Answer :
1st generation: focused on individual growth through t-groups. management practices and employee involvement.
-action research, survey feedback, and sociotechnical systems.
2nd generation: emphasized larger, system-wide concerns such as culture, change management, and organizational development.
I believe there is a little big of both losses and gains. OD is not a one-size fits all approach. therefore different organizations require different aproaches. it is a gain in the sense that we have new experience and research programs, academics have built on the previous practices so they are new and improved. But it is a loss because maybe for a certain company a 1st generation OD practice would work best but it has been over looked or changed so much because of the 2nd generation "gains" they never try it out.
-action research, survey feedback, and sociotechnical systems.
2nd generation: emphasized larger, system-wide concerns such as culture, change management, and organizational development.
I believe there is a little big of both losses and gains. OD is not a one-size fits all approach. therefore different organizations require different aproaches. it is a gain in the sense that we have new experience and research programs, academics have built on the previous practices so they are new and improved. But it is a loss because maybe for a certain company a 1st generation OD practice would work best but it has been over looked or changed so much because of the 2nd generation "gains" they never try it out.
Final answer:
The primary differences between first and second-generation OD lie in the latter's inclusion of strategy, technology, and systemic thinking beyond just human relations. The gains in second-generation OD include technological integration and a broader strategic approach, while the losses may involve a shift away from the individual-focused humanistic values of first-generation OD.
Explanation:
The differences between first-generation Organizational Development (OD) and second-generation OD mainly revolve around the evolution of the field in response to changes in organizational needs, technology, and business environments. First-generation OD, which originated in the 1950s and 1960s, focused heavily on human relations and group dynamics. It was often characterized by the use of behavioral science techniques to improve organizational culture and interpersonal relationships. Techniques such as sensitivity training, survey feedback, and team building were common.
Second-generation OD, however, has shifted towards a broader, more systemic view of organizations. Instead of only focusing on the human aspects, this approach considers the organization as a complex system that includes strategy, structure, processes, and technology. Tools such as strategic planning, organizational design, and change management have become more prevalent. This evolution has been driven by globalization, technological advances, and the need for greater agility and adaptability within organizations.
Major changes between these two generations of OD practice include a move from a more insular focus on internal group dynamics to a wider systemic perspective, incorporating strategy and external factors. Furthermore, the integration of digital technology and greater emphasis on measurable outcomes have also marked the transition.
In terms of what might be considered losses or gains in second-generation OD, there's a gain in the incorporation of technological advancements and a broader toolkit to address organizational issues. Losses might include a perceived departure from the fundamental humanistic values and the potential for overlooking individual needs and team dynamics.
