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TABLE OF CONTENTSINTRODUCTION1SUMMARY3AN ARCHETYPICAL ENTRY AND assure PROCESS5LAWLERS ENTRY AND CONTRACTING PROCESS9ASSESSING LAWLERS ENTRY AND CONTRACTING PROCESS11WHAT WOULD I HAVE DONE DIFFERENTLY14THEORIES AND MODELS TO MAKE SENSE come on OF THE DIAGNOSTIC DATA17ORGANIZING THE INFORMATION FOR FEEDBACK22CARRYING OUT THE FEEDBACK PROCESS23ADDITIONAL INFORMATION THAT COULD BE COLLECTED25CONCLUSION28BIBLIOGRAPHY29APPENDICES30B.R. RICHARDSON TIMBER PRODUCTS CORPORATIONINTRODUCTION Organizational Development (OD) is concerned with the performance, development, and effectiveness of human brass sections. OD is directed at bringing about(predicate) planned counterchange to increase an organizations effectiveness and capacity. It is an applied behavioural science that is focused on the organization as a system, and among opposite issues is concerned with the health of the organization, its effectiveness, its capacity to solve problems, its ability to adapt, change or of self renewa l, and its ability to create a high quality of life for its employees. An organization is defined as two or more people brought together by one or more shared goals. OD promotes the notion that a successful change is a planned change. Monitoring of both internal and external influences needs to be conducted on a continuous basis. To understand how change can be managed, OD draws knowledge and concepts from other disciplines (notably behavioural science, psychology, organization theory). One of the early approaches to organizational change was provided by Kurt Lewin and his associates. It starts from the premise that targets of change and the well-disposed processes underlying them are relatively stable, when forces driving for change are roughly equal to forces resisting the change. To change this status quo requires a three-step process1.unfreezing2.movement3.refreezingUnfreezing underscores the need to value the present situation before change is contemplated. It examines the dri ving and restraining forces in the change situation that maintains the status quo. This information is essential for unfreezing the current situation and creating a preparation for change among organization members.Movement involves intervening in the situation to change it. This addresses organizational issues such as human processes, strategic choices, work designs and structures. It shifts the behaviours, attitudes and values of the organization, plane section and individuals to new levels.Refreezing stabilizes the organization at a new equilibrium state. If this step is ignored the organization reverts to its previous state. Refreezing rebalances the driving and restraining forces in the changed situation so it dust stable. Output of change is highly dependent on how the change process unfolds, and the change process will need to be facilitated. The OD process is a recurring cycle (Appendix II).