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Phases of organisational development Growth phases and


									          Phases of organisational development                                                                       Growth phases and developmental crises

                                                   • The collective sense of purpose
     • The sense of intimacy is lost, conflict        fragments
       develops between old and new                                                                    • Isolation and competiveness with others
                                                   • Mechanistic structures, systems, policies
       generations.                                  and procedures begin to frustrate the             • Missing opportunities for integrating and
     • Growing complexity no longer met by           staff                                               cooperating with other organisations
       informal way of managing.                   • People start feeling stuck and isolated in
     • Chaos and disorganisation increase.           the process, cogs in a creaking machine.
     • Loss in confidence in pioneer’s ability      • Staff start to challenge or break the
     • New staff, want some decision-making          rules. Management cracks down.
       power                                       • Often hidden resistance, loss of vitality
     • Pioneer and original staff resist change,     and productivity
     • Motivation decreases and conflicts           • Corridor gossip and “cold crisis” can set in.
       increase.                                   • Or a “hot crisis” of more open
                                                     challenge and resistance.

                                                                                                                                                          • Interdependent relationships with other
                                                                                                                                                            organisations and the environment
                                                                                                                 • Renewed vision, values, culture          (shared destiny)
                                                                                                                   developed co-operatively               • Moving beyond constraints of
                                                                                                                 • More self organisation, self control     competition to possibilities of
                                                                                                                 • Situational & developmental
                                                                                                                   management with flatter structure       • Acceptance of a wider responsibility
                                                                                                                 • Integrated functions, teams,           • Internally similar to the Integrated
                                                       • Structures and roles become formalised
                                                                                                                   autonomous groups (human element)        Phase
                                                       • Guided by policies
                                                                                                                 • Best of pioneering and rational        Challenges: power blocks through
                                                       • Differentiated management, business-
                                                                                                                   phase qualities                        strategic alliances
                                                         like, rational, division of labour
                                                       • Staff fit into organisational                            • Fluid – networking - interdependent
     • Small, close to the community / clients           requirements
     • Personality of pioneer shapes structure,        • Controlling – systematic - independent
       ways of working                                 Challenges: over-organisation,
     • Charismatic leadership                          fragmentation, bureaucracy
     • Highly personalised functions organised
       around the abilities of staff
     • Improvising – flexible - dependent
     Challenges: chaos, arbitrariness,
     dependence of staff

80                                                                             WWW.BAREFOOTGUIDE.ORG                                                                                                  81

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