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Problems Associated with Separation

ProblemsAssociated with Separation

ProblemsAssociated with Separation

Separationis the last process of the organizational development model, and itis not usually considered as central to the flow of the process. Thephase ends the involvement of the client and the organizationaldevelopment professional. An effective separation is vital forpropping the behaviors that have been instilled among the employees.It is, therefore, necessary to evaluate the critical lessons learnedand make suggestions for sustainability (Laszlo, Laszlo &ampJohnsen, 2013). The management should also be open for futureconsultations and the learning of new skills as circumstances in theworkplace change. There are various challenges that are pertinent tothe separation process. Separation being the last part in the ODmodel is vulnerable to budget cuts and leaving of the professionalsbefore the ultimate appraisal and plan for sustainability arefulfilled

First,the process does not always end in a desirable way. Sometimes, theprinciple OD professionals may leave an organization beforeevaluating the progress made by the employees. This usually takesplace when the professionals get better offers in other companies.Without them, it becomes difficult to end the process successfullyand the implementation of measures for sustainability (Geparth,Savall, Zardet, &amp Bonnet, M2014). The OD professionals may endthe process prematurely due to frustration arising from the organzaion’s internal culture and the inability of the employees tochange.

Inaddition, separation is also affected by budget cuts. Although itdoes alter the other phases of the development model, it isnoteworthy that, its success strengthens the values acquired by theemployees and their suitability. According to Zadeh and Ghahremani(2016), companies may revise their expenditures and fail to considerseparation as an instrumental phase. Therefore, the few logisticsinvolved are overlooked, and the stage can be ended prematurely. Thefollow-up is adversely affected since the OD professionals sense theunwillingness of the management to continue their services. Inaddition, the management may fail to deliver feedback on theperformance of their employees to the OD professionals or ignoretheir calls. Ghorbanhosseini (2013) observe that this hinders thechances of follow-up and introduction of new skills especially whenthe circumstances in the workplace change.

Conclusively,separation being the last phase in the OD model is susceptible tobudget cuts and leaving of the professionals before a finalevaluation and plan for sustainability are implemented. The employeesmay get better offers from other companies, and this ends the processprematurely. The final press is also susceptible to budget cuts andlack of feedback from the management. It should, therefore, be givenenough attention just other phases in the model.


Geparth,R., Savall, H., Zardet, V., &amp Bonnet, M. (2014). OrganizationalDevelopment and Measurement: Toward A New Direction. In 5èmecolloque et séminaire doctoral international de l`ISEOR-AOM(p. 17).

Ghorbanhosseini,M. (2013). The effect of organizational culture, teamwork andorganizational development on organizational commitment: Themediating role of human capital. Tehničkivjesnik,20(6),1019-1025.

Laszlo,A., Laszlo, K. C., &amp Johnsen, C. S. (2013). From high-performanceteams to evolutionary learning communities: New pathways inorganizational development. Journalof Organisational Transformation &amp Social Change.

Zadeh,L. K., &amp Ghahremani, M. (2016). Factors affecting organizationaldevelopment (Case Study: Welfare office of East Azerbaijan province).HumanResource Management,3(5),46-51.