led divisions (Cummings & Worley, 2014). This diagnostic and intervention framework exemplifies the importance of comprehensive assessment followed by strategic action aligned with recognized OD models.

Case Study 2: City Center Hospital — Addressing Morale and Leadership Challenges

City Center Hospital’s challenge concerns low nurse morale and strained interprofessional relationships, compounded by organizational changes aimed at fostering a profit and patient-centered culture (Bierema, 2020). The hospital’s operational design includes outsourced nursing staff and independent contractor physicians, complicating management and communication efforts. The organizational problem involves both employee dissatisfaction and deteriorating relations, which threaten service quality and retention.

The diagnosis process incorporated surveys, focus groups, and leadership interviews to identify root causes. The findings revealed high stress levels among nurses, perceived arrogance from physicians, and ineffective management from unit leaders. This aligns with Kotter’s (1996) eight-step change model, emphasizing the importance of creating urgency and building guiding coalitions—elements demonstrated by the hospital’s recognition of morale issues and leadership’s call for intervention.

The proposed OD intervention involved a one-day workshop designed to develop leadership skills among unit managers, thereby fostering a united team approach. Training activities centered on conflict management, emotional intelligence, and team facilitation skills. The expected outcome aligns with Transformational Leadership theory, which advocates inspiring followers through vision, motivation, and relationship-building to foster change (Bass & Avolio, 1994).

While the immediate focus was leadership development, ongoing follow-up mechanisms such as coaching and performance assessment support long-term change. The hospital’s intervention plan embodies situational leadership principles, recognizing the need for adaptable leadership styles tailored to specific organizational contexts (Hersey, Blanchard, & Johnson, 2012). The emphasis on visible improvement over 12 months underscores the importance of sustained effort and iterative feedback.

Comparison of Approaches and Outcomes

Both case studies utilize change management frameworks rooted in organizational psychology and systems theory. The Blaze Mining case employed a systemic diagnosis, emphasizing trust-building and strategic alignment through multiple workshops and departmental interventions. Conversely, City Center Hospital prioritized leadership development through targeted training designed to rapidly influence team dynamics and morale.

The application of OD models, such as Lewin’s and Kotter’s, demonstrates the importance of diagnosing organizational issues comprehensively, creating urgency, and implementing staged interventions. Both cases exhibit a focus on developing internal capacity—whether through cohesive leadership or strengthened management skills—to achieve sustainable change.

The outcomes anticipated from these approaches include improved communication, reduced conflict, enhanced teamwork, and higher morale. Evidence from similar studies suggests that structured OD initiatives can lead to measurable improvements in organizational effectiveness, employee engagement, and service delivery (Cummings & Worley, 2014). Nonetheless, sustainable change depends on ongoing leadership commitment, reinforcement strategies, and adaptation to evolving organizational dynamics.

Conclusion

Analyzing the OD interventions in Blaze Mining and City Center Hospital highlights the significance of tailored, theory-driven approaches to complex organizational problems. Both cases emphasize thorough diagnosis, strategic planning, and targeted interventions aligned with established models such as Lewin’s, Kotter’s, and transformational leadership. Successful OD initiatives focus not only on immediate problem resolution but also on building organizational capacity for continuous improvement. Effective leadership, clear communication, and sustained engagement are crucial for translating interventions into long-term organizational success.

References

• Bierema, L. (2020). Organization development: An action research approach (2nd ed.). Zovio.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Cooperrider, D. L., & Srivastva, S. (1983). Appreciative inquiry in organizational life. In Woodman, R. W., & Pasmore, B. A. (Eds.), Research in organizational change and development (pp. 129-169). JAI Press.
• Cummings, T. G., & Worley, C. G. (2014). Organization development and change (10th ed.). Cengage Learning.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2012). Management of organizational behavior: Utilizing human resources (10th ed.). Pearson.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.