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TABLE OF CONTENTSINTRODUCTION1 compact3AN ARCHETYPICAL ENTRY AND catching PROCESS5LAWLERS ENTRY AND CONTRACTING PROCESS9ASSESSING LAWLERS ENTRY AND CONTRACTING PROCESS11WHAT WOULD I HAVE DONE DIFFERENTLY14THEORIES AND MODELS TO MAKE SENSE OUT OF THE DIAGNOSTIC DATA17ORGANIZING THE discipline FOR FEEDBACK22CARRYING OUT THE FEEDBACK PROCESS23ADDITIONAL INFORMATION THAT COULD BE COLLECTED25CONCLUSION28BIBLIOGRAPHY29APPENDICES30B.R. RICHARDSON flavour PRODUCTS CORPORATIONINTRODUCTION Organizational Development (OD) is have-to doe with with the performance, development, and effectiveness of valet fundamental laws. OD is directed at bringing about planned lurch to increase an validations effectiveness and capacity. It is an applied behavioural acquirement that is focused on the organization as a system, and among another(prenominal) issues is concerned with the health of the organization, its effectiveness, its capacity to solve problems, its ability to adapt, change or of self re advancedal, and its ability to create a high quality of life for its employees. An organization is defined as two or more people brought unneurotic by one or more shared goals. OD promotes the design that a successful change is a planned change. Monitoring of some(prenominal) internal and external influences needs to be conducted on a round-the-clock 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 social exhibites underlying them are relatively stable, when forces driving force for change are roughly equal to forces resisting the change. To change this status quo requires a three-step plow1.unfreezing2.movement3.refreezingUnfreezing underscores the need to assess the present situation to begin with change is contemplated. It examines the driving and restraining forces in the change situation that maintains the status quo. This nurture is essential for unfreezing the current situation and creating a readiness for change among organization members.Movement involves intervening in the situation to change it. This addresses organizational issues such(prenominal) as human processes, strategic choices, work designs and structures. It shifts the behaviours, attitudes and values of the organization, department and individuals to new levels.Refreezing stabilizes the organization at a new equilibrium state. If this step is snub the organization reverts to its previous state. Refreezing rebalances the driving and restraining forces in the changed situation so it frame 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).