Modules Module 1 SLP Action Research And Organization

Modulesmodule1mod1slphtmlmodule 1 Slpaction Research And Organiza

For the Session Long Project in this class, you will be applying the principles of organizational development to an organization you currently work for or have worked for in the past. For this first SLP, think carefully about the background readings and how they might apply to a specific organizational situation or problem that you have experienced firsthand. Then write a 2- to 3-page paper answering the following questions: What do you think the biggest problem your current organization or one of the previous organizations you worked for faces? Why do you think management has had difficulty with this problem?

Do you think this problem could be mitigated by hiring an organizational development consultant based on what you’ve read in the background materials? Why or why not? Make sure to cite some of the readings in your answer. Of the action research and organizational development steps listed in the required readings, which ones do you think would be the more challenging steps that an organizational development consultant would face coming into your organization? Explain your reasoning and cite at least one of the required background readings.

Paper For Above instruction

The application of organizational development (OD) principles offers a strategic approach to diagnosing and addressing complex organizational problems. Reflecting on my past experiences, a significant challenge faced by the organization I was part of was the resistance to change, particularly during restructuring processes. Management often struggled with implementing new policies due to entrenched cultural norms and employee skepticism, which impeded progress and reduced overall effectiveness. This resistance stemmed from inadequate communication and a lack of inclusive participation during change initiatives. Management’s difficulty in overcoming this resistance can be attributed to a limited understanding of OD strategies that focus on participative change and organizational learning, as discussed by Cummings and Worley (2015). These authors emphasize that successful organizational change relies heavily on involving employees in the change process and addressing their concerns proactively.

Based on the background materials, hiring an organizational development consultant could potentially mitigate these issues. OD consultants are trained to facilitate change processes through diagnostic assessments, action research, and interventions that promote engagement and buy-in from stakeholders (French & Bell, 2012). They bring expertise in fostering a culture of continuous improvement and can design tailored interventions that address specific organizational barriers. However, the success of such interventions depends on the organization's receptiveness and the ability of the consultant to align their strategies with the organizational context.

Regarding the steps involved in action research and OD, some phases may present more significant challenges. For instance, diagnosing organizational issues often requires a deep understanding of organizational culture and the ability to gather honest feedback from employees, which can be obstructed by resistance or fear of reprisal (Dick, 2002). Conducting participative diagnosis and data collection, therefore, may be confronting for both the OD consultant and the organization’s members. Implementing change, especially when it involves altering deeply rooted behaviors and assumptions, can also be problematic, as it requires persistent effort and sustained commitment. These challenging steps necessitate the OD practitioner to possess not only technical expertise but also high levels of interpersonal skills and cultural sensitivity, aligning with what French and Bell (2012) highlight as critical for successful OD interventions.

In conclusion, organizational resistance to change is a complex problem that can be addressed more effectively through targeted OD strategies. Hiring an OD consultant offers organizational benefits, provided there is openness to change and a willingness to engage in participative processes. The most challenging steps involve diagnosing organizational issues accurately and facilitating meaningful change, which require skilled practitioners capable of managing complex human and cultural dynamics.

References

• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change (10th ed.). Cengage Learning.
• Dick, B. (2002). Action research change projects in organizations. Australian & New Zealand Journal of Organization Psychology, 24(4), 63-78.
• French, W. L., & Bell, C. H. (2012). Organization Development: Behavioral Science Interventions for Organization Improvement (8th ed.). Pearson.
• French, W. L., & Bell, C. H. (2012). Organization Development and Change. Pearson Education.
• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change. Cengage Learning.
• Buchanan, D., & Huczynski, A. (2019). Organizational Behaviour. Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Burnes, B. (2017). Managing Change. Pearson.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• French, W. L., & Bell, C. H. (2012). Organization Development: Behavioral Science Interventions for Organization Improvement. Pearson.