{"id":7645,"date":"2022-04-07T22:06:13","date_gmt":"2022-04-07T20:06:13","guid":{"rendered":"https:\/\/www.2leadership.org\/?p=7645"},"modified":"2023-02-09T09:13:20","modified_gmt":"2023-02-09T08:13:20","slug":"organisational-development","status":"publish","type":"post","link":"https:\/\/www.2leadership.org\/en\/organisational-development\/","title":{"rendered":"Organisational Development"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Organisational&nbsp;development (OD) as a practice involves an ongoing, systematic process of implementing effective&nbsp;organisational&nbsp;change. OD is both a field of applied science focused on understanding and managing&nbsp;organisational&nbsp;change and a field of scientific study and inquiry. It is interdisciplinary in nature and draws on&nbsp;sociology,&nbsp;psychology, particularly&nbsp;industrial and&nbsp;organisational&nbsp;psychology, and theories of&nbsp;motivation, learning, and&nbsp;personality. Although behavioural science has provided the basic foundation for the study and practice of OD, new and emerging fields of study have made their presence felt. Experts in&nbsp;systems thinking, in&nbsp;organisational&nbsp;learning, in the structure of intuition in decision-making, and in&nbsp;coaching whose perspective is not steeped in just the behavioural sciences, but in a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts or tools.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The objectives of OD are to increase the level of inter-personal trust, cooperation and collaboration among employees, and to confront problems by increasing organisational problem-solving and reducing conflict.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">From the perspective of organisational transformation, it is worth considering whether a dedicated OD function could be an enabler to continually improve processes and offerings by helping to make strategic choices in all activities of the organisation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pros<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The process forces introspection, which can be revealing, reinforcing things you suspected and exposing things you didn\u2019t know existed.<\/li>\n\n\n\n<li>It can point to better outcomes, often by showing how to make the most of existing resources and also how to take advantage of new strategies and tactics.<\/li>\n\n\n\n<li>It can reduce business expenses. From getting a firmer handle on your budget to reducing waste and duplicity,&nbsp;organisationaldevelopment&nbsp;should&nbsp;influence your bottom line.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Cons<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>It can unleash a swift culture clash, especially if there is a lack of employee buy-in.<\/li>\n\n\n\n<li>It can be easily foiled by weak communication. Employees must be kept in the loop about all phases of an&nbsp;organisationaldevelopment initiative, no matter how mundane the details.<\/li>\n\n\n\n<li>It requires considerable investment of time and budget.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Recommended resources:&nbsp;<a href=\"https:\/\/www.cipd.co.uk\/knowledge\/strategy\/organisational-development\/factsheet\">What is Organisational Development, CIPD<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Organisational&nbsp;development (OD) as a practice involves an ongoing, systematic process of implementing effective&nbsp;organisational&nbsp;change. OD is both a field of applied science focused on understanding and managing&nbsp;organisational&nbsp;change and a field of scientific study and inquiry. It is interdisciplinary in nature and draws on&nbsp;sociology,&nbsp;psychology, particularly&nbsp;industrial and&nbsp;organisational&nbsp;psychology, and theories of&nbsp;motivation, learning, and&nbsp;personality. Although behavioural science has provided the [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"","_seopress_redirections_param":"","_seopress_redirections_type":0,"_seopress_analysis_target_kw":"Organisational Development","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"iawp_total_views":22,"footnotes":""},"categories":[205,221],"tags":[],"class_list":["post-7645","post","type-post","status-publish","format-standard","hentry","category-glossary","category-o"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/posts\/7645","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/comments?post=7645"}],"version-history":[{"count":3,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/posts\/7645\/revisions"}],"predecessor-version":[{"id":9621,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/posts\/7645\/revisions\/9621"}],"wp:attachment":[{"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/media?parent=7645"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/categories?post=7645"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.2leadership.org\/en\/wp-json\/wp\/v2\/tags?post=7645"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}