In this course, we develop the required skills and knowledge for Organization Development (OD) practitioners to undertake a data-gathering exercise which provides both the practitioner and clients with a clear picture of how to proceed on the change journey.
We start with a brief overview of the diagnostic phase of OD, its links to evaluation processes and how, before such a journey begins, the OD practitioner should start with the end in mind. This leads to a conversation about the types of data needed, data collection methods, and data analysis. Then, we explore methods of data feedback and action planning.
This course examines the tasks and skills required for the diagnostic phase of the OD cycle.
Course Series
This course is included in the following series:
5 CoursesOrganizational Development
- History and Evolution of Organization Development (OD) and Change
- Organization Development (OD): The Evaluation Phase
- Organization Development (OD): The Diagnostic Phase
- Designing Organization Development (OD) Interventions
- Organization Development (OD) in Practice
Learning Objectives
- Explore the diagnostic phase of Organization Development (OD), its links to evaluation processes and how, before such a journey begins, the OD practitioner should start with the end in mind.
- Identify the types of data needed, data collection methods, and data analysis.
- Discover methods of data feedback and action planning.
Included In Certifications
This course is included in the following Expert Certifications:
11 CoursesOrganization Development Certification
- History and Evolution of Organization Development (OD) and Change
- Organization Development (OD) in Practice
- Organization Development (OD): The Diagnostic Phase
- Designing Organization Development (OD) Interventions
- Appreciative Inquiry in Practice
- Organization Development (OD): The Evaluation Phase
- Organizational Frameworks
- Organization Design Theory and Practice
- Leading Change and the Use of Self
- Ethical and Professional Practice
- Organizational Development: A Tool Kit for People-Led Change (Article)
Prerequisites
No advanced preparation or prerequisites are required for this course.
what is difference between the consultancy cycle activities (8 OD phases) and Schwarz's 6 diagnosis and intervention model mainly compared with the phase 3 (collecting data).
Who is the author of the 8 OD Phases (consultancy cycle activities)?
I'm trying to make sense of what you mean by "consultancy cycle activities" - do you mean the eight fundamental consultancy objectives (Turner, 1982) - which go from Provide requested info (Level 1) to Improve Organisational effectiveness (Level 8)?
If you clarify, I can then attempt to answer the question.
However, what I would say when comparing models, often theorists will have their own perspective on how things work. Model are the way academics simplify what they observe. it's like asking what is the difference between Lewin's 3 step change model and Kotter's eight step change model. Essentially nothing. It's just what emphasis the academic puts on parts of a process, what they interpret as important and how they choose to describe it. Take for example the difference between diagnostic or dialogic OD. Neither is right or wrong, it is perspective. I am a dialogic OD practitioner. It doesn't mean I dismiss the diagnostic. It is important, but I believe (personal values/perspective) that creating dialogue is most effective/essential for driving the change I am engaged to facilitate in the organisation
In what phase of the OD Project the practitioner needs to take into consideration the OD Theories?
All of them! Simplistic answer I realise. But consider, at the diagnostic stage you might, for example use systems theory to ensure that your analysis of symptoms is based on a holistic perspective. At the design phase you my consider contingency theory or complementary systems theory to consider how you will 'design in' activities that fit the environment and deliver coherence. At the implementation stage you might employ complexity theory to ensure that their is cross-functional collaboration and use group dynamics to ensure richness in dialogue. Finally you might use Action Research in the evaluation phase. There is no 'right theory' to use at a particular phase. Rather, using the right theory to drive the change the organisation is looking for.