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    Organizational Design (OD) Models

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    What Organizational Design (OD) models assist executives in leading change?

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    1. What OD models assist executives in leading change?

    Organization Development (OD) is defined by Schein (1992) as "...a planned change process, managed from the top, taking into account both the technical and human sides of the organization..." (p. 316). With roots in psychology and sociology, and an outgrowth of the work of academic researchers, OD has been in existence for about 30 years, and has as its primary focus understanding organizations and the individuals within them (Timony, 2001).

    Today, the practice of OD comprises unifying concepts and practices based on divergent philosophical orientations - one discusses learning prior to change, the other discusses learning after change. Experts like Argyris, Bennis, Blake, Mouton, and Schutz, whose orientation is human process and human relations, share the philosophy that "one must understand an organization in order to successfully change or improve it." The practice that evolves from this philosophical basis is a collaborative process among OD consultants and members of the organization. Experts like Bion, Cherns, and Davis, whose orientation is in technical and job processes, share a view that, "in order to understand an organization, one must try to change it and observe the results." The practice that evolves is one of analysis, problem solving, action planning, and evaluation (Adapted from Kur, 198 1, p. 87). Differing philosophical orientations provide practitioners with opportunities to develop unique approaches to the practice of OD (Timony, 2001).

    Model 1: The Bridaes Transition Model

    The process of moving from the comfort of the old - or what "used to be" to the ambiguity of the new, has been compared to being between trapezes - there's nothing to hold on to! The Bridges' (1991) Transition Model is widely accepted by individuals and organizations as a succinct and easy way to think about change and its impact. The model illustrates that transition begins with letting go - a necessary (and the most difficult) step to moving on to a new beginning. The model ...

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    This solution examines the Organizational Design Models that assist executives in leading change.