Organizational Development Model
Total organizational development model fostering organizational change and transformation.

Organizational Development Model for Sustaining Strategic Organizational Leadership and High-Performance

The total organization development model is integrated with the total organizational development framework for sustainable high-performance.

Total organization development is holistic and needs-based—it targets the strategic situation of your organization or business. It requires the use of a holistic, integrated organizational development model, such as the total organization development model, called the FEDAR™ system, which has five key phases from which it derives its name:

  • Focusing
  • Enabling
  • Designing
  • Aligning
  • Reviewing
  • They are shown in the following slides.

    Reflexive, Responsive and Iterative Organizational Development Model

    The Total Organization Development Model Explored

    The total organizational development model, the FEDAR™ system, is an efficient and robust model for building high-performance organizations and cultures,—work systems and processes—and for managing strategic change and organizational transformation.

    The FEDAR™ system employs the total organizational development process technology reflexively and responsively in its five key phases.Download The FEDAR™ System in PDF Here

    Diagnosing and defining status

    OD Model Phase 1: Focusing

    Focusing—through diagnosing and defining the critical organizational and people elements and attributes. Identifying and clarifying the strategic or competitive situation, challenges and key factors—highlighting significant processes, systems, technologies, facets, dynamics and functional interdependencies.

    Facilitating enabling factors for desired results

    OD Model Phase 2: Enabling

    Enabling actions that help identify and assess the level of corporate awareness and understanding of the organization’s current weaknesses and strengths viz -a -viz critical requirements, standards, or components for sustainable high performance—and assessing current level of people and organizational commitment. Highligting and assessing organizational commitment and corporate resources—creating an enabling environment, and agreeing the design features and attributes.

    OD Model Phase 3: Designing

    Designing collaboratively and insightfully people's actualizing attributes and organizational integrating factors. Working simultaneously on people and systems elements using the design model and attributes.

    Actualizing for sustainabilty

    OD Model Phase 4: Aligning

    Aligning the organization's people actualizing attributes with interdependent organizational elements—while working on enhanced level of harmonious functional interdependencies in the organization. Using, in particular, the organizational development process technology to integrate people’s actualizing attributes with excellence in organizational systems—and building effective organizational synergy.

    OD Model Phase 5: Reviewing

    Reviewing the renewed organization or state-of-affairs, being cognizant of its strengths and the effective synergy of functional interdependencies, and positioning them to sustain high performance—and adopting reflexive monitoring and evaluation to sustain the desired results.

    Proactive collaboration and productive engagement.

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