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Practicing Organization Development (A guide for Consultants) - Part 38

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Practicing Organization Development (A guide for Consultants) - Part 38. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | EVALUATION 341 Checking 41. Every meeting is evaluated by the team. 5 4 3 2 1 42. Suggestions for improvement are made. 5 4 3 2 1 43. Team members provide positive 5 4 3 2 1 feedback to each other. 44. Team members provide constructive 5 4 3 2 1 feedback for improvement to each other. Acting 45. Minutes are distributed to all 5 4 3 2 1 participants within two days. 46. Team members carry out their 5 4 3 2 1 assignments related to action steps. 47. Additional agenda items are provided 5 4 3 2 1 to the team leader in time to include on the distributed agenda. Overall 48. Our leader provides good 5 4 3 2 1 leadership to the team. 49. I look forward to our team meetings. 5 4 3 2 1 50. I am generally satisfied with our team 5 4 3 2 1 meetings. Practicing Organization Development 2nd Ed. Copyright 2005 by John Wiley Sons Inc. Reproduced by permission of Pfeiffer an Imprint of Wiley. www.pfeiffer.com Exhibit 12.4. Comparison of Advantages for Customized vs. Standardized Surveys Customized Surveys Standardized Surveys Can be adapted to the vocabulary of the organization Can be focused to the specific variables of interest to a particular OD process Owned by the organization when developed Less costly over time Participants feel more ownership in the survey and evaluation processes Because results cannot be compared with other organizations the focus is on organizational improvement not comparison with how others are doing Readily available without developmental time More likely to have appropriate psychometric measures reliability validity Unlikely to change over time so comparison can be made across time Likely to have been used in multiple contexts providing comparative data though this may not be what is wanted Will often look more professional though this is not necessarily so May already be available in web-based format 342 PRACTICING ORGANIZATION DEVELOPMENT 2ND EDITION Measurable Outcomes As specified earlier in this chapter there are a number of measures that are .