Organizational Development and Change JUNE 2026

Description

Organizational Development and Change

Jun 2026 Examination

 

 

Q1. A leading manufacturing company is facing high employee turnover and inconsistent product quality across different plants. The management plans to introduce an Organization Development (OD) initiative using the General Model of Planned Change. They want to ensure that each plant’s unique culture is respected and that employees at all levels are involved in identifying and solving the problems. Apply the General Model of Planned Change to explain how the organization can address turnover and quality issues while ensuring employee participation and sustainable results across plant locations. (10 Marks)

Ans 1.

Introduction

The General Model of Planned Change provides a structured framework for guiding organizations through deliberate, evidence-based transformation. Unlike reactive management interventions that address symptoms, planned change begins with rigorous diagnosis of root causes and proceeds through sequenced phases that build internal capability and commitment. For a manufacturing company experiencing high turnover and inconsistent quality across multiple plants, this model is particularly appropriate because both problems are likely rooted in behavioral and cultural factors that vary by location. These cannot be solved through uniform top-down policy mandates imposed without understanding each plant’s specific context and engaging its workforce in co-designing

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Q2 (A). A technology startup plans to introduce the OCTAPACE framework to build a collaborative and innovative culture. However, the HR team is inexperienced, budgets are limited, and employees are skeptical due to past failed change initiatives. Evaluate the risks and opportunities of implementing the OCTAPACE framework under these constraints. What should the organization focus on first to build employee trust and support? (5 Marks)

Ans 2(A).

Introduction

The OCTAPACE framework, developed by Udai Pareek, identifies eight cultural values: Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation. For a startup with an inexperienced HR team, limited budget, and employee skepticism from past failures, implementing this framework carries real risks alongside genuine opportunity.

Concept

 

Q2 (B). A large insurance company launches a new digital platform, expecting a seamless transition through systematic planned change. However, resistance emerges as employees express fears about job security, confusion over new processes, and a lack of trust in leadership’s motives. The implementation team focused almost exclusively on technical planning, with little effort to address emotional or psychological concerns. Stakeholder engagement was minimal and largely one-way. Evaluate the weaknesses of this change approach. What improvements are needed to address both technical and human factors in the transformation? (5 Marks)

Ans 2(B).

Introduction

The insurance company’s digital platform rollout has succeeded at the technical dimension of change while failing at the human dimension. This is the most common failure pattern in technology-driven transformations: the system works, but the people do not use it effectively because their concerns were never addressed.

Concept and Application

Kotter’s 8-Step Change Model and Prosci’s ADKAR model both emphasize that technical implementation is a small fraction of successful change. The majority of change management effort should address Awareness, Desire, Knowledge, Ability, and Reinforcement among the people who must change their behavior. The insurance company invested in the technical system while almost entirely neglecting the