Students will be able to:
Integrate the Virtuous Business Model © IWU into all parts of organizational development.
Introduction

In this course, the focus is on organization development (OD) with the recognition that any problem resolution produced for the case study institution—IWU in this case—would require management of the change process if the proposed change is to be implemented. To clarify the two concepts (OD and change management), we borrow from the work of Cummings and Worley (2019):

Organization development’s (OD) most distinct and basic feature comes from the ‘development part of its title, which is frequently passed over without considering its meaning and significance in an organization context.’ At the personal level, development is deeply rooted in humanistic psychology, which promotes values of human self-determination, potential and growth. OD helps organizations create conditions where members can enact these values at work and develop to their potential. [And when working well within a composition at the group level, there is goal clarity, task structure, established group norms, and team function resulting in team effectiveness.] At the organization level, development concerns an organization’s capability to be self-regulating, to resolve its own problems, and to adapt to its environment.
Change management, on the other hand, focuses on helping organizations implement specific changes, such as a new organization structure, technology, or work practice. Its values and practices are highly pragmatic and aimed at making change processes more effective and efficient. Change management pays particular attention to how well change is implemented and at what cost and speed, not whether the organization and its members have learned. (italics added for emphasis; p. 3)

At the start of an OD initiative, it is important to take inventory of the conceptual frameworks that will be used and the tools available for completion of the consultative work. A conceptual framework systematically integrates several concepts, assumptions, beliefs, expectations, and theories, and is typically shown in graphic form to depict “the relationships among them” (Miles & Huberman, 1994, and Robson, 2011, as cited in “Conceptual Framework,” n.d., p. 39). An advantage to using frameworks is that complex systems are easier to understand and apply. More importantly, they can point out knowledge deficiencies (i.e., inaccurate, incomplete, or biased ways of thinking). A disadvantage is that the use of any single framework is necessarily finite in its framing and, therefore, could inhibit one’s ideation (or out-of-the-box thinking) without the use of multiframe thinking.
Three frameworks are considered here. First is the Four-Frame Model. Refer to Exhibit 1.1 Overview of the Four-Frame Model introduced in the first chapter of the course textbook written by Bolman and Deal (2017). The second framework is one that you have become quite familiar with in the DeVoe School of Business DBA program—the Virtuous Business Model © IWU. Refer to Figure 1. The third framework is an adaptation to the Comprehensive Model for Diagnosing Organizational Systems by Cummings and Worley (2009). See Figure 2.
What is multiframe thinking? Bolman and Deal (2018) explain further in reference to their Four-Frame Model:
The overview of the four-frame model shows that each of the frames has its own image of reality. You may be drawn to some and put off by others. Some perspectives may seem clear and straightforward, while others seem puzzling. But learning to apply all four deepens your appreciation and understanding of organizations. Galileo discovered this when he devised the first telescope. Each lens he added contributed to a more accurate image of the heavens. Successful managers take advantage of the same truth. Like physicians, they reframe, consciously or intuitively, until they understand the situation at hand. They use more than one lens to develop a diagnosis of what they are up against and how to move forward. (p. 19)
Just as Galileo added new lenses to sharpen the image of the heavens, you, too, are given the opportunity to reflect on and plan for the use of the frameworks in the team’s consultative engagement. Further, the team will begin to assimilate a cache of OD tools in preparation of the diagnostic and designed intervention work to be completed in later ADP steps.
Effective organization development requires planning and constant refinement. If you’re embarking on a major cultural or organizational shift, organization development tools can help you assess where you are, determine where you ought to go, and make a plan for getting there. (ATD, n.d., para. 1)
“Leaders fail when they take too narrow a view. Unless they can think flexibly and see organizations from multiple angles, they will be unable to deal with the full range of issues they inevitably encounter” (Bolman & Deal, 2017, p. 421).
For this step, the team will formally determine its knowledge deficiencies related to the central concepts of organizational development, as well as the core problem question:

Amid the challenges faced by U.S. higher education and liberal arts colleges, especially Christian colleges, how can Indiana Wesleyan University build a long-term, sustainable future while remaining true to its mission, vision, and values as a Christ-centered academic institution?
The deliverables for this step are:
Reframing Multiframe Thinking: Articulation of how the Virtuous Business Model © IWU will be integrated with two other framing models: The Four-Frame Model and the adaptation of the Comprehensive Model for Diagnosing Organizational Systems.
OD Toolbox Assimilation: Creation of an OD Toolbox for use in the consulting engagement.
Concept Map: Based on new insight of OD concepts and tools and the presenting problem, complete a concept map.
Need-to-Know Worksheet: Develop a worksheet to identify what the team already knows, what it needs to know, assumptions of team members, where to locate more information, etc.

Resources
Bolman, L. G., & Deal, T. E. (2017). Artistry, choice, and leadership: Reframing organizations (6th ed.).
   John Wiley & Sons, Inc.
Cummings, T. G., & Worley, C. G. (2019). Organizational development & change (11th ed.). Cengage.
Maxwell, J. A. (2005). Qualitative research design: An interactive approach. Thousand Oaks, CA: Sage.
https://www.sagepub.com/sites/default/files/upm-binaries/48274_ch_3.pdf
Kauffman, S., Elliott, M., & Schmueli, D. Frames, framing, and reframing. Beyond Intractability.
(Original Publication September 2003, updated in June, 2013 and again in June, 2017 by
Heidi Burgess). https://www.beyondintractability.org/essay/framin
Instructions for Deliverable
OD Toolbox Assimilation. In preparation of the OD consultative work, a Toolbox will be assimilated to include various tools that are useful in all phases of organization development. A suggested number of tools that an OD practitioner should have readily available is 100+. For the team’s engagement in this case, a minimum of 50 tools will be identified, many of which are likely already quite familiar to each member (e.g., 5 why’s, action map, affinity diagram, agenda, force-field analysis, Ishawaka [fishbone] diagram, ladder of inference, flow charts, job crafting, Johari window, metaphor, the PESTEL model, Porter’s Five Forces model, team contract, and more). Such tools are useful in all OD phases, but tend to be concentrated in higher numbers in the diagnostic phase and in the design and development of interventions.

Review the rubric to make sure you understand the criteria for earning your grade.

Assimilate an OD Toolbox to include a minimum of 50 tools that are useful for the four phases/activities of general planned change initiatives, as identified by Cummings and Worley (2019): (a) entering and contracting, (b) diagnosing, (c) planning [interventions] and implementing change, and (d) evaluating and reinforcing change, with an emphasis on providing a greater number of diagnostic and intervention tools.

The OD Toolbox is to be submitted per the Team OD Consulting Contract, but no later than the end of Workshop Three.
Step 2: OD Toolbox
MGMT 731 Organizational Development
Kaitlyn Arthur
Mohammad Islam
Hanuma Chaitanya Pally
Doctor of Business Administration Program, Indiana Wesleyan University
Instructor: Dr. Roome
Entering and Contracting
1. SWOT Analysis
A SWOT analysis is leveraged to help organizations develop a full awareness of all the
strengths, weaknesses, opportunities, and threats involved in making a business decision
(Schooley, 2024). When conducting a SWOT analysis, internal and external factors are
considered.
(Schooley, 2024)
2. Stakeholder Analysis Context Diagram
A stakeholder analysis context diagram is leveraged to show who the internal and external
stakeholders are of a given project. The closer to the center bubble the more the stakeholder
will be impacted by the project.
(Smith, 2000)
3. Stakeholder Participation Matrix
A stakeholder participation matrix is like a RACI as the goal is to identify the level of
participation for each stakeholder. Not all stakeholders need to be involved at every project
level, and this matrix can help categorize the strategy for involving stakeholders (Smith, 2000).
(Smith, 2000)
4. Communication Plan
Five components of a communication plan are indicated below in the follow matrix. These
components include who the communication is going to and who is sending the communication,
a brief description of what type of communication is going to be sent, how the communication
will be sent, and finally when the communication will be shared.
(Lavallee, 2023)
5. Timeline
A timeline shared early in a project provides clarity on project scope and due dates.
Stakeholders can see dependencies and deadlines, so they know how much time to budget
throughout the project lifecycle (Henderson, 2018).
(Henderson, 2018)
6. Contract Template
A contract should include what both parties expect to gain from the partnership,
alignment of the project timeline and available resources, and general expectations and ways of
working. By creating a standard template, an OD Practitioner will not have to re-invent the wheel
for each project.
7. Thomas-Kilmann Model (Conflict Resolution)
The Thomas-Kilmann Model was designed to measure a person’s behavior in conflict situations,
by looking at assertiveness and cooperativeness (Kilmann Diagnostics, 2009). A conflict
resolution model is important to have should a conflict arise between stakeholders.
(Kilmann Diagnostics, 2009)
8. Negotiation Framework
This is a methodical process for negotiations with stakeholders to ensure that their promises
and demands are in line from the start of the change project. The model identifies the five
stages of any negotiation in a simplified framework that helps you to analyze, absorb and apply
the Best Negotiating Practices (BNPS).
Diagnosing
1. Root Cause Analysis
A root cause analysis is used to uncover the cause of a problem. Root cause analysis is
leveraged when companies what to figure out what went wrong and how to prevent that problem
from showing up again in the future.
(What is a Root, 2024)
2. Employee Engagement Survey
An Employee Engagement Survey is sent out to current employees to gauge their
current level of engagement and gain insights on how Employees feel about the current culture
of their organization. Strength of surveys include employee beliefs and attitudes can be
quantified easily, ability to gather large amounts of data quickly from many people, and
inexpensive (Cummings & Worley, 2019).
3. SIPOC
A SIPOC diagram is a tool used by a team to identify all elements of a process improvement
project before the project begins. A SIPOC can help answer who supplies inputs to a process or
even what are the requirements of a customer (Simon, 2023)?
(Simon, 2023)
4. A3 Form
A3 was developed by Toyota, which believes that any problem should be able to be explained
and solved using a 11 x 17 sheet sized piece of paper (Lean Construction Institute, 2024). An
A3 includes the following information background, current state, goal, analysis,
recommendation, and schedule of key events.
(Lean Construction Institute, 2024)
5. Root Cause Analysis – Fishbone Diagram
A fishbone diagram is a tool designed to illustrate cause and effect. This tool can be leveraged
to help brainstorm ideas and then sort those ideas into useful categories (QAPI, n.d.)
(QAPI, n.d.)
Planning and Implementing Change
1. HULA Methodology
HULA Methodology was created for those who did not have the time or resources to
leverage the full DMAIC model with Six Sigma. The following image highlights each step in the
process.
(Process Bootcamp, 2018)
2. Project Charter
A project charter is a document that simply and clearly articulates objectives, scope, names
stakeholders, and lists responsibilities.
(Process Bootcamp, 2018)
3. Process Design – Pugh Matrix
A Pugh Matrix is leveraged to help with decision making. Pugh Matrix compares multiple options
and helps organizations rank their design options.
(Process Bootcamp, 2018)
4. DMAIC Methodology
DMAIC Methodology is leveraged to optimize and stabilize business processes and designs.
DMAIC stands for Define, Measure, Analyze, Imporve, and Control. By leveraging each phase
of DMAIC Methodology organizations can implement a date-driven quality process or strategy.
(Process Bootcamp, 2018)
Evaluating and Reinforcing Change
1. Key Performance Indicator Dashboards
Key Performance Indicators are the most important metrics for your organization and a
dashboard brings all your KPIs together in one place (sisense, 2014). KPIs should be
established early on in a project and also leveraged to gauge overall success.
(sisense, 2014)
2. Plan-Do-Check-Act Cycle
Plan-Do-Check-Act Cycle is an iterative method used for continual improvement process. This
cycle continues throughout the lifetime of a particular process to ensure constant quality
improvement.
(Process Bootcamp, 2018)
3. Reward Systems
Organizational rewards and recognition can act as powerful incentives for meeting employee
and project group objectives and improving organizational performance (Cummings & Worley,
2019). Below is a chart that lists reward system design features. Any combination of these
features could be sufficient to incentivize organizations.
(Cummings & Worley, 2019)
4. Lessons Learned Interview Templates
Lessons Learned formal interviews are conducted after the end of a major change initiative.
This structured time allows stakeholders and end users to reflect on the overall project
implementation and specifically call-out even better ifs that should be leveraged going forward.
References
Blaze Your Trail to Success with the Process Bootcamp [Google slides]. (2018).
Cummings, T. G., & Worley, C. G. (2019). Organizational development & change (11th ed.).
Cengage.
Henderson, N. (2018, April 18). 3 ways to get project buy – in with timeline. Asana.
https://blog.asana.com/2018/04/asana-timeline-share-projects/
Kilmann Diagnostics. (2009). An Overview of the TKI Assessment Tool. Kilman Diagnostics.

Lavallee, L. (2023, February 2). The Importance of a Communication Plan in Project
Management. Souther New Hampshire University. https://www.snhu.edu/aboutus/newsroom/business/communication-plan-in-project-management
Lean Construction Institute. (2024). An Introduction to A3. Lean Construction Institute.

QAPI. (n.d.). How to Use the Fishbone Tool for Root Cause Analysis. CMS.gov.
https://www.cms.gov/medicare/providerenrollmentandcertification/qapi/downloads/fishbo
nerevised.pdf
Simon, K. (2023, September 26). SIPOCDiagram. ISIXSIGMA.

sisense. (2024). KPI Dashboard – Definition, Benefits, & Examples. sisense.com.
https://www.sisense.com/glossary/kpi-dashboard/
Skye Schooley. (2024, January 3). What is a SWOT Analysis (And When To Use It). Business
News Daily. https://www.businessnewsdaily.com/4245-swot-analysis.html
Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. PMI.org.
https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905
What is a Root Cause Analysis? (2024). ASQ.org. https://asq.org/quality-resources/root-causeanalysis#history
1
Organizational Development Tools
Entering and Contracting
Visioning Workshops
Visioning workshops shows what the future of the organization should be according
to the proposals given by the main stakeholders. Through brainstorming and discussion, the
creation of a shared vision takes place, and this is the basis for strategic decision-making. The
use of visual aids, including maps or chart boards, can heighten the experience of these
workshops, provoking alignment and commitment towards the program goals.
Figure 1: Vision Workshop (Zahradnik, 2023)
Collaborative Agreement Protocol
A Collaborative Agreement Protocol defines the responsibilities and engagements of
everyone who is involved in a project. This protocol promotes transparency, trust and
accountability as the roles and responsibilities are clearly defined and communication
2
pathways are well documented. This helps to show the step-by-step details of the protocol in
a diagrammatic format which can help comprehend and follow the steps easily.
Figure 2: Collaboration Protocol Agreement
Stakeholder Engagement Matrix
The Stakeholder engagement matrix classifies stakeholders based on their levels of
engagement and influence in the change process. Practitioners can determine stakeholder
engagement strategies according to the involvement matrix ranging from the ladder of
participation, which will improve the engagement level and buy-in.
3
Fugure 3: Stakeholder Engagement Matrix (Usmani, 2024)
Change Impact Matrix
The change impact matrix is a tool meant to evaluate what organizational aspects are
going to be affected by a proposed change including processes, systems, and stakeholders.
This matrix helps in prioritizing change initiatives depending on their importance and
possible outcomes.
Figure 4: Change Impact Matrix (Latest Quality, 2020)
Diagnosing
4
Process Flow Mapping
Process flow charting visually depicts the workflow and series of activities that are
occurring within a process or business operation. This tool is used to detect inefficiencies,
bottlenecks, and the areas that can be improved with clear pictures of how tasks are
performed and where the problems are.
Figure 5: Process Flow Mapping (Antonacci et al., 2021)
Cultural Audit Survey
A cultural audit survey provides the data with respect to organizational values, beliefs,
and norms that will be used to asses the current organizational culture. Through assessing
survey outcomes, practitioners detect culture strengths and weaknesses, which is crucial for
tailoring measures that foster cultural shifts towards strategic aims.
5
Figure 6: Cultural Audit Survey (Vicente, 2023)
Pareto Analysis
Pareto analysis is reflected graphically by Pareto charts which identify the top
contributors to a given problem or outcome. Prioritizing the vital few rather than the
insignificant many is key to practitioners who want to maximize their impact and efficiency
by focusing on high-impact interventions.
6
Figure 7: Pareto Analysis (Peek, 2024)
Force Field Analysis
Force field analysis shows graphically the driving forces and restraining forces in
place that influence a specific change proposal. Through the identification and assessment of
these forces, experts can design tactics to enhance driving forces and restrict any restraining
forces thus improving the chances of attaining successful change management.
Figure 8: Force Field Analysis (Pavloudakis et al., 2023)
Planning and Implementing Change
Impact Analysis Matrix
An impact evaluation the matrix assesses the degree of fulfillment of a projected
alteration to the organization on different aspects, which include processes, systems and
stakeholders. Plotting this analysis scheme allows risk mitigation and resource distribution,
thus ensures successful transition as well as reducing the level of negative acceptance.
7
Figure 9: Impact Analysis Matrix
SWOT Analysis
SWOT analysis looks at the strengths and weaknesses perceived which are seen as the
company’s internal factors, as well as opportunities and threats perceived which are seen as
external factors, all related to a specific project or activity. By presenting factors in visual
format, professionals can generate actionable insights and strategies to exploit strengths,
minimize weaknesses, take advantage of opportunities, and decrease threats.
8
Figure 10: SWOT Analysis (Schooley, 2024)
Timeline Visualization
Timeline visulization tools effectively create a graphical view of project milestones,
deadlines, and the underlying dependencies. This visualization provides a basis for project
planning and scheduling, enabling the stakeholders to quickly read the overall timeline of the
project as well as be prepared for the critical events.
9
Figure 11: Timeline Visualization (Disney, 2023)
Contract Template
A contract template describes the terms, conditions, and standards that the partners or
contracting parties agree to. Standardizing contract templates is one of the most important
steps in the contracting process. Templating safeguards the terms of project scope, timing,
resources and deliverables are clear and aligned.
10
Figure 12: Contract Agreement
Evaluating and Reinforcing Change
Balanced Scorecard
The balanced scorecard is a strategic performance management instrument which
helps achieving clear understanding of business-related vision and strategy in terms of
different performance measures. Practitioners can visualize the key metrics across financial,
customer, internal process, and learning and growth perspectives, allowing them to assess
progress and drive continuous improvement.
11
Figure 13: Balanced Scorecard (Kumar et al., 2023)
Change Readiness Assessment
Change readiness assessment takes into account not only the readiness of the
organization and its openness to change but also the nature of the organizational context.
Through measuring components including leadership support, employee engagement, and
organizational culture, practitioners can make predictions about possible obstacles and adapt
change management strategies to enhance readiness and adoption.
Figure 14: Change Readiness Assessment (Errida et al., 2023)
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Impact Evaluation Framework
An impact evaluation framework assesses the effectiveness and outcomes of a change
initiative against predefined objectives and success criteria. By collecting and analyzing data
on key performance indicators, practitioners can measure the extent to which desired changes
have been achieved and identify areas for further improvement.
Figure 15: Impact Evaluation Framework (Better Evaluation, 2024)
13
References
Antonacci, G., Lennox, L., Barlow, J., Evans, L., & Reed, J. (2021). Process mapping in
Healthcare: A systematic review. BMC Health Services Research, 21(1).
https://doi.org/10.1186/s12913-021-06254-1
Better Evaluation. (2024). Impact evaluation. https://www.betterevaluation.org/methodsapproaches/themes/impactevaluation#:~:text=An%20impact%20evaluation%20provides%20information,cause
%20of%20the%20observed%20changes.
Disney, A. (2023, October 24). The Basics of Timeline Visualization. Cambridge Intelligence.
https://cambridge-intelligence.com/the-basics-of-timeline-datavisualization/#:~:text=If%20you%20didn’t%20draw,representations%20or%20more
%20complex%20visualizations.
Errida, A., Lotfi, B., & Chatibi, Z. (2023). Development of an assessment model of
organizational change readiness by using Fuzzy Logic. Procedia Computer Science,
219, 1909–1919. https://doi.org/10.1016/j.procs.2023.01.490
Kumar, S., Lim, W. M., Sureka, R., Jabbour, C. J., & Bamel, U. (2023). Balanced scorecard:
Trends, developments, and Future Directions. Review of Managerial Science.
https://doi.org/10.1007/s11846-023-00700-6
Latest Quality. (2020, February 14). Using a change impact assessment matrix within your
business. https://www.latestquality.com/change-impact-assessment-matrix/
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Pavloudakis, F., Spanidis, P.-M., & Roumpos, C. (2023). Using force field analysis for
examining and managing stakeholders’ perceptions of mining projects. RawMat 2023.
https://doi.org/10.3390/materproc2023015005
Peek, S. (2024). How to conduct a Pareto analysis. Business News Daily.
https://www.businessnewsdaily.com/6154-pareto-analysis.html
Schooley, S. (2024, January 3). What is a SWOT analysis? how to use it for business.
Business News Daily. https://www.businessnewsdaily.com/4245-swot-analysis.html
Usmani, F. (2024, March 5). What is stakeholder engagement assessment matrix in project
management? Home Page. https://pmstudycircle.com/stakeholder-engagementassessment-matrix/
Vicente, V. (2023, May 24). Culture audits: 3 tips for assessing your corporate culture.
AuditBoard. https://www.auditboard.com/blog/culture-audits-3-tips-for-assessingyour-corporate-culture/
Zahradnik, D. (2023, May 4). 4 benefits of a Visioning Workshop on a building project.
Architectural Design Services in Iowa. https://neumannmonson.com/blog/benefitsvisioning-workshop-building-project