Day 1

Getting started

• introductions/learning sets

History and definition of OD

• definitions and concepts
• how OD differs from other planned change efforts

A framework for the roots of OD practice – the theories upon which it is based

• from the first group dynamics laboratory (Kurt Lewin) to opensystems planning (Richard Beckhard)

Organisational and change models and application to your own organisation

• theories of changing organisations
• organisational diagnosis models and their value in OD
• practical exercise: developing an organisational model applicable to your organisation.

The OD process:
Contracting

• the initial step in the OD process, clarifying the issue, moving beyond the presenting problem

Diagnosis

• using diagnostic models to identify the underlying issues
• diagnosing at three levels: overall organisation, group level, individual; diagnostic contract.

Day 2

Data collection and analysis

• building on the diagnostic relationship, the goals of data collection, research methods

Feeding back diagnostic information – designing a process that ensures ownership of the data

Designing interventions around organisational issues

• human process issues (eg process consultation [Edgar Schein], group dynamics); technology and structure issues
• human resource issues (eg attracting, retaining and developing competent people)
• strategic issues (eg organisation/environment framework, organisational transformation)

Evaluation – determining whether/how it worked

• Guest speaker

Next steps.