Under Zoltan, The Hexadecimal Company has already seen “rapid growth,” And has developed new products and entered new markets (Brown, 2011, p. 167). While this is not itself indicative of a company with no challenges, it also does not suggest an organization in desperate need of intervention. Nevertheless, Zoltan liked the idea of having a team of OD professional on the staff. This is not necessarily a poor idea even for a healthy company. The best way to ovoid a highly disruptive, large scale organizational change is to make small, incremental changes over time, which is the purpose of traditional OD (Head, 2006, p. 22). The first, and perhaps most critical failing in this endeavor is the lack of clear guidance for the OD team. Establishing and properly communicating a clear vision are fundamental to setting the proper conditions for change (Kotter, 2012, p. 8). Without a clear destination the OD team was left to establish its own direction. They initially spent too much time with Zoltan and not enough establish a relationship with the rest of the company. The training that the OD team developed
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- Spring '19