Objectives

Upon completion of this course, participants will be able to:

• **Explain** the core theories and models of Organizational Development and their strategic application.
• **Apply** a systematic diagnostic model to accurately assess organizational issues (e.g., culture, structure, process).
• **Design** and select appropriate OD interventions based on a rigorous diagnosis.
• **Master** the internal consulting process, including contracting, data collection, and feedback.
• **Facilitate** group processes and interventions aimed at improving team effectiveness and collaboration.
• **Develop** metrics to evaluate the success and sustainability of OD initiatives and change efforts.
• **Build** a long-term strategy for embedding OD practices and capacity within the organization.
• **Manage** the ethical dilemmas and power dynamics inherent in organizational change work.

Target Audience

• HR Business Partners (HRBPs) and HR Generalists aiming to specialize in change and performance.
• Current Organizational Development (OD) Specialists and Consultants.
• Learning and Development (L&D) professionals focused on systemic change.
• Managers and Leaders responsible for driving team and departmental effectiveness.
• Internal Consultants and Project Managers leading cross-functional improvement initiatives.

Case studies on OD failures and successes, Role-playing internal consulting sessions (contracting and feedback), Group exercises on diagnostic model application, Experiential learning through facilitating small group activities, Design challenge: creating an intervention for a specific diagnosis, Structured discussions on OD ethics.

Outline

Unit 1: Foundations of Organizational Development

Core OD Theories and Models

• Defining OD: Principles, history, and strategic purpose.
• Systems thinking and its application to organizational analysis.
• Classic OD models: Lewin's Change Model, Action Research.
• The role and required competencies of an OD practitioner.

The OD Consulting Process

• Mastering the entry and contracting phase with internal clients.
• Techniques for data collection: interviews, surveys, observation, focus groups.
• Methods for data analysis and generating actionable insights.
• The power and ethics of providing diagnostic feedback.

Unit 2: Organizational Diagnosis and Assessment

Systematic Diagnostic Models

• Applying the Burke-Litwin, Weisbord's Six-Box, or Congruence Model.
• Diagnosing organizational culture, climate, and readiness for change.
• Tools for assessing organizational structure and design effectiveness.
• Identifying the root causes of performance and process issues.

Data Gathering and Analysis Techniques

• Designing effective survey instruments and qualitative interview protocols.
• Statistical analysis of engagement and culture data (if applicable).
• Facilitating dialogue to validate diagnostic findings with stakeholders.
• Developing a clear, compelling diagnostic report.

Unit 3: Designing and Selecting Interventions

Types of OD Interventions

• Human Process Interventions: Coaching, T-groups (overview), third-party consultation.
• Techno-Structural Interventions: Job design, process reengineering, structural change.
• Human Resource Management Interventions: Performance, career planning, diversity.
• Strategic Interventions: Visioning, scenario planning, organization-environment fit.

Intervention Selection and Design

• Criteria for selecting the most appropriate intervention for the diagnosis.
• Principles of effective intervention design and sequencing.
• The importance of involving clients and stakeholders in design.
• Developing an intervention action plan with clear outcomes.

Unit 4: Group and Team Effectiveness Interventions

Team Development and Dynamics

• Models of group development (e.g., Tuckman's Stages).
• Interventions for improving team roles, communication, and decision-making.
• Techniques for resolving intra-group conflict and increasing psychological safety.
• Designing and facilitating productive team off-sites and workshops.

Large Group Interventions

• Introduction to methods like Open Space Technology and Future Search.
• Strategies for engaging hundreds of employees in simultaneous dialogue.
• Using Appreciative Inquiry to focus on strengths and potential.
• Scaling OD efforts to impact entire divisions or the whole enterprise.

Unit 5: Evaluating and Sustaining OD Capacity

Measuring Intervention Effectiveness

• Developing Kirkpatrick's levels of evaluation for OD projects.
• Establishing baseline metrics and tracking change over time.
• Calculating the business impact and ROI of OD initiatives.
• Collecting follow-up data and performing post-intervention diagnosis.

Embedding OD Capacity

• Strategies for creating an internal OD network and community of practice.
• Training managers and HRBPs to act as frontline change agents.
• Integrating OD methodology into standard business planning processes.
• Personal action plan for developing a sustained OD capacity.