Learning At Work

Learning At Work Prersentation

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11th IAF Asia Facilitators Conference

August 27-28 Kuching, Sarawak, East Malaysia

The 11th Annual IAF Asia Facilitators conference will be held on 27-28 August in Kuching, Sarawak, East Malaysia. The venue is the Damai Puri Resort & Spa, Teluk Penyuk p yuk Santubong.

IAF Kuching Team Work

IAF Kuching

High People Engagement Conference!

Organic Palnning by Using Story Boarding

OD - Organic Planning

Item - Team Work (Header) / Learning (Header) /

Story Stick post it note below any header of what you have done over the last quarter

Strength Stick the post it notes from the story column that depict strength

Future Write the post it note that which story can be used for future development

Example from UNC Charlotte (http://www.uncc.edu/Webcourse/sb/sample3.htm):

Sample Hand-drawn Storyboard

This is a portion of a Storyboard drawn by hand on index cards. This is a good technique to use if you would like to experiment with a different layout or order for your Web pages “on paper” before you create the HTML files and link them together in your course management software.

Here’s one card, which represents one Web page – in this case, a course home page:

And here’s a group of cards – a lesson or a content module – which you can easily move and “play around” with in a different order. We often lay out our cards on a table, although sometimes the floor is more appropriate:

Text-only Storyboard

Simple Storyboard

Graphical Storyboard

Strategy Planning

Engineering has requested us to conduct a strategy planning and team bonding for their group. I am thinking of using Vision, Mission and Strategy, SWOT and Behavior and Principles and Appreciative Inquiries.

I have found the different model of conducting Strategy planning in the net from Free Management Library.

I would probably adopt the goaled based planning and organic planning (for updates and continuous growth and dialog).

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Items Story sharing

5 HRD Values
ABT
5 Leadership Practice

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Basic Overview of Various Strategic Planning Models

(including Basic, Issue-Based, Alignment, Scenario, Organic)

Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997-2006.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.

(The reader might best be served to first read the information in the topic Strategic Planning.)

There is no one perfect strategic planning model for each organization. Each organization ends up developing its own nature and model of strategic planning, often by selecting a model and modifying it as they go along in developing their own planning process. The following models provide a range of alternatives from which organizations might select an approach and begin to develop their own strategic planning process. Note that an organization might choose to integrate the models, e.g., using a scenario model to creatively identify strategic issues and goals, and then an issues-based model to carefully strategize to address the issues and reach the goals.

The following models include: “basic” strategic planning, issue-based (or goal-based), alignment, scenario, and organic planning. I like th elater approach and probably use them for HRD values, leadership and ABT quarterly story telling session.

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Model One - “Basic” Strategic Planning

This very basic process is typically followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted, and then embellished in later years with more planning phases and activities to ensure well-rounded direction for the nonprofit. Planning is usually carried out by top-level management. The basic strategic planning process includes:

1. Identify your purpose (mission statement) - This is the statement(s) that describes why your organization exists, i.e., its basic purpose. The statement should describe what client needs are intended to be met and with what services, the type of communities are sometimes mentioned. The top-level management should develop and agree on the mission statement. The statements will change somewhat over the years.

2. Select the goals your organization must reach if it is to accomplish your mission - Goals are general statements about what you need to accomplish to meet your purpose, or mission, and address major issues facing the organization.

3. Identify specific approaches or strategies that must be implemented to reach each goal - The strategies are often what change the most as the organization eventually conducts more robust strategic planning, particularly by more closely examining the external and internal environments of the organization.

4. Identify specific action plans to implement each strategy - These are the specific activities that each major function (for example, department, etc.) must undertake to ensure it’s effectively implementing each strategy. Objectives should be clearly worded to the extent that people can assess if the objectives have been met or not. Ideally, the top management develops specific committees that each have a work plan, or set of objectives.

5. Monitor and update the plan - Planners regularly reflect on the extent to which the goals are being met and whether action plans are being implemented. Perhaps the most important indicator of success of the organization is positive feedback from the organization’s customers.

Note that organizations following this planning approach may want to further conduct step 3 above to the extent that additional goals are identified to further developing the central operations or administration of the organization, e.g., strengthen financial management.

Model Two - Issue-Based (or Goal-Based) Planning

Organizations that begin with the “basic” planning approach described above, often evolve to using this more comprehensive and more effective type of planning. The following table depicts a rather straightforward view of this type of planning process.

Summary of Issue-Based (or Goal-Based) Strategic Planning

(Note that an organization may not do all of the following activities every year.)
1. External/internal assessment to identify “SWOT” (Strengths and Weaknesses and Opportunities and Threats)

2. Strategic analysis to identify and prioritize major issues/goals

3. Design major strategies (or programs) to address issues/goals

4. Design/update vision, mission and values(some organizations may do this first in planning)

5. Establish action plans (objectives, resource needs, roles and responsibilities for implementation)
6. Record issues, goals, strategies/programs, updated mission and vision, and action plans in a Strategic Plan document, and attach SWOT, etc.

7. Develop the yearly Operating Plan document(from year one of the multi-year strategic plan)

8. Develop and authorize Budget for year one(allocation of funds needed to fund year one)

9. Conduct the organization’s year-one operations

10.Monitor/review/evaluate/update Strategic Plan document

Model Three - Alignment Model

The overall purpose of the model is to ensure strong alignment among the organization’s mission and its resources to effectively operate the organization. This model is useful for organizations that need to fine-tune strategies or find out why they are not working. An organization might also choose this model if it is experiencing a large number of issues around internal efficiencies. Overall steps include:

1. The planning group outlines the organization’s mission, programs, resources, and needed support.

2. Identify what’s working well and what needs adjustment.

3. Identify how these adjustments should be made.

4. Include the adjustments as strategies in the strategic plan.

Model Four - Scenario Planning

This approach might be used in conjunction with other models to ensure planners truly undertake strategic thinking. The model may be useful, particularly in identifying strategic issues and goals.

1. Select several external forces and imagine related changes which might influence the organization, e.g., change in regulations, demographic changes, etc. Scanning the newspaper for key headlines often suggests potential changes that might effect the organization.

2. For each change in a force, discuss three different future organizational scenarios (including best case, worst case, and OK/reasonable case) which might arise with the organization as a result of each change. Reviewing the worst-case scenario often provokes strong motivation to change the organization.

3. Suggest what the organization might do, or potential strategies, in each of the three scenarios to respond to each change.

4. Planners soon detect common considerations or strategies that must be addressed to respond to possible external changes.

5. Select the most likely external changes to effect the organization, e.g., over the next three to five years, and identify the most reasonable strategies the organization can undertake to respond to the change.

Model Five - “Organic” (or Self-Organizing) Planning

Traditional strategic planning processes are sometimes considered “mechanistic” or “linear,” i.e., they’re rather general-to-specific or cause-and-effect in nature. For example, the processes often begin by conducting a broad assessment of the external and internal environments of the organization, conducting a strategic analysis (“SWOT” analysis), narrowing down to identifying and prioritizing issues, and then developing specific strategies to address the specific issues.

Another view of planning is similar to the development of an organism, i.e., an “organic,” self-organizing process. Certain cultures, e.g., Native American Indians, might prefer unfolding and naturalistic “organic” planning processes more than the traditional mechanistic, linear processes. Self-organizing requires continual reference to common values, dialoguing around these values, and continued shared reflection around the systems current processes. General seps include:

1. Clarify and articulate the organization’s cultural values. Use dialogue and story-boarding techniques.

2. Articulate the group’s vision for the organization. Use dialogue and story-boarding techniques.

3. On an ongoing basis, e.g., once every quarter, dialogue about what processes are needed to arrive at the vision and what the group is going to do now about those processes.

4. Continually remind yourself and others that this type of naturalistic planning is never really “over with,” and that, rather, the group needs to learn to conduct its own values clarification, dialogue/reflection, and process updates.

5. Be very, very patient.

6. Focus on learning and less on method.

7. Ask the group to reflect on how the organization will portray its strategic plans to stakeholders, etc., who often expect the “mechanistic, linear” plan formats.

Return to the topic Strategic Planning.

What is Organization Development?

What is Organization Development?

One classic definition of organization development comes from Richard Beckhard’s 1969 Organization Development: Strategies and Models:

Organization Development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations “processes,” using behavioral-science knowledge.

Other definitions from leaders in Organization Development Network:

OD is a field directed at interventions in the processes of human systems (formal and informal groups, organizations, communities, and societies) in order to increase their effectiveness and health using a variety of disciplines, principally applied behavioral sciences. OD requires practitioners to be conscious about the values guiding their practice and focuses on achieving its results through people.
Arnold Minors, Arnold Minors & Associates, Toronto, Canada

Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance.
Matt Minahan, MM & Associates, Silver Spring, Maryland

Source: http://www.odnetwork.org/aboutod/index.php

OD Competencies by Roland Sullivan, Bill Rothwell, and Chris Worley

OD Competencies

20th edition of the Organization Change and Development Competency Effort
Prepared by Roland Sullivan, Bill Rothwell, and Chris Worley
as of March, 2001

Download Competencies List (pdf format)

MARKETING

An effective organization development (OD) practitioner can . . .

1. Be aware of systems wanting to change
2. Be known to those needing you
3. Match skills with potential client profile
4. Convey qualifications in a credible manner
5. Quickly grasp the nature of the system
6. Determine appropriate decision makers
7. Determine appropriate processes

ENROLLING

An effective organization development (OD) practitioner can . . .

8. Build trusting relationships
9. Present the theoretical foundations of change
10. Deal effectively with resistance
11. Help the client trust the process
12. Help the client manage emotionally charged feelings
13. Collaboratively design the change process

CONTRACTING

An effective organization development (OD) practitioner can . . .

14. Contract psychologically for collaboration
15. Help the client reflect on motivation
16. Clarify outcomes
17. Build realistic expectations
18. Conduct a mini-assessment
19. Identify the boundary of systems to be changed
20. Articulate an initial change process to use
21. Explicate ethical boundaries
22. Confirm commitment of resources
23. Identify critical success factors for the intervention
24. Clarify the role of consultant
25. Clarify the role of client
26. Begin to lay out an evaluation model

MINI-ASSESSMENT

An effective organization development (OD) practitioner can . . .

27. Further clarify real issues
28. Be aware of how one’s biases influence interaction
29. Link change effort into ongoing organizational processes
30. Identify formal power
31. Identify informal power

DATA GATHERING

An effective organization development (OD) practitioner can . . .

32. Determine an appropriate data collection process
33. Determine the type of data needed
34. Determine the amount of data needed
35. Utilize appropriate mix of methods to ensure efficiency
36. Utilize appropriate mix of methods to ensure objectivity
37. Utilize appropriate mix of methods to ensure validity
38. Utilize appropriate mix of data collection technology
39. Clarify boundaries for confidentiality
40. Select a process that will facilitate openness
41. Gather data to identify future states

DIAGNOSIS

An effective organization development (OD) practitioner can . . .

42. Gather data to identify initial first steps of transition
43. Watch for deeper issues as data is gathered
44. Suspend judgment while gather data
45. Know when enough data has been gathered
46. Suppress judgment while gathering data
47. Use statistical methods when appropriate
48. Recognize what is relevant
49. Know how data from different parts of the system impact each other
50. Communicate implications of systems theory
51. Continuously assess the issues as they surface
52. Stay focused on the purpose of the consultancy
53. Utilize a solid conceptual framework based on research

FEEDBACK

An effective organization development (OD) practitioner can . . .

54. Prepare leadership for the truth
55. Involve participants so they begin to own the process
56. Synthesize the data gathered into themes
57. Create a non-threatening atmosphere
58. Facilitate complex emotional patterns

PLANNING

An effective organization development (OD) practitioner can . . .

59. Distill recommendations from the data
60. Focus action that generates high impact at lowest cost
61. Consider creative alternatives
62. Mentally rehearse adverse consequences
63. Mentally rehearse potential gains

PARTICIPATION

An effective organization development (OD) practitioner can . . .

64. Facilitate a participative decision-making process
65. Obtain direction from leadership
66. Obtain commitment from leadership
67. Co-create an implementation plan that is rooted in the data
68. Co-create an implementation plan that is concrete
69. Co-create implementation plan that is simple
70. Co-create implementation plan that is clear
71. Co-create implementation plan that logically sequences activities
72. Co-create implementation plan that is results-oriented
73. Co-create implementation plan that is measurable
74. Co-create implementation plan that is rewarded

INTERVENTION

An effective organization development (OD) practitioner can . . .

75. Reduce dependency upon consultant
76. Instill responsibility for follow through
77. Intervene at the right depth
78. Pay attention to the timing of activities
79. Facilitate concurrent interventions
80. Help manage impact to related systems
81. Re-design intervention or mindfully respond to new dynamics

EVALUATION

An effective organization development (OD) practitioner can . . .

82. Integrate research with theory and practice
83. Initiate ongoing feedback in client-consultant relationship
84. Choose appropriate evaluation methods - - that is, interviews, instruments, financial sheets - - to collect evaluation information
85. Determine level of evaluation - - such as reaction, learning, behavioral change, organizational impact, societal impact
86. Ensure evaluation method is valid
87. Ensure evaluation is reliable
88. Ensure evaluation method is practical

FOLLOW-UP:

An effective organization development (OD) practitioner can . . .

89. Establish method to monitor change during the intervention
90. Establish method to monitor change after the intervention
91. Use information to reinforce positive change
92. Use information to correct negative change
93. Use information to take next steps
94. Link evaluation with expected outcomes

ADOPTION

An effective organization development (OD) practitioner can . . .

95. Transfer change skills to internal consultant so learning is continuous
96. Maintain/increase change momentum
97. Link change process to daily life of system
98. Mobilize additional internal resources to support continued change
99. Determine the parts of the organization that warrant a special focus of attention
100. Pay attention to movement back to old behaviors
101. Move more away from project-driven change to strategy-driven change
102. Be sure customers and stakeholders are satisfied with intervention’s results
103. Plan renewal/reunion events

SEPARATION

An effective organization development (OD) practitioner can . . .

104. Recognize when separation is desirable
105. Process any left over relationship issues between consultant(s) and client
106. Ensure that learning will continue
107. Leave the client satisfied
108. Plan for post-consultation contact

SELF-AWARENESS

An effective organization development (OD) practitioner can . . .

109. Clarify personal values
110. Clarify personal boundaries
111. Manage personal biases
112. Manage personal defensiveness
113. Recognize when personal feelings have been aroused
114. Remain physically healthy while under stress
115. Resolve ethical issues with integrity
116. Avoid getting personal needs met at the expense of the client (i.e., financial, emotional, sexual, etc.)
117. Work within the limits of your capabilities
118. Perform effectively in an atmosphere of ambiguity
119. Perform effectively in the midst of chaos

INTERPERSONAL

An effective organization development (OD) practitioner can . . .

120. Develop mutually trusting relationships with others
121. Solicit feedback from others about your impact on them
122. Energize others
123. Collaborate with internal/external OD professional
124. Balance the needs of multiple relationships
125. Listens to others
126. Pay attention to the spontaneous and informal
127. Consistently maintain confidentiality
128. Interpersonally relate to others
129. Use humor effectively

OTHER

An effective organization development (OD) practitioner can . . .

130. Interpret cross-cultural influences in a helpful manner
131. Handle diversity and diverse situations skillfully
132. Communicate directions clearly to large groups
133. Use the latest technology effectively
134. Use the internet effectively
135. Facilitate small group interventions (up to 70)
136. Facilitate large group interventions (70-2,000)
137. Apply the skills of international OD effectively
138. Function effectively as an internal consultant
139. Demonstrate ability to conduct transorganizational development
140. Demonstrate ability to conduct community development
141. Be aware of the influences of cultural dynamics on interactions with others

Based on input from members of the Organization Development Network, the Organization Development Institute, the Academy of Management, the Minnesota OD Network, and numerous other Associations, from selected university OD program directors, and from over 3000 other individuals from around the world.

Source: http://www.odnetwork.org/aboutod/odcompetencies.php

Free Management Library

About the Field of Organization Development (OD)

Written by Carter McNamara, MBA, PhD

Sections of This Topic Include:

Definitions and Descriptions of the Field

Simply put, an Organization Development practitioner is to an organization as a physician is to a human body. The practitioner "diagnoses" (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur.

An Old Standard Definition of OD
New Definitions of OD

Broader Perspectives on the Field

OD Practitioners: "Organizational Physicians"?
From "Linear" to "Holistic" OD?
"OD 101" Presentation (introductory overview of the field)
Maturation of the Field

Competencies and Practices of OD Practitioners

Suggested Competencies for OD Practitioners
Core Purpose and Practice of OD Practitioners: Organizational Change and Development (includes many more guidelines and resources!)

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An Old Standard Definition of OD

The nature and needs of organizations are changing dramatically. Correspondingly, the profession of organization development (OD) has been changing to meet the changing needs of organizations. Therefore, it may be most useful to consider several definitions of organization development. Here's a standard definition. The next section gives some contrasting definitions.

For many years, the following definition was perhaps the standard definition for OD. The following definition was developed in 1969 at a time when an organization was considered to be much like a stable machine comprised of interlocking parts.

“Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
-- Beckhard, “Organization development: Strategies and Models”, Reading, MA: Addison-Wesley, 1969, p. 9.

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New Definitions of OD

Today's organizations operate in a rapidly changing environment. Consequently, one of the most important assets for an organization is the ability to manage change -- and for people to remain healthy and authentic. Consider the following definition of OD:

“Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.”
-- Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3.

Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners.

"Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness."
-- Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997, p.2.

"Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance."
-- Matt Minahan, MM & Associates, Silver Spring, Maryland

Here are some other perspectives on the definition of OD.
Definition of Organization Development
Organization Development -- the Management of Change
Definition of OD

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OD Practitioners: "Organizational Physicians"?

The system of organizations is very similar, if not the same as, the system of human beings -- after all, organizations are made up of humans! Therefore, when trying to understand the field of organization development, it might be useful to compare aspects of the field of organization development to aspects of the field of medicine.

For example, the study of the theories and structures of organizations (often in courses called "organizational theory") is similar to the study of anatomy and physiology of human systems. Similarly, the study of organizational behavior is similar to the study of psychology and sociology in human systems. Finally, the study and field of organization development compares to the study and field of medicine regarding human systems.

That is, in OD, practitioners might work in a manner similar to "organizational physicians" intending to improve the effectiveness of people and organizations by:

1) Establishing relationships with key personnel in the organization (often called "entering" and "contracting" with the organization);

2) Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization ("diagnosing" the systems in the organization);

3) Identifying approaches (or "interventions") to improve effectiveness of the organization and its people;

4) Applying approaches to improve effectiveness (methods of "planned change" in the organization),

5) Evaluating the ongoing effectiveness of the approaches and their results.

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From "Linear" to "Holistic" OD?

Note that the above-mentioned, "linear" approach to organization development is coming under fire. Not all organization development practitioners appreciate terms such as "diagnosing" an organization, "interventions" to improve effectiveness, etc.

For a new perspective on OD, read Holistic OD: Paradigm for the Future.

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"OD 101" Presentation

This PowerPoint file can be used in a 2-hour presentation to provide a brief overview of the profession of OD, its history, typical consulting approach, various types of interventions and an overview of organizational change. Additional resources are suggested. To see the presentation, click
here.

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Maturation of the Field

OD has a rich field of research, theory, models and practice, with roots in community and management development. The Organization Development Institute provides an historical view of organization development.

The topic of organizational change has received a great deal of attention over the past several decades, as organizations face new and complex challenges like never before. Correspondingly, the field of Organization Development is receiving a great deal of attention now, too. As the field has grown, so has the diversity of perspectives on the field. The question "What is OD?" is now quite common in discussions among those interested in the field.

OD does not have a standard code of ethics or universal accrediting body. Thus, many assert that OD is a field, rather than a profession. The OD Institute admirably does suggest levels of certification for OD practitioners, (see the next section, Suggested Competencies for OD Practitioners), but these do not appear to have become standard for practitioners who consider themselves to be OD professionals. The OD Institute has also suggested an International Organization Development Code of Ethics. The Organization Development Network is a large organization that also focuses on developing the field and serving its members, many of whom are OD practitioners.

Many people assert that OD is a field that works from a systems perspective and according to humanistic values to help people change. Other people respond that other fields or professions, such as trainers and community organizers, also work from a systems perspective and according to humanistic values and, thus, that description is not unique to OD. They assert that OD must proclaim a scope for their field and suggest that a more apt description of OD is that it is a field that works from a systems perspective and according to humanistic values to enhance the performance of organizations.

Another area of diversity about perspectives on Organization Development is in regard to how people view organizations. Some focus on the structures, operations, positions, procedures, etc., while others focus on the human relations and interactions. Still others focus on the politics and power, while others focus on the cultures and values of the organization. The following article gives more information about these perspectives: Understand the Preferred Lens Through Which You View Organizations

Concurrently, there seems to be strong focus on "soft" skills in OD, for example, coaching, leadership development, facilitation, conflict management, process consulting, etc. However, many would assert that the "hard" skills, such as Balanced Scorecard, quality management initiatives (TQM, Six Sigma, etc.), strategic analysis, etc., should also be a focus in OD. The following article gives more information about these perspectives: What Type of OD Practitioner Are You?

Concurrent to these diverse views, there seems to be strong agreement that the phrase "organizational change and development" describes the core purpose and practice of what OD practitioners do -- so much that the phrase "organizational development" is often used interchangeably to refer to the field itself.

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Suggested Competencies for OD Practitioners

Comprehensive Lists of Competencies

There are a wide range of knowledge, skills and abilities that one might consider when learning about OD. The following links are to guidelines and suggestions from a variety of OD experts.
Knowledge and Skills Necessary for Competence in OD

Learn Business Skills, Too

Efforts at organizational change can fail, not only because of people's beliefs and feelings and perceptions (which seems to be the primary focus of many OD training programs today), but also because of business goals and structures and operations. In this case, it might even be damaging to focus only on OD models that get peoples' buy-in to the change, help people overcome resistance to the change, etc., but don't really consider the "business" side of things. Therefore, it would be wise for the OD practitioners to get at least some basic understanding of certain business topics. The following links are to online programs to start and development organizations, and include focus on the business aspects, as well.
Free, Micro-eMBA
Free, Nonprofit-eMBA

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Core Purpose and Practice of OD Practitioners: Organizational Change and Development

The Library topic of "Organizational Change and Development" includes an extensive array of well-organized information about successfully guiding significant change in organizations. The following link also includes a great deal more information for OD practitioners, including about the broad context for organizational change, professionalism for practitioners, various overviews of change management, example of a planned and systemic change process, many types of activities ("interventions") during organizational change, and many general resources for those working to guide change.
Organizational Change and Development

Source:

http://www.managementhelp.org/org_chng/od-field/OD_defn.htm

Articles : The art of Organisation Development (OD)

Articles : The art of Organisation Development (OD)

by Graham Wilson on 13-Nov-04 6:20pm

OD is the art of organisation development - the application of behavioural science to turn work into a positive and successful place in which people are fulfilled.

As a discipline, OD emerged in the 1950s as a product of an initiative in the United States known as the 'quality of work life' movement. The QWL movement was largely sponsored by the employee's unions, but it gained widespread attention and was seen as a positive endorsement of, and stimulus to, progressive management practices.

In the late 1970s and early 1980s, the term 'excellence' was applied simultaneously by the White House and by two management commentators, Bob Waterman and Tom Peters, to the idea that long-term corporate success followed from four key characteristics - customer obsession, employee empowerment, transformed leadership and institutionalised innovation. Those four tenets were the bedrock of the QWL movement too.

In the intervening years, other initiatives have been based on the same model, though sadly few people read the whole book before they apply their own interpretation to the title! Examples would be Total Quality (TQ), Business Process Reengineering (BPR), and the Balanced Scorecard, each of which assumed the four tenets as precursors for the environment they were proposing.

OD then, reflects a discipline concerned with helping organisations develop these four tenets. It is the application of science, but with a very clear set of values about people and work underlying it. Today, most people refer to OD, rather than QWL or 'excellence'.

For fairly simple psychological reasons, the modern management world distrusts the qualitative and favours the quantitative.

One consequence of this is that managers in 'scientific' industries (such as manufacturing, finance and engineering) often give the impression that they consider themselves a step above those in the 'soft' industries (such as leisure, arts, and healthcare).

For the same reasons, a science has evolved around the behaviour of people at work - this is known as OB (organisational behaviour). OB does not have the same underlying values implicit in it and can be applied in circumstances where an OD practitioner would refuse to be involved. Classic examples would be the application of performance improvement techniques in sweatshop factories.

As the old Sy Oliver song went: "It ain't what you do, it's the way that you do it."

For more information about the work I do in the field of Organisation Development, visit my website: www.nonexecutive.org.uk.

Asia OD Summit: Bangkok Nov 2008

Welcome to Asia OD Summit !

Message from chair of 2008 Organiser click HERE CALL FOR PAPERS Asia OD Summit3rd Annual MeetingWednesday – Saturday, October 1-4, 2008 Assumption University Bangkok, Thailand Creating Triple-Bottom-line Value: Leveraging Asian Wisdom & Organization Development Strategies for Sustained Success DEADLINE FOR RECEIPT OF SUBMISSIONS: June 30, 2008 The 3rd Asia OD Summit planning committee invites you to submit research papers, symposia proposals, case studies, workshops and university showcase sessions for the 3rd conference of the Asia OD Network. The conference will be held Wednesday, October 1 through Saturday, October 4, 2008 at Assumption University , Bangkok , Thailand . Our conference theme encompasses Creating Triple-Bottom-line Value: Leveraging Asian Wisdom & Organization Development Strategies for Sustained Success What, cases study, HRM, OD, OB , Strategy and Organization Theory, Entrepreneurship and small business, other management research Where, Asia , MNC When, 1990- current Who, practitioners, scholars, managers How, It is a broad theme that provides many opportunities for you to submit a research paper, symposium, case study, or workshop for the 2008 Asia OD Network Conference. For more details, see the Asia OD Network web site, http://www.AODN.org Any questions, contact: Dr. Lee Lu, Dissertation committee E-mail: leelu@mail.com Dr. Kitti Photikitti, Program Chair Telephone : + 66 2 719 1088 Dean, Graduate School of Business Fax : + 662 719 1521 Assumption University Bangkok , Thailand E-mail: abacaodn@au.edu ELECTRONIC SUBMISSION INFORMATION Please send all submissions electronically to the appropriate track chair by June 30, 2008 . Additionally, if you are interested in serving as a reviewer and/or session facilitator, please contact the appropriate track chair. Becoming involved in the program by reviewing submissions or facilitating a session is an excellent way to support the Asia OD Network! Participation Policies If a paper is submitted and subsequently accepted, the author agrees to present the paper at the time scheduled in the program or find an appropriate substitute to present the paper. All participants are expected to register for the meeting. Asia OD Network policy states that any paper that has been (or will be) presented at any other academic meeting or that has been published before the time of presentation, is to be automatically rejected. Presentation of papers does not preclude subsequent journal publication when acknowledgment is made of the paper's presentation at the Annual Meeting of the Asia OD Network. Based on reviewer recommendations, one paper submitted by a graduate student (single authored paper or jointly with other graduate students) will be selected for the Outstanding Graduate Student Paper Award. A similar process will be used to select the Outstanding Paper submitted by faculty or professional members, based on the paper's conceptual and methodological quality and overall contribution to the field. Finally, an award will be given for the Outstanding Reviewer of the conference. These awards will be presented at the Awards Luncheon. Submission Instructions 1. All submissions must be submitted electronically as MS-Word e-mail attachments to the appropriate track chair listed. Submissions intended for review are to be double-spaced, no less than 12 point font, 1" margins, and are limited to 30 pages for original papers (including references, tables and figures) and 5 pages for panel sessions and symposia (i.e., purpose, members, description and relevance of topic). Please be certain to indicate in your e-mail the preferred e-mail address for the review information and the decision letter. Please put the entire paper, tables and figures in a single Word file with all pages in 8½ by 11 inch format. Check the file for viruses prior to submitting. Please ensure all papers submitted for consideration follow the guidelines contained in the Publication Manual of the American Psychological Association. 2. Identify 5 keywords for each of your submissions. 3. Attach two electronic copies of your submission: One with a title page containing author-identifying contact information in single-spaced “camera-ready” format and one double-spaced without the author identifying title page for review. For the electronic copy containing author-identifying information, please use single spaced, size 12 Times New Roman Font. References should be single-spaced with a hanging indent leaving a space between entries. The file should be “camera ready”. If your paper is accepted, this file containing author-identifying information will be sent to the Proceedings Editor. For the electronic copy intended for double-blind review, please submit a double-spaced version with author identifying information removed. Please follow the submission procedures similar to the Academy of Management Journal with respect to removing identifying information from the electronic file including information contained in the “Properties” of the MS-Word file and “running head” information that may identify the author(s). 4. Papers solely authored by graduate students must be identified as such in the e-mail message when submitting your work for Outstanding Graduate Student Paper Award consideration. Additional Information on: This year the sessions related to Professional development proposals should be 3-7 pages (not including exhibits or references) and should include: -Title of the workshop -An abstract of 100-150 words -Proposed session length (30-90 minutes) -Full description of the goals of the session and content planned -Linkages to the development of the professorate -A statement of why this would be an important session for Asia OD Network attendees Traditional papers, case study and symposia related to management education are also welcome. Logistic Information Go to Asia OD Network website at www.AODN.org

ABT Blog

Audio Interview with Kathy and Hank

Written by Paul on June 9th, 2008 · No Comments Yet

If you haven’t had the chance to listen to it yet… Check out the podcast interview (linked here) with Kathy and Hank on the Perseus Books Group website.

Kathy and Hank answer some great questions, providing more details about the latest book “Change the Way You See Yourself.” It is also interesting, in addition to being able to read their words, to be able to hear their voices!

Enjoy!

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Virtual Book Tour features “Change the Way You See Yourself”

Written by Paul on June 5th, 2008 · No Comments Yet

Last week Hank and Kathy participated in the Post2Post Virtual Book Tour speaking with bloggers and readers about the new book “Change the Way You See Yourself.” Each day of the week was spent at a different website. Each blogger posed questions to Hank and Kathy and posted the answers on their websites.

Here are the links for the full tour. I hope you enjoy learning more about asset-based thinking and the newest book!

• Idea Sandbox (and part 2) by Paul Williams
• Livin’ Venti (and part 2) by Scott Hodge
• Sui Generis by Derrick Kwa
• Personal Branding Blog by Dan Schwabel
• Make It Great with Phil Gerbyshak

Stop by these sites and add your comments and reactions!

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An ABT Call to Action for Coaches and Clients (pt 2)

Written by Kathy on May 29th, 2008 · 1 Comment

This post is the second part of a two part series about ABT and Appreciative Coaching. You can read part one here.

Take a look at the graphic Change the Way You See Yourself. Notice the arrow arcing upward. This arrow represents the trajectory of your effort when you move through each stage of Appreciative Coaching and implement each corresponding set of ABT actions.

In stages 1 and 2 of Appreciative Coaching, your focus is on Defining your reasons for seeking a coach and on Discovering the life-giving, positive core of who you are. In these earliest stages, the ABT actions you will take include:

• Exploring your “Mighty Cause” – what gives your life the most meaning and gives you a true sense of purpose
• Appreciating your “Signature Presence” – the unique constellation of talents, skills, and attractive qualities that make you You
• Mapping the course of your life – how you have shaped your life and how it has shaped you

Once you move through stages 1 and 2 of Appreciative Coaching, you are ready to Dream – to envision the future you want to make happen. In ABT action terms, you are beginning to expand your influence by creating a playing field that is personally meaningful to you. When you change the way you see influence, you use Asset-Based Thinking to expand and deepen your circles of influence. ABT insights demonstrate it’s not just who you know, but it’s also how you know them. Asset-Based Thinkers carefully identify the stakeholders (ie, special interest groups) who can assist and join forces with you as you pursue your dream.

Appreciative Coaching stage 4 invites you to design a process by which you can make your dreams and visions come true. ABT actions during the design stage include deciding what you will give and get from each of your major stakeholders groups. This approach to relating to others on the basis of what you have to offer them and what they have to offer you creates robust reciprocal dynamics that build trust, loyalty and high levels of commitment.

The Appreciative Coaching process culminates in the final stage called Destiny. Think about that word for just a moment. Notice how it is different and larger then the word “result” or the phrase “goal achievement.” Destiny carries with it the connotation of fate combined with effort and intention. This corresponds with ABT insights into impact. With ABT actions what you make happen is a function of internal imperatives intersecting with external imperatives. Said simply, what you want to make happen corresponds to something the world, your world, needs and wants. ABT actions to fulfill Destiny include defining the Signature Impact you want to make, learning how to shift from threat to challenge during setbacks, making conflict work for you and contribute to your cause, and embodying the change you want to make happen in the world.

ABT actions that also support the Destiny stage of AC include storyboarding your future in a way that puts you in a central role, tells the story of who supported your agenda along the way, who pushed back, who put up barriers, and how you were able to capitalize on this wide range of relationships. Storyboarding your future also details the progress, milestones, set backs, challenges, windfalls and blessings that come your way during the adventure of pursuing your aim. With mental rehearsal you bring your future to life, live it in mind time, vividly imagine what is possible and learn to detect evidence of your future come true in the here and now.

When the Appreciative Coaching process is infused with Asset-Based Thinking insights and actions, your clients will move farther faster in the direction they want to move. Your coaching relationship will deepen and become more effective as you offer the benefits of AC’s inquiry tools with ABT approaches.

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An ABT Call to Action for Coaches and Clients (pt 1)

Written by Kathy on May 28th, 2008 · 1 Comment

It takes courage and conviction to put yourself on the line, to declare your aspirations, to strive for new levels of contribution, achievement, performance, and fulfillment. Challenging yourself to grow is not for the faint-hearted – yet it is exactly what makes life most meaningful and most rewarding. Without challenging ourselves to advance, living becomes burdensome, routine – even suffocating and lackluster. Monotony and boredom set in. Our passion and drive fade.

When we find ways of encouraging ourselves to move forward, when we exceed expectations, when we aspire to do something important, we feel more traction. Our minds and hearts are on fire with desire, with hope, with determination. When we set our sights on making a difference at work, in the community, in our personal lives or in our careers, our purpose and passion shine through everything we think, say and do.

Living life to the fullest in pursuit of meaningful goals may be a compelling proposition, but it’s not that easy. Especially in the face of so many unrelenting 24-7 demands that require swift, sure reactions. Even if you know that being proactive is essential to thriving (not just surviving), creating the future you most desire can be difficult, even daunting.

In today’s faster, harder, smarter world most people welcome support and guidance from a good coach in setting their sights on personally meaningful goals and in pursuing their aims more effectively. That is what the “marriage” of Appreciative Coaching and Asset-Based Thinking has to offer.

Imagine this … you create the next, best version of yourself, your life, and your work and cultivate a whole new positive mindset in the process. That’s what is possible when you follow the stages of Appreciative Coaching (AC) and implement the actions of Asset-Based Thinking (ABT.)

(To Be Continued)

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Here’s to the Next “Greatest Generation”

Written by Hank on May 26th, 2008 · 1 Comment

Call Yourself To Action!

I came of age in the 50’s and 60”s (Hmmm, funny, I don’t feel that old) and was lucky enough to be influenced by what has been called “The Greatest Generation”. Those WWII vets and families who were in their 20’s and early 30’s that built and molded our great country for the last half of the 20th Century. I was truly blessed to have them as role models.

In their best selling book, “Millennials Rising: The Next Great Generation”, Neil Howe and William Strauss make the case that today’s 20 somethings have the potential to be our Next “Greatest Generation” and have as powerful a role in shaping the first half of the 21st Century as the previous “Hero” Generation did in the 20th Century.

Here’s a quote from the book:

“They (Millennials) will rebel against the culture by cleaning it up, rebel against political cynicism by touting trust, rebel against individualism by stressing teamwork, rebel against adult pessimism by being upbeat, and rebel against social ennui by actually going out and getting a few things done.”

That’s exciting! And, it becomes even more promising when we recognize that these young future leaders grew up with a computer and the wide, wonderful freedom of the internet at their disposal 24/7. Enabled by this digital technology and mindset they can amplify and magnify their individual impacts exponentially. Their potential to be a force for good and positive action is game changing.

Now, here’s the best part. Asset Based Thinking is the perfect mindset and philosophy to approaching everyday way of thinking and power tool for Millennials to use to help unleash their potential. When Kathy and I wrote our current book, “Change The Way You See Yourself” that was one of the purposes we had in mind. So much so, that we are now working on taking our ABT message to college campuses and graduate schools so we can engage, motivate, learn and interact with “The Next Greatest Generation”. With graduation season in full swing, we couldn’t think of a better tine to get the dialogue going. Love to hear from you.

(Check out the Life Course web site for more information on Millennials)

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Are you DBT or ABT?

Written by Paul on April 18th, 2008 · No Comments Yet

How do you know if you’re an asset-based thinker (ABT) or a deficit-based thinker? We’ve prepared a quick quiz that will help you to figure it out for yourself! DBT or ABT Quiz: Check Your ABT Filters

[opens in new window]

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Your Signature Presence + Your Mighty Cause + Wider World Needs = Your True Power

Written by Paul on April 16th, 2008 · No Comments Yet

Nature arms each man with some faculty which enables him to do easily some feat impossible to any other. - Ralph Waldo Emerson

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Single Parenthood – SOME ABT TIPS

Written by Brian on April 15th, 2008 · 1 Comment

Being a single parent is DEFINITELY A CHALLENGE, ESPECIALLY THESE DAYS. EVEN IN A DUAL PARENT HOUSEHOLD here are a myriad of problems AND You can probably triple that (or more) if you are in a single-PARENT situation. I have been a single dad for over 11 years now, and let me tell you, it has not been easy. It has taken a lot of work and the patience of a saint. Here are a few ways that I have found to help in good times and in not so good times.

THE MOTIVATING FORCE DRIVING these suggestions boil down to one thing… The welfare of your child or children.

SIX GUIDEPOSTS THAT HELPED ME:

Love, GROUNDRULES, Consistency, SUPPORT, JOYFUL MOMENTS, AND YOU TIME. WISELY EMBRACED THEY CAN make this rocky road as smooth as possible.

LOVE:

ENOUGH SAID

GROUNDRULES:

If you are newly single or in the midst of a separation, you and everyone involved should DELINEATE ALL THE RULES AND AGREEMENTS WITH EVERY ONE INVOLVED …work, family, and exes. PREFERABLY IN WRITING. From work schedules, to visitation, to vacation time, MAKE SURE EVERYONE INCLUDING YOUR CHILD KNOWS WHAT THEY ARE.

CONSISTENCY:

SURE THERE WILL BE TIMES WHEN SCHEDULES HAVE TO CHANGE, UT MAKE THAT THE EXCEPTION. THE MORE CONSISTENT THE SCHEDULE THE EASIER IT IS ON THE KIDS. I used to hate the fact that I had to adhere to a schedule like the one I had, but when I realized that it was best for my son and myself, I embraced it.SUPPORT:Another thing I used to scoff at were support groups. I used to think they were for the weak or people in bad movie of the week. Nothing could be further from the truth. A staggering 51% of households have step-parents AS PART OF THE FAMILY UNIT. I REALIZED THAT there were more people in my shoes than I thought AND It helped so much to have someone to talk to who has walked in my shoes.

EMBRACE JOYFUL MOMENTS:

I always had anxieties when my ex and I split up that I was going to miss MY SON’S first step or the first time he spoke. HE WOULD DO ALL OF THAT ON “HER TIME”. I had to turn that around and keep in my head that the first time he spoke or the first time he took a step in front of me, was the first time he did that. When I embraced that, I really started to have fun with him and enjoyed all the little things that I HAD WITH HIM. I maximized my time and in turn, it helped maximized my enjoyment.

TURN DOWN TIME INTO YOU TIME:

The other aspect of being a single parent that I had a serious issues with was my down time. The time I had alone with myself. I felt guilty that I had this time and it was not spent with my son. I FINALLY REALIZED THAT MY ALONE TIME WAS IMPORTANT AND I found that a hobby I ENJOYED was a great OUTLET. I took up golf. Now, my son and I and my dad all go out and play on occasion.

HOPE THIS HELPS. LOVE TO HEAR FROM YOU.

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You Will Never Look At Yourself The Same Way Again

Written by Paul on January 31st, 2008 · No Comments Yet

Small shifts in thinking lead to big rewards - that’s the lesson of Asset-Based Thinking. Now let the power of ABT help change the way you perceive yourself and your ability to change the world around you.

By transforming the way you see your own POWER, your INFLUENCE grows exponentially and your personal IMPACT intensifies dramatically. By releasing the amazing power of YOU, not only can you improve your everyday life, but you can also direct and shape the future you desire. Change The Way You See Yourself will show you how. Arriving on bookshelves on April 29, 2008!

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The authors: Hank Wasiak and Kathryn Cramer

I am the big fan of ABT. Figuring out how to implement at my workplace.

Hank Wasiak

Co-Founder of the Concept Farm

Hank Wasiak is a communications industry leader who has worked with the corporate elite of global business throughout his 40-year career. He is co-founder of The Concept Farm, one of today's hottest creative development companies. Hank is an Emmy award-winning producer and TV host, as well as an author, entrepreneur, and teacher.

Hank has risen to the top of every organization he has been with. He retired as Vice Chairman of McCann Erickson WorldGroup, the world's largest marketing communications company, to co-found The Concept Farm.

Hank is executive producer and segment host of the company's Emmy award-winning weekly series "Cool In Your Code," and he’s won three New York Emmy Awards for his innovative interview Series, "Back on The Block." Hank teamed up with Kathy Cramer to create the first book in this series, “Change The Way You See Everything.”

Hank earned a Bachelors degree in Business Administration from Pace University, an MBA in Marketing from the Baruch School of Business, has held an Assistant Professorship at Pace University, and has taught at Eckerd College, the University of South Florida, and the University of Louisville. Hank currently serves on the American Heart Association’s Founders Affiliate Board of Directors and he also is a Reiki Master.

• Free Tools
• Podcasts
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• Speaking Schedules
• Sample Keynotes
• Friends/Links

You'll never look at yourself the same way.

"Small shifts in thinking lead to big rewards. Asset Based Thinking can change the way you perceive yourself and your ability to change the world around you. By transforming the way you see your power, your influence grows exponentially and your personal impact intensifies dramatically. You can actually direct and shape the future you desire. This book will show you how."

OUR FIRST BEST SELLER

Kathryn Cramer, Ph.D, Founder of the Cramer Institute

Kathryn D. Cramer, Ph.D. is the Founder and Managing Partner of The Cramer Institute in St. Louis, specializing in organization change consulting, leadership and team development, and executive coaching. She and her colleagues at The Cramer Institute have pioneered the development of Asset-Based Thinking approaches to coaching, consulting, and training processes for more than twenty years. Under Kathy’s leadership, organizations such as Monsanto, DuPont, Microsoft, Starbucks, Peabody Energy, Deloitte & Touche, MasterCard and the US Air Force have adopted ABT approaches to developing their leaders and managing change.

Kathy is an accomplished author and keynote speaker as well as an experienced consultant and executive coach. She is the author of four previous books, as well as one that was released this spring (April 2008) titled, Change the Way You See Yourself Through Asset-Based Thinking, (Running Press.)

In addition to these books, Dr. Cramer is published extensively in her field as well as by national magazines. She has produced two films on stress, one of which received an Emmy Award. She is frequently invited to appear on national television broadcasts.

In 1978, Dr. Cramer co-founded St. Louis University Medical Center’s HealthLine and was named director of its Stress Center. Under her leadership, programs in corporate wellness, stress prevention and lifestyle improvement were adopted nationwide by more than 300 corporations, 60 hospitals, and the United States Air Force.

Dr. Cramer earned her Master’s Degree in psychology from De Pauw University, and her Doctorate in psychology from St. Louis University. She is a licensed psychologist and a member of the American Psychological Association. She currently serves on the Executive Board for the St. Louis Psychoanalytic Institute and the Executive Advisory Board for the John Cook School of Business at St. Louis University.

• Free Tools
• Podcasts
• Videos
• Speaking Schedules
• Sample Keynotes
• Friends/Links

You'll never look at yourself the same way.

"Small shifts in thinking lead to big rewards. Asset Based Thinking can change the way you perceive yourself and your ability to change the world around you. By transforming the way you see your power, your influence grows exponentially and your personal impact intensifies dramatically. You can actually direct and shape the future you desire. This book will show you how."

OUR FIRST BEST SELLER