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No, Navy SEALs do not typically wear the Integrated Ballistic Helmet (IBH). Instead, they use the Advanced Combat Helmet (ACH), which is a lighter and more modern helmet. The ACH provides better protection and is more suitable for the various combat situations that SEALs may encounter.

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5mo ago
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11y ago

Navy seals wear a variety of helmets from mich2000, ibh, mich full cut to opscore helmets. Most common are the mich varieties

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Q: Do navy seals wear IBH helmets?
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What are some good free rider 2 tracks?

Just copy and past this-18 1i 18 1i,1a 1k 1q 22 2h 2f 3a 2o 43 2v 4t 35 5m 38 6l 3b 7g 3d 8e 3h 9f 3t ak 4b bu 4s dc 5g el 62 fv 6l hb 79 ip 7t k9 8g lq 91 nd 9g p0 9v qk ad s8 ar tu b7 vj bj 11a bt 130 c6 14m CD 16c ch 17t ck 196 cl 1ah cj 1bk CD 1cr c1 1e8 bg 1fg b1 1gr ag 1i7 a0 1jl 9e 1l5 8s 1mm 8a 1o8 7o 1pr 75 1re 6j 1t3 5v 1un 5b 20c 4l 220 3u 23k 35 258 2b,258 2b 26t 1g,2eo 21 2f2 2o 2ff 3e 2g5 44 2h4 4u 2i9 5o 2jd 6g 2kk 79 2lv 82 2nc 8r 2or 9j 2qc ab 2rv b1 2tl bk 2vc c6 314 cn 32u d6 34o dl 36j e2 38e ef 3aa er 3c7 f5 3e4 ff 3g3 fp 3i2 g2 3k1 gc 3m0 gm 3nv h0 3pu hn 3rq ik 3tk jk 3ve kl 418 lm 431 mp 44p ns 46i p1 489 q8 4a1 rg 4bp so 4dg u1 4eq v1 4g3 100 4hd 110 4im 120 4k0 130 4la 13v 4mj 14v 4nt 15v 4p7 16v 4qh 17u 4sa 191,4sa 191 4u4 19r 4vu 1ac 51o 1aj 53g 1ae 556 19v 56r 198 58h 18b 5a9 17e 5c6 16s 5e6 16o 5g6 16q 5i5 16s 5k4 17e 5m0 185 5nr 190 5pn 19s 5rj 1ap 5te 1bm 5vc 1cf 61c 1d1 63b 1dh 65b 1e1 67b 1ei 69b 1f2 6bb 1fi 6db 1g2 6fa 1gj 6ha 1h3 6io 1g8 6k3 1fa 6ld 1eb 6mp 1df 6op 1cl 6qp 1c0 6sh 1c3 6tr 1cd 6v0 1cu 702 1dk 712 1ee 729 1f1 73o 1f8 74t 1eu 760 1e9 76r 1de 77l 1cc 78i 1bd 79r 1ai 7b5 1a4 7ch 19p 7e1 19h,7e1 19h 7fj 19c 7h7 198 7is 198 7ki 19a 7m9 19d 7o1 19h 7ps 19g 7ro 19c 7tk 199 7vh 18n 80u 17r 82c 16t 83p 15r 854 14m 86g 13h,89u 133 8a7 13s 8an 14n 8b7 15f 8bo 167 8c8 16t 8d2 17r 8du 18p 8f2 19q 8gc 1ap 8hg 1bi 8in 1c9 8k0 1cu 8lb 1dh 8mg 1dt 8nn 1e4 8ot 1du 8pt 1dc 8qv 1cj 8s6 1bo 8t9 1b0 8ue 1a4 8vl 195 90v 184 92a 173 93m 161 954 14u 96j 13q 982 12m 99j 11h 9b4 10c 9cq vd 9ek ul 9gg u3 9id tp 9kb tk 9m9 tg 9o6 td 9q4 ta 9s3 t7 9u1 t6 a00 t6 a1v t7 a3v t7 a5u t9 a7u ta a9t tb abt td ads te afs tg ahr ti,ahr ti ajr tk alr TM anq to apq tq arq ts ATP tu avp u0 b1p u2 b3o u4 b5o u6 b7o u9 b9o ub bbn ud bdn uf bfn uh bhm UK bjm um blm uo bnm uq bpl us brl uv btl v4 bvh vi c19 107 c2u 112 c4j 11u c67 12t c7s 13u c9h 150 cba 15t cd6 16c cf0 16h cgp 168 cif 15j ck2 14m cll 13l cnc 12i cpb 11l cqq 10u csa 108 cu9 10a d06 10v d21 11p d3s 12m d5n 13j d7h 148 d9b 14f db6 14b dd0 13r deq 130,deq 130 dgm 120 dii 10t dk0 102 dlg vb dn0 UK dof tt dpv t5 drf sd dte t1 dvc tt e19 ut e2m vo e44 10k e5i 11e e72 124 e8i 12q ea2 13g ec1 13k edt 12k efm 11c eh0 10d eic vf ekb uq ema ui eo9 uq eq8 v7 es5 vo eu0 10g evq 11d f1j 12b f3d 12u f56 12s f6v 12h f8o 120 fah 11e fcb 10p fe4 103 ffu vb fho uj fji ts flc t9 fn7 su fov t1 fql tf fsa u8 ftv v8 fvk 10b g1c 117 g36 11d g4v 115,g4v 115 g6m 10n g8e 107 ga6 vm gbu v3 gdm uf gfe tq gh6 t4 giu sf gkm rp gme r3 go6 qc gpu pm grm ov gte o9 gv7 ni h0v mr h2n m4 h4g lf h69 kp h82 k4 h9s jf hbn is hdi ia hff HQ hhb hc hj8 gu hl4 gh hn1 g3 hou FM hqr fa hso eu hul ek i0i ee i2f e9 i4d e5 i6a e1 i88 dt ia4 dq ibq dt ics ek icl fo ic3 gt ibs i2 ibn je ibk kr ibi m0 ibg n8,ibg n8 ibg ok ibh q5 ibi rg ibk su IBM ue ibo vv ibr 11i ibt 137 ic0 14s ic2 16j ic5 18a ic8 1a2 icb 1br ici 1dg ie3 1ei ifv 1fh ihs 1gg ijo 1hg ilj 1if inf 1jf ipb 1kf ir0 1lb iq8 1mf iov 1ms inv 1n4 ip1 1nb iq8 1n2 ire 1m5 ise 1l4 iso 1jj irt 1ic isr 1jq iu2 1ir iu8 1hb iv6 1if ivl 1jo j1c 1iq j2u 1j8 j3a 1jv j52 1k8 j33 1ju j1q 1kq j34 1lq j2m 1mv j34 1o9 j1g 1nq j2c 1n6 j0k 1n6 iv3 1mr ivo 1lh,ivo 1lh iu6 1l8 isd 1kh iqo 1ji ipb 1kl inb 1kg ill 1j8 ikm 1hs ik2 1gh il5 1fn im1 1gk im3 1hp iku 1h0 ik0 1fr ij3 1et ihh 1ev igd 1fi if5 1g1 iev 1es ig8 1f9 igr 1gj iin 1h5 ikl 1gb imj 1g9 int 1hc ip0 1il iqg 1jb is3 1io itn 1i5 ivh 1io j0q 1k5 j1u 1ll j2t 1mi j41 1ln j54 1kq j6i 1l8 j79 1mh j8m 1n2 j82 1o3 j82 1mq j91 1ng j7i 1nr j6d 1n5 j58 1mp j5j 1lq j6h 1mj j70 1n9 j84 1mp j8t 1me#htf 33 htr 6j,hs5 35 hus 1t,i04 2a i0e 5j i3v 5e i3u 1v,i3u 20 i01 2d,i9d 26 i7j 26 i7m 59,i7m 57 i9n 57 i9q 4c i93 4b,idd 2d ic4 2f ic4 5h idn 5h,ic0 41 id5 41,ies 2g iep 4e,ie5 2g igg 2n,iel 4c iev 5m,hu2 7p hsc 7n hsj 8q hu7 91 hu2 a5 hsm a2,hvd 7i hvd 97 i0s 9b,i0s 99 i0o 7p,i1l 7p i1l 9m,i1q 7s i2m 83,i2m 84 i1l 8s,i38 7d i35 9b,i3a 7g i3s 7s,i3r 7s i35 8g i45 99,i4v 7n i5e 99,i4n 7p i5t 7n,i56 9g i6e 9c,i85 7l i6v 7l i74 8n i8a 8l i8a 9e i7h 9h,ia9 7p i98 81 i9a 9j ia4 92,i9b 8t i9s 8q,hng a2 hom 84 hpd 9q,ho4 8v hp3 94,id3 7n ibj 7v IBM a5 idc a4 id3 97 icf 96,ie3 7s ie5 9q ifd 9m,ifd 9l ife 7l ie5 7u,ii0 6u iht c3,igm b0 ihp ee ijl am,ill 13c iik 132 iip 164 il6 16b ilb 18e iik 18e,imr 13h in5 17q iol 17r iop 137,iq2 13k iqe 17g,iq7 13r it1 143 iqc 15f,itp 13o iu9 16i,itn 13p iv7 140 iu4 14s j0f 16e,j12 13k j23 15d,j0a 13m j2f 13m,j1m 15g j3d 15i,j5c 13e j42 13h j4e 15k,j4e 15i j6d 153 j6m 16t j52 16t,j8v 13c j7u 13f j83 16d j9m 164,j7v 14k j8t 14u,Ike 1aq iks 1cl,ijf 1aq ilg 1an,ik4 1cm imt 1ce,iou 19i in3 1a5 ind 1b9 ip1 1av ip1 1c7 ink 1c9,ir9 192 irh 1d2,ir9 195 iv7 1ab irh 1d0,j2n 190 j10 193 j13 1cl j2g 1bb,j12 1ai j20 1aa,j3l 1c2 j4r 192 j5k 1bi,j47 1ag j57 1ag,j6f 18h j71 1bs,j5r 18m j7l 18e,j8o 184 j9g 1c7,j9o 180 ja7 1c1,j91 1aa ja2 1a3,jb8 17c jbh 1as,jbn 1av jbo 1bo,jbn 1b6 jbd 1b7 jbd 1bg,jbg 1bj jbn 1bj#


What is a good free rider track?

Just copy and past this-18 1i 18 1i,1a 1k 1q 22 2h 2f 3a 2o 43 2v 4t 35 5m 38 6l 3b 7g 3d 8e 3h 9f 3t ak 4b bu 4s dc 5g el 62 fv 6l hb 79 ip 7t k9 8g lq 91 nd 9g p0 9v qk ad s8 ar tu b7 vj bj 11a bt 130 c6 14m CD 16c ch 17t ck 196 cl 1ah cj 1bk CD 1cr c1 1e8 bg 1fg b1 1gr ag 1i7 a0 1jl 9e 1l5 8s 1mm 8a 1o8 7o 1pr 75 1re 6j 1t3 5v 1un 5b 20c 4l 220 3u 23k 35 258 2b,258 2b 26t 1g,2eo 21 2f2 2o 2ff 3e 2g5 44 2h4 4u 2i9 5o 2jd 6g 2kk 79 2lv 82 2nc 8r 2or 9j 2qc ab 2rv b1 2tl bk 2vc c6 314 cn 32u d6 34o dl 36j e2 38e ef 3aa er 3c7 f5 3e4 ff 3g3 fp 3i2 g2 3k1 gc 3m0 gm 3nv h0 3pu hn 3rq ik 3tk jk 3ve kl 418 lm 431 mp 44p ns 46i p1 489 q8 4a1 rg 4bp so 4dg u1 4eq v1 4g3 100 4hd 110 4im 120 4k0 130 4la 13v 4mj 14v 4nt 15v 4p7 16v 4qh 17u 4sa 191,4sa 191 4u4 19r 4vu 1ac 51o 1aj 53g 1ae 556 19v 56r 198 58h 18b 5a9 17e 5c6 16s 5e6 16o 5g6 16q 5i5 16s 5k4 17e 5m0 185 5nr 190 5pn 19s 5rj 1ap 5te 1bm 5vc 1cf 61c 1d1 63b 1dh 65b 1e1 67b 1ei 69b 1f2 6bb 1fi 6db 1g2 6fa 1gj 6ha 1h3 6io 1g8 6k3 1fa 6ld 1eb 6mp 1df 6op 1cl 6qp 1c0 6sh 1c3 6tr 1cd 6v0 1cu 702 1dk 712 1ee 729 1f1 73o 1f8 74t 1eu 760 1e9 76r 1de 77l 1cc 78i 1bd 79r 1ai 7b5 1a4 7ch 19p 7e1 19h,7e1 19h 7fj 19c 7h7 198 7is 198 7ki 19a 7m9 19d 7o1 19h 7ps 19g 7ro 19c 7tk 199 7vh 18n 80u 17r 82c 16t 83p 15r 854 14m 86g 13h,89u 133 8a7 13s 8an 14n 8b7 15f 8bo 167 8c8 16t 8d2 17r 8du 18p 8f2 19q 8gc 1ap 8hg 1bi 8in 1c9 8k0 1cu 8lb 1dh 8mg 1dt 8nn 1e4 8ot 1du 8pt 1dc 8qv 1cj 8s6 1bo 8t9 1b0 8ue 1a4 8vl 195 90v 184 92a 173 93m 161 954 14u 96j 13q 982 12m 99j 11h 9b4 10c 9cq vd 9ek ul 9gg u3 9id tp 9kb tk 9m9 tg 9o6 td 9q4 ta 9s3 t7 9u1 t6 a00 t6 a1v t7 a3v t7 a5u t9 a7u ta a9t tb abt td ads te afs tg ahr ti,ahr ti ajr tk alr TM anq to apq tq arq ts ATP tu avp u0 b1p u2 b3o u4 b5o u6 b7o u9 b9o ub bbn ud bdn uf bfn uh bhm UK bjm um blm uo bnm uq bpl us brl uv btl v4 bvh vi c19 107 c2u 112 c4j 11u c67 12t c7s 13u c9h 150 cba 15t cd6 16c cf0 16h cgp 168 cif 15j ck2 14m cll 13l cnc 12i cpb 11l cqq 10u csa 108 cu9 10a d06 10v d21 11p d3s 12m d5n 13j d7h 148 d9b 14f db6 14b dd0 13r deq 130,deq 130 dgm 120 dii 10t dk0 102 dlg vb dn0 UK dof tt dpv t5 drf sd dte t1 dvc tt e19 ut e2m vo e44 10k e5i 11e e72 124 e8i 12q ea2 13g ec1 13k edt 12k efm 11c eh0 10d eic vf ekb uq ema ui eo9 uq eq8 v7 es5 vo eu0 10g evq 11d f1j 12b f3d 12u f56 12s f6v 12h f8o 120 fah 11e fcb 10p fe4 103 ffu vb fho uj fji ts flc t9 fn7 su fov t1 fql tf fsa u8 ftv v8 fvk 10b g1c 117 g36 11d g4v 115,g4v 115 g6m 10n g8e 107 ga6 vm gbu v3 gdm uf gfe tq gh6 t4 giu sf gkm rp gme r3 go6 qc gpu pm grm ov gte o9 gv7 ni h0v mr h2n m4 h4g lf h69 kp h82 k4 h9s jf hbn is hdi ia hff HQ hhb hc hj8 gu hl4 gh hn1 g3 hou FM hqr fa hso eu hul ek i0i ee i2f e9 i4d e5 i6a e1 i88 dt ia4 dq ibq dt ics ek icl fo ic3 gt ibs i2 ibn je ibk kr ibi m0 ibg n8,ibg n8 ibg ok ibh q5 ibi rg ibk su IBM ue ibo vv ibr 11i ibt 137 ic0 14s ic2 16j ic5 18a ic8 1a2 icb 1br ici 1dg ie3 1ei ifv 1fh ihs 1gg ijo 1hg ilj 1if inf 1jf ipb 1kf ir0 1lb iq8 1mf iov 1ms inv 1n4 ip1 1nb iq8 1n2 ire 1m5 ise 1l4 iso 1jj irt 1ic isr 1jq iu2 1ir iu8 1hb iv6 1if ivl 1jo j1c 1iq j2u 1j8 j3a 1jv j52 1k8 j33 1ju j1q 1kq j34 1lq j2m 1mv j34 1o9 j1g 1nq j2c 1n6 j0k 1n6 iv3 1mr ivo 1lh,ivo 1lh iu6 1l8 isd 1kh iqo 1ji ipb 1kl inb 1kg ill 1j8 ikm 1hs ik2 1gh il5 1fn im1 1gk im3 1hp iku 1h0 ik0 1fr ij3 1et ihh 1ev igd 1fi if5 1g1 iev 1es ig8 1f9 igr 1gj iin 1h5 ikl 1gb imj 1g9 int 1hc ip0 1il iqg 1jb is3 1io itn 1i5 ivh 1io j0q 1k5 j1u 1ll j2t 1mi j41 1ln j54 1kq j6i 1l8 j79 1mh j8m 1n2 j82 1o3 j82 1mq j91 1ng j7i 1nr j6d 1n5 j58 1mp j5j 1lq j6h 1mj j70 1n9 j84 1mp j8t 1me#htf 33 htr 6j,hs5 35 hus 1t,i04 2a i0e 5j i3v 5e i3u 1v,i3u 20 i01 2d,i9d 26 i7j 26 i7m 59,i7m 57 i9n 57 i9q 4c i93 4b,idd 2d ic4 2f ic4 5h idn 5h,ic0 41 id5 41,ies 2g iep 4e,ie5 2g igg 2n,iel 4c iev 5m,hu2 7p hsc 7n hsj 8q hu7 91 hu2 a5 hsm a2,hvd 7i hvd 97 i0s 9b,i0s 99 i0o 7p,i1l 7p i1l 9m,i1q 7s i2m 83,i2m 84 i1l 8s,i38 7d i35 9b,i3a 7g i3s 7s,i3r 7s i35 8g i45 99,i4v 7n i5e 99,i4n 7p i5t 7n,i56 9g i6e 9c,i85 7l i6v 7l i74 8n i8a 8l i8a 9e i7h 9h,ia9 7p i98 81 i9a 9j ia4 92,i9b 8t i9s 8q,hng a2 hom 84 hpd 9q,ho4 8v hp3 94,id3 7n ibj 7v IBM a5 idc a4 id3 97 icf 96,ie3 7s ie5 9q ifd 9m,ifd 9l ife 7l ie5 7u,ii0 6u iht c3,igm b0 ihp ee ijl am,ill 13c iik 132 iip 164 il6 16b ilb 18e iik 18e,imr 13h in5 17q iol 17r iop 137,iq2 13k iqe 17g,iq7 13r it1 143 iqc 15f,itp 13o iu9 16i,itn 13p iv7 140 iu4 14s j0f 16e,j12 13k j23 15d,j0a 13m j2f 13m,j1m 15g j3d 15i,j5c 13e j42 13h j4e 15k,j4e 15i j6d 153 j6m 16t j52 16t,j8v 13c j7u 13f j83 16d j9m 164,j7v 14k j8t 14u,Ike 1aq iks 1cl,ijf 1aq ilg 1an,ik4 1cm imt 1ce,iou 19i in3 1a5 ind 1b9 ip1 1av ip1 1c7 ink 1c9,ir9 192 irh 1d2,ir9 195 iv7 1ab irh 1d0,j2n 190 j10 193 j13 1cl j2g 1bb,j12 1ai j20 1aa,j3l 1c2 j4r 192 j5k 1bi,j47 1ag j57 1ag,j6f 18h j71 1bs,j5r 18m j7l 18e,j8o 184 j9g 1c7,j9o 180 ja7 1c1,j91 1aa ja2 1a3,jb8 17c jbh 1as,jbn 1av jbo 1bo,jbn 1b6 jbd 1b7 jbd 1bg,jbg 1bj jbn 1bj#Read more: http://wiki.answers.com/What_are_some_good_free_rider_2_tracks#ixzz1digNoMbu


Organisational effectiveness Through HRD in the liberalised era A case study?

Studies Of Indian Organizational Developement At PresentFeb 06, 201001,198STUDIES OF INDIAN ORGANIZATIONAL DEVELOPMENT AT PRESENTINTRODUCTIONRelated Articles Organizational Development and ImprovementEffective Career management as a mechanism for personal and organizational Development and GrowthOrganizational Development: the Missing Link in Lean TransformationsBest Organizational DevelopmentIn today's change has become an inevitable part of life. Organizational development is a change management strategy which has been in operation science last 40 years so years .it is based in understanding of behavioral science and it is concerned with how people and organization function and how they can be made to function better thought effective use of human and social process. The turbulence facing the modern man and organization is at level that may not have been experienced before in human history. Modern change are more revolutionary than evolutionary as we have understood historical change .the change may be influenced by consumer testes change, competition, arising from new technology, changing culture, process and higher demand for efficiency effectiveness and profitable and sustainability. Change may also arise from government legislation or demographic as age, society and workplace.Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management.ORGANISATIONAL DEVELOPMENTOrganization Development (OD) is a planned, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennie, has referred to OD as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organization so that they can better adapt to new technologies, marketing and challenges, and the dizzying rate of change itself. OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," using behavioral science knowledge as well as organizational reflection system improvement; planning and self-analysis .OD is long term efforts led and supported by the top management, to improve an organization's vision, empowerment, learning and problem solving process through an ongoing collaborative management of an organization's culture with special emphasis on the culture of intact work team and other team configuration utilizing the consultant facilitator role and the theory and technology of applied behavioral science, including action research.There are many definitions, which has been given to describe the process none of which is likely to be understood in the context of this paper. Organizational development simple mat be described as a methodology or technique use to effect change in organization or section of this organization with a view of improving the organization effectiveness it has following attributed.Ø A planned process of changeØ Apply behavioral science approachØ Aims at the change of organization cultureØ Aims at reinforcement of organization cultureØ Apply to an entire system of an organizationØ Target long term institutional activityØ A process managed by topDIFFERENT CHARACTERISTICS OF ORGANISATIONAL DEVELOPMENT1. VLAUE OF ORGANIZATIONAs we can say that value of any organization is very important for its success, this is we can say like a success engine Stephen robin (1986. p.461) expressed these human value more concisely as followsØ The individual should be treated with respect and dignityØ The organization climate should be characterized by trust and supportØ Problem and conflict should be conformed not be avoidedØ People affected by change should be involved in the implementation2. ORGAZINATIONAL DEVELOPMENT APPORACHThe distinction between Lewin's and action research model is in the respective nature of action research. Lewin's model is the once only intervention. Buchanan and Huczyniski (1997) give seven steps that are as follows for interventionØ ScoutingØ EntryØ DiagnosisØ PlanningØ ActionØ Establishing and evolutionØ Termination3. ORGANIZATIONAL DEVELOPEMANT INTERVENTIONThe existence of cretin condition is an organization which may be descried the internal environment is some time assumed Those who have been I an organization for too long cease to be conscious of such an environment and probably only new comers notice such condition. Different intervention are used when a need arise to change those condition some of those intervention are as given bellowØ Culture AnalysisØ Process ConsultationØ Structure changeØ Team BuildingØ Role NegotiationIn general way some others characteristics are as follow1. Focus on culture and process2. Encourage collaboration between organisational leader and member in managing culture apnd process3. focus on standarisation on the organisational4. focus primarily on the human and social side of the organisational5. team ao all kinds are particulary important for task accomplishmentsEVOLUTION OF ORGANISATIONAL DEVELOPMENT IN INDIAIn India, O.D. and planned change started in the early 1960s. A group of Indian professionals trained at the National Training Laboratories (NTL) at Bethel, Maine, USA, brought out a good deal of O.D. technology in India. Grid programs were initiated and widely used in the Small Industries Extension Training (SIET) Institute, Hyderabad, State Bank of India and in the Indian Institute of Management (UM) programs in the mid 1960s. Unfortunately these remained isolated efforts and did not take O.D. to its logical conclusions.In the mid-1970s, O.D. was first introduced in India in Larsen and Toubro as a formal and structured part of the HRD department. It was expected that the change process would get institutionalized and more O.D. specialists would be developed. Unfortunately, this did not happen as the corporate sector in the country has a very protected and secure environment and there were very few compulsions to change. Hence O.D. remained mostly in academic institutions - the forte of a few specialists and largely limited to T-group training and other training based interventions. That it has a slow growth is indicated by the fact that even after 25 years of existence, the Indian Society for Applied Behavioral Science (ISABS), an associate of NTL, produced less than 100 process specialists in the vast country.There have been several efforts to apply O.D. approach and associated techniques in India but it has not created the desired impact. According to Srinivas (1994), one plausible explanation for this is that O.D. as it has emerged to date is culture specific, that it cannot be simply applied to locations outside the US. The issue of non-transferability of OD technology to cultures such as India has arisen because of the fear or distrust of its techniques of confrontation. The general practitioner or the change agent style of informality and an attitude of openness is also not suited to the Indian context. However, a deeper examination of values embedded in Indian religion and psycho-philosophy suggests that the cultural values are indeed largely supportive of organizational renewal and change. The rich cultural heritage also contains a paradigm of change, based on which new approaches and designs of O.D. interventions may be possible. And such designs are likely to be accepted more readily in the country.The scenario has changed thanks to an increasing number of applied behavioral scientists and T-group trainers, the HRD movement and establishment of HRD departments, contributions of multinationals in India and the influence of Western education. Professional bodies such as ISABS (Indian Society for Applied Behavioral Sciences), Indian Society for Individual and Social Development (ISISD), Indian Society for Training & Development (ISTD), and the HRD Network, and academic institutions such as the IIMs (Indian Institute of Management) have further facilitated this. In the post liberalization period, every one has been forced to seek change. As a result, the application of O.D. technology has increased.BROAD CONTEXT FOR ORGANISATIONAL DEVELOPMENT IN INDIA1.Understanding Organization, leadership, and managementTo really understand organizational change and begin guiding successful change efforts, the change agent should have at least a broad understanding of the context of the change effort. This includes understanding the basic systems and structures in organizations, including their typical terms and roles. This requirement applies to the understanding of leadership and management of the organizations, as well. That is why graduate courses in business often initially include a course or some discussion on organizational theory. This topic includes several links to help you gain this broad understanding. The following links (broadly reviewed in the following order) might be helpful to establish some sense about organizations, and their leadership and management.2. Understanding organizational performance and managementOrganizational change should not be conducted for the sake of change. Organizational change efforts should be geared to improve the performance of organizations and the people in those organizations. Therefore, it's useful to have some understanding of what is meant by "performance" and the various methods to manage performance in organizations3. System thinkingThe past few decades have seen an explosion in the number of very useful tools to help change agents to effectively explore, understand and communicate about organizations, as well as to guide successful change in those organizations. Tools from systems theory and systems thinking especially are a major breakthrough. Even if the change agent is not an expert about systems theory and thinking, even a basic understanding can cultivate an entire new way of working. The following link is to many well-organized resources about systems thinking and tools.ORGANISATIONAL DEVELOPMENT INTERVENTIONS ARE APPLIED BY INDIAN ORGANISATIONS1. Training2. Action research3. Survey feed back4. Human resources development and its audit5. Role focused interventions6. Person focused interventions1.TRANING AS AN ORGANIZATION DEVELOPMENT INTERVENTIONTraining, today in organizations is viewed as continuously evolving, dynamic networks of interactions between different participants and interest groups within and around the organization. This doctrine is very much different from the past perception of training as an static and mechanistic activity to address deficiencies. Training raises the consciousness of participants, makes people aware of the gaps between reality and ideals, provides a common language to articulate shared problems and difficulties, generates ideas for change, and creates greater energy for change. As a consequence of such dynamic and multifaceted approach, training has proved to be an effective O.D. intervention. One finds that inhouse training programs are commonly held at various levels of the hierarchy, whether or not the organization has formally launched any O.D. effortsAny O.D. process is initiated with athorough diagnosis of the 'symptoms'. Training workshops can be effectively used to diagnose organizational issues without sacrificing the educational objectives of these programs. This is vividly demonstrated through the experience of two O.D. Indian consultants, V. Nilakant & S. Ramanarayan at Chemcorp, a large successful public sector unit in the chemical industry.In 1983, Chemcorp realized an urgent need to train staff (three groupssenior management, middle management and supervisory staff) throughout the corporation. The Tata Management Centre was approached for the same. Tata Management Center decided to first conduct a training needs assessment workshop to determine the scope and content of training followed by a workshop for the Chairman & Managing Director (CMD) and top management to agree on the strategic direction which would provide a basis for the training.Some of the observations that were made on the basis of the training needs assessment workshop were:Ø Senior management largely saw themselves as technical specialists rather than managersØ Wide discontent regarding personnel policesØ Lack of motivating & supervisory skills at the senior management levelØ High parochialism with respect to one's function and departmentØ Highly bureaucratic cultureOn the basis of the above observations, it was decided to conduct workshops consisting of a series of skill building exercises based on the themes of learning, interpersonal relations, teamwork and leadership. The workshops revolved around real task related issues in the organization and aimed at aiding the participants to reflect on their experiences, learn collaboratively, and work together to generate choices or options to solve key organizational problems.The various reasons why training can be used as an efficient O.D. intervention have been summarized below : -1. It provides a medium of participation and involvement2. It allows greater personal learning and insight about organizational problems3. It facilitates acceptance of the diagnosis since it emerges in a setting of common language & symbols4. It facilitates the establishment of trust and collaboration among the participants & between the participant and the trainers2.ACTION RESEARCH INTERVENTIONAction research is a data based problem solving model that replicates the steps involved in the scientific method of inquiry. As an O.D. intervention, action research has pointed out to more efficient resolution of practical problems, better understanding of ground realities by social scientists and generation of new insights for theory building. How it can be used as an intervention to initiate change is explained in the case below (Ramnarayan, Rao and Singh, 1998) The Indian Chemical Company (ICCL) was facing a serious problem of conflict between the materials department and the user department. The senior managers were particularly concerned about increased downtime of equipment, uncontrolled increase in inventory levels, long lead times in procuring items, large number of pending indents and intense mutual hostilities between the materials departments and the user departments. The consultants decided to undertake preliminary data collection. A task force was formed which worked with the consultants to identify the information needs, undertake a data collection and analyze it to understand the problems. Analysis of the preliminary data collection highlighted the following issuesØ Aging of plants resulting in equipment breakdownØ Poor coordination between the user departments leading to increase it the number of indentsØ No change in the structure and functioning of the materials department over the last five years despite increase it the quantum of work as well as change in the user requirementsØ Raising of indents much before actual requirements arose leading to user departments having their own mini-storesØ Interpersonal relations were used by managers to get things doneThe above observations, lead to the following recommendationsØ The data suggested system failure rather than incompetence of personnel. Hence it was decided to target the system and setting it right. The solution was to create the position of an integrating person who will be responsible for all the requirements of a particular user department & interface with the procurement executives in the materials department which would lead to better responsiveness to customer needsØ Responsibility of purchase of low value materials was decentralized to the user department themselves. Making them responsible would then reduce the complaints about inordinate delays and allow the materials department to devote attention to high value itemsØ It was envisaged that computerization of the work system could considerably reduce the work burden of materials personnel and make their functioning more efficientThus action research, as an O.D. intervention served in cultivating a climate of increased collaboration, participation and involvement, increasing interdepartmental interface. As the employees became self reflective, meaningful solutions arose for practical concerns & problems, but more importantly there was a development of self-help competencies to deal with problems of the future.3.SURVEY FEEDBACK INTERVENTIONAlthough survey feedback was recognized as a potential O.D. tool for a long time, corporate India used it only from mid 1970s onward as an important part of HRD function. The survey feedback has been used extensively by T. V. Rao, in a various capacitiesØ As a sensing instrumentØ For organizational improvementsØ For strategic shifts in structure, styles & personnel policiesØ For team buildingØ For initiating cultural changesØ For developling new technologyØ For improving competative advantageØ For developing motivating climateAmong Indian organizations that use survey feedback as a sensing instrument are Crompton Greaves and Larsen & Toubro (L & T). While L & T started its HRD activities in a systematic way in 1975 and has been using organizational climate survey, Crompton Greaves used the same in 1982. Both organizations experienced climate surveys as critical tools to provide insights into areas requiring improvements. On the basis of initial experience, Crompton Greaves has even made this survey research an institutionalized biannual affair.The consultants then analyzed the data obtained through the workshop. The top management was given detailed training on conceptual issues. Detailed feedback on various organizational issues was provided which further helped the top team to develop a collaborative culture and implement innovative and efficient systems leading to overall organizational effectiveness.4.HUMAN RESOURCE DEVELOPMENT INTERVENTIONPerhaps India is the first country to formally establish a totally dedicated HRD (Human Resources Development ) Department separated from the Personnel Department. This was designed in the year 1974 when the term HRD itself was not very popular in the USA. Two consultants from the Indian Institute of Management, Ahmedabad Dr. Udai Pareek & Dr. T V Rao after reviewing the effectiveness of the performance appraisal system and training in Larsen & Toubro recommended an Integrated HR System to be established and the department dealing with development issues be separated out from the personnel department and be called the HRD department. Thus the first HRD department was established. It was followed in the banking sector by the State bank of India and its Associates to start a series of new HRD departments. By late seventies the concept of HRD and the need for having separate HRD departments picked up momentum. In Pareek and Rao's model of HRD department the objective of this department is to facilitate learning and change in the organizations. This department is supposed to have learning specialists who facilitate change process. In their model, O.D. was conceived as one of the main tasks of the HRD department. Thus an attempt was made to institutionalize O.D. through HRD departments. As the departments picked up momentum a lot of O.D. work had begun to be done through the HRD departments. In fact most change interventions have been and are being made by the HRD departments (as differentiated from the Personnel departments) . The HRD Managers in India do undertake a number of interventions which may be classified as O.D. interventions. The nature of interventions undertaken by the HRD departments include:Ø Cultural change through new performance management systemsØ in most cases these are undertaken also by a separate group of professionalsØ Role clarity and Role negotiation exercisesØ TrainingØ Career Planning and Succession exerciseØ Assessment Centers and promotion policiesØ Visioning and value clarification exercisesØ Performance coaching workshopsØ Team building interventionsThe Academy of Human Resources Development has come up with a concept of IOAC (Individual and Organizational Assessment Center) which is becoming popular as an intervention by the HRD departments. In this concept the HRD department establishes an Assessment Center with the purposes of assessing and developing the competencies of individuals as individuals, individuals in relation to their current and future roles, dyadic relationships, teams, interteam collaboration and work and organizational climate and synergy.5.ROLE FOCUSED INTERVENTIONA large number of organizations have used role based interventions. Whenever there is a restructuring exercise, "role clarity" becomes an issue. Many organizations in India keep conducting role clarity and role negotiation exercises. The role negotiation exercises normally are between departments. Indian managers tend to differentiate themselves fast and develop departmental loyalties too soon. As a result, some times the organizational goals suffer and interdepartmental conflicts increase. Role negotiation exercises, therefore, have been a very common practice to build a collaborative and synergistic culture. Udai Pareek's book 'Managing Organizational Roles' is a classic book and is widely used in India.Role efficacy lab (REL) is a short process oriented program to diagnose the level of role efficacy in a group of employees in the organization and take steps to raise that level. The objective of such an intervention is to enable understanding of individual and group commitments with the top management, creating an opportunity to get moral support and reinforcement from the top management and providing a forum for top management to comment on the managers' expectations and accordingly prepare action plans. RELs are also very common in India. They are normally done as a part of training or restructuring interventions. As a training tool it aims at enhancing role efficacy. Role efficacy as a concept was formulated by Udai Pareek in the mid-seventies. For a typical design in role efficacy see Ramnarayan, Rao and Singh (1998, p.110)6.PERSON FOCUS INTERVENTIONAll person focused interventions focus on individuals working in organizational context and have great relevance to various HRD subsystems like training, performance development, counseling, etc. These interventions can be mainly classified as mainly:Participant active interventions: encounter groups, role playing, instrumentation, self study & reflectioThese are used largely as training interventions. However organizations are increasingly using instrument based feedback. Use of MBTI, FIRO-B, 16 PF and such other instruments is a common. There are a number of Handbooks of Psychological and Social Instruments published in India. Notable among these are the one by Pareek (1997) and Pareek and Rao (1975), and Pestonjee (1982). Self assessment through Feedback on Instruments (SAFI services) was an organizational intervention to promote self assessment for managerial effectiveness in late seventies. A few organizations have established such centers but they have not taken off due to lack of trained manpower and sustainable interest of HRD departments.Facilitator Active Interventions: psychodynamic methods, motivation approach, training, feedback and coaching & mentoringISSUE COMESBY INDIAN EXPERIENCES FOR ORGANIZATIONAL DEVELOPMENTFollowing issuse are giving by the indian experience for change and organizational developmentØ In traditional methods of managing change, there is no participation of those affected by it during the phases of diagnosing, action planning, action taking, evaluating and specifying learning. Also actions, if taken are rarely explained to ip employees; data shared is minimal. All these factors lead to frustration and alienation among employees. Therefore, interventions should be chosen such that the approach goes beyond superficial participation and attempts to tap employees' competencies for their greateØ O.D. is based on the human processes approach, focusing on interpersonal relationships during the course of interventions. Such an approach may not be feasible in the Indian context.Ø There should be clarity with respect to the ultimate change goals and identification where the organization is headed for. The "pull" effect of future aspirations works much better than to "push" people through change. Also it is important to sustain the enthusiasm of those involved even after the excitement associated with initiation and accomplishment of some early winsØ Another important theme concerns the role of leadership, articulating the visioning process & sharing the vision, establishing and articulating purpose; developing change initiatives and programs to guide implementation; communicating with and listening to people, dealing with questions and frustrations; generating feelings of empowerment in organizational members during times of significant change.Ø In India, the role of the government in regulating the activities of an organization is considerable, particularly in the public sector and to some extent in the private sector a as well. While initiating the any O.D. effort, the influencing role of the government cannot be ignored.Ø In O.D. based change effort in the Indian context, it is sine qua non to take into consideration the prevailing cultural norms, attitudes, beliefs, etc. and leverage the functional ones for making the change effort a success.Ø An issue of concern primarily in Indian organizations is initiating through O.D., structure and processes particularly making functioning flexible and less bureaucratic, decentralizing, but at the same time strengthening accountability; developing a collaborative culture and reorienting people and roles to make them more adaptive.Ø Change of any nature is highly likely to be an intensely political process. One needs to understand the power issues and ensure that the change process does not get dysfunctionally caught up in political conflicts.CHALLENGE FACED BY ORGANIZATIONAL DEVELOPMENT IN INDIA AT PRESENTØ In India, managing change of any kind requires a great deal of perseverance and patience. The organization, may not always be changing in the desired pace and direction, but nevertheless, it is changing. O.D. practitioners should respect this and learn to observe and facilitate the process with appreciation & tolerance.Ø The O.D. practitioner should be mentally and emotionally prepared for problems he may encounter along the way. This requires a combination of creativity, patience, productivity and motivational ability when the pace slackens.Ø The practitioner should also focus attention on the timing of interventions. The organization may be most ready for unfreezing and implementing changes when it experiences the most difficult times.Ø The most crucial task that the practitioner needs to perform is that of a creating.a learning culture in the organization. This should be done by assisting the organizational members reflect on its mindset, its consequences, learn its ways towards the new mindset and this process has to closely facilitated.Ø A very important aspect of the O.D. intervention that the practitioner needs to focus on is communication. The objectives of the O.D. intervention undertaken, the changes desired, the action plans formulated by discussion with the top management should all be clearly communicated across the organization. Communication systems and information flow should be well established and transparentØ O.D. practitioners should bear in mind that the success of any intervention depends on several factors such as prevalent mindset, existing work identities, the kind of media and forum available for unfreezing actions and resources available and should estimate the time for change to take place ? the basis of these critical aspecSOME DIRECTION FOR INDIAN ORGANIZATION FOR PURSUING SYSTEMITIC RESEARCH IN FUTUREThere are following direction are giving belowØ Where organization development and change intervention had failed-thr fector responsible for this failure,the organization characteristics,the intervention used the strategy followedØ . There should be proper leadership style implemented for CEO for success of organizationØ There should be imprvement in technology from time to time when is is needfulØ There should be proper motivation among the employee of the organizationØ The study of organizational development and change should be competencies by the senior and middle HR Manager of the indian organizationØ .A comparison of consulting style of external and internal organizational development and change consultants in indiaCONCLUSIONAt present, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically. O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning. While the basic concepts and mechanisms have been studied in the west, they have been altered and developed to suit the largely relationship driven culture of Indian organizations leading to very favorable changes both structurally and culturally in many of them. 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