Questions and Answers of Organization Development

Many people approach conflict as a win-lose situation.Why is a win-win approach more likely to work? LO9
Identify major sources of organizational conflict. LO9
Diagnose the causes of cooperative versus competitive group relations. LO9
Observe and develop strategies for collaborative intergroup relations. LO9
Experience the negative effects of competition on organization effectiveness. LO9
Identify problems of intergroup conflict and suboptimization. LO9
Identify the six steps in the team development process. LO9
Select an example of groupthink occurring in an organization and critique the results and consequences to that organization.This could be an organization that is familiar to LO9 you or one that you
Identify the symptoms of groupthink. Explain how groupthink LO9 can be avoided through team development.
Identify and give examples of ways of increasing team effectiveness. LO9
Identify the characteristics of an effective team. Is a golf team really a team, or just a group? LO9
Experience the process of team development. LO9
Recognize team problems and why teams may not be operating at optimum capacity. LO9
Identify how team development techniques fit into an OD program. LO9
Identify and explain stress management interventions. LO9
Explain the steps in a career life planning program. LO9
Explain how transactional analysis can help you better understand LO9 your communication patterns.
What is the interrelationship between the Johari Window LO9 Model and laboratory learning?
How can you use the Johari Window Model as a tool to understand LO9 interpersonal communications?
Identify and explain the four areas of the Johari Window LO9 Model.
What are the objectives of laboratory training? LO9
Describe career life planning and stress management as OD techniques. LO9
Practice giving and receiving feedback on your personal communication style. LO9
Experience the dynamics involved in interpersonal communication. LO9
Recognize the need for employee empowerment interventions in an OD program. LO9
Identify and explain the communication processes that a manager can use in a work group. LO9
What is the difference between group task functions and LO9 group maintenance functions?
Explain how process interventions can be used in an OD LO9 program.
Identify and gain insights into your own OD style. LO9
Practice using OD process skills. LO9
Understand the key OD process skills and determine how they can be applied. LO9
Explain three factors that should be considered in selecting a technique. LO9
Describe an integrated approach to change. LO9
Explain how stream analysis can be used in an OD program. LO9
Identify and give examples of OD interventions for various target systems. LO9
Compare and contrast the basic OD strategies. LO9
Understand the change strategies. LO9
Identify the ways various interpersonal, team, and intergroup techniques fit into an OD program. LO9
Identify and understand the range of major OD intervention techniques and how they can be applied. LO9
What strategies might be used in gaining acceptance for an LO9 OD program?
What are major forces in the change process? LO9
Trace the life cycle of change in an organization or an event occurring in society (suggestions are smoking in public places, energy conservation, or driving smaller automobiles). LO9
Experience reactions to a change situation. LO9
Diagnose the forces driving and resisting organization change. LO9
Recognize strategies that can increase the motivation to change. LO9
Identify the forces within individuals and organizations that cause resistance to change programs. LO9
Identify and give examples of the force-field analysis LO9 model.
Explain the difference between symptoms and causes. LO9
List some possible types of organization data that you might find in your own organization or college that could LO9 be used in planning an OD program.
Compare and contrast the interview and survey methods of data collection. LO9
Describe the use of performance-gap analysis. LO9
Apply a systematic diagnosis to organizational situations. LO9
Describe the major diagnostic models and techniques used in OD programs. LO9
Recognize the various techniques for gathering information from client systems. LO9
Identify system parameters and recognize the symptoms, problems, and causes of organizational ineffectiveness. LO9
Explain the process of perceptions and how perceptions LO9 play a part in forming the relationship between the client and the OD practitioner.
Identify basic problems in the practitioner-client relationship. LO9
Why is it important for an organization to be ready for an OD program? LO9
Compare and contrast the five basic practitioner styles. LO9
What are the pros and cons of external and internal practitioners?Why is the team approach a viable alternative? LO9
Experience and practice your own style of intervention and influence in a team. LO9
Identify your strengths and areas of improvement as a potential practitioner. LO9
Define the role of an OD practitioner. LO9
Explain the role of tools for change in an OD program. LO9
Identify the key factors in cultural change. LO9
Compare and contrast managerial efficiency and effectiveness. LO9
Describe or compare the corporate cultures of organizations you have worked in. What makes one more effective LO9 than another?
Describe the major ethical, value, and goal considerations of an OD program. LO9
Describe the culture and organizational factors that lead to effective organizations. LO9
Identify the key factors used in assessing corporate culture. LO9
Recognize the importance of corporate culture to organizational success. LO9
What lessons can future shock provide for organizations? LO9
Explain a sociotechnical system and its five components. LO9
Using companies who compete with one another (for example, Apple and Microsoft), position them on the adaptive orientation model in Figure 2.2. Support your LO9 position.
Compare and contrast the four types of management orientations used in relating to the environment. LO9
Contrast the differences between a stable and a hyperturbulent environment. LO9
What is the implication of organization renewal for today’s organizations? LO9
Understand and apply the sociotechnical-systems approach to OD. LO9
Determine the individual and group methods of coping with change. LO9
Identify the ways an organization uses renewing processes to adapt to change. LO9
Recognize the factors contributing to the accelerating rate of change. LO9
Identify and explain the five stages of organization development. LO9
Read a book or an article and identify the organizational culture and norms it embodies. LO9
Explain three basic responses an individual may have to socialization. LO9
Explain the difference between pivotal and peripheral norms. LO9
Identify and demonstrate the uses of the psychological contract. LO9
How does OD differ from a single-change technique such LO9 as management training?
How would you define “organization development”? LO9
Describe the five stages of organization development. LO9
Understand the expectations of the psychological contract formed on joining an organization. LO9
Describe organization culture and understand its impact on the behavior of individuals in an organization. LO9
Define the concept of organization development and recognize the need for change and renewal. LO9
Which community-based intervention, using the community as an active participant, works best for your work?
How many people need to be at the table?
What characteristics can be helpful at the table?
What characteristics can be harmful?
Which person at the table should be focused on the most?
What is the role of the OD practitioner in community intervention?
Name the five purposes for which communities come together?
What could Mr. Brown have done better?

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