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Room1

All Models have people, task, policies, culture, improve organizational performance and organizational structure.

Besides Griener's all other models have a circular flow, items of the feedback loops.

All Models have inputs and activities.

Model Leavitt's, McKinsey and Intergrated Approach have the circular structure.

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Room 1:

Not all models have distinct outputs.

Griener model is linear whereas most other models have circular flow with or without multi-tiers.

Leavitt's model seems not to have any outputs.

Each model has a different set of components that are focussed on. Some are more comprehensive than others.

Some models look at individual, group and orgnanisational level outputs but not all.

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1. Griener not easy to understand and does not follow the model process. It emphasize on the age of the organization. Per age it focuses on a group of people

2. Leaviths specifically makes emphasis on Technology

3. McKenzy - Management style also shared values

4. Transformational - includes external stakeholders which is very inclusive

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Room 3:

1. All of them except for the Greiner have the following:

- Structure

- Groups

- Individuals

- Tasks

2. The have a feedback loop except for Greiner and the McKenzy 7s

3. There is an input process and output for all except for Greiner and mckenzy

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Room 5

1. Some are generalised, while others are more specific

2. Some outcomes are different from others, eg. emphasise participation/processes vs feedback data

3. Focus alters from organisation, group of individuals, and individuals.

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Room 4 - publishing dates may have an influence on the application of the models in the organisation as corporate and models evolve over time. eg. one model may have been more suitable at a ceratin point.

Grieners model does not provide feedback loop.

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Room 5

1. A full circle flow.

2. All have an identification stage, an action stage, and a feedback stage.

3. All require evaluation, monitoring and analysis to interpret the data.

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Room 2:

(1) Not all models have feedback loops

(2) other OD processes have more stages as compared to other

(3) Some models elabaorate more than others

(4) The McKinsey model has some level of interconnectedness as compared to the other models

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Room 5

1. The focus on the level, organisation, group and individual alters with each model.

2. The manner in which they approach the alignment - collaborations vs participation.

3. Different status of problems that the organisation faces, and the model aims for a specific solution. (eg, long-term change or internal change vs forced to change due to the modern environment (COVID-19, Hybrid working))

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Room 2:

(1) The flow is visible in the models

(2) Starts with the initation phase, implementation and feedback loop

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Room 5

1. All are interconnected systems - if you have a change in one area, it affects other areas

2. All have something to do with people, a system to execute a plan of action, and a feedback loop to communicate progress

3. Culture and values to contribute to a conducive environment - a tool to identify shortfalls within the organisation to induce change.

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Room 4 - Moerdy, OB, Congruence all models aim to facilitate or understand change within the organisation.

They provide feedback loops to allows for learning. They consider multiple approaches (People, process, structure, culture), environmental strategy.

interconnected elements - recognise parts of the organisation that influence each other.

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ROOM 2

(1) The models have inputs, activities and outputs excluding the Griener's model

(2) There are interconnections in the models

(3) There are multi levels

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Room 6 Commonalities between models: that we have identified is people, teams, technology, tasks.

All models have an input and output. There is also a "middle part"/process inbetween.

Must have a strategy; must be documented - of how to implement/action model.

Distinctions: The integrated approach focuses on outcomes such as customer satisfaction and employee satisfaction. This appears to be how they measure success of the model/strategy.

Some models have an outcome that's definite; some are continuous.

Room 6 Commonalities between processes:

All start with identifying a need or something that must change or develop.

All processes include a step for data gathering.

Always will be action plans and strategies/technique.

All processes have a step where it is assessed whether the process was effective or not. All processes have a feedback loop.

All processes have a step for implementing action plans/taking action.

Distinctions: Some processes are continuous. Some are not.

Some processes address the client relationship. Some do not.

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Room 4 - Brown and Mallorys model are cyclical. McGinty has no feedbcak loops, Schermer is leanier and has no feedback loop. They all emphasise planning and action.

Room 4- McKinsey - approach to assess all 7 elements, end to end, used in strategic planning.

Room 4 - Moedydy/Tranformation model - process orientated, look at culture and leadership

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Balanced scorecard

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Griener's model of OD