odd & people management: session 4 - "think globally, … · 2016-11-25 · model...

Prof. R. Rijamampianina

ODD & People Management: Session 4

Organisational Development:

a Strategic Necessity

By Rija

Learning Outcomes

• Explain why OD is a strategic necessity to their organisations;

• Advise on the OD process and the necessary steps to be taken;

• Choose the appropriate models of diagnosis and analysis and develop customised models for their organisations;

• Lead an OD intervention.

Speed

Time0

Pace of change

Obeng, 2009; 2012; 2014

t

Rate of learning

Berinato, 2014; Casey, 2014; Kinsinger & Walch, 2015

"...when the rate of change outside an organization is greater than the change inside, the end is near..."

– Jack Welch –



Change is a Strategic Necessity!

Change

• Intentional � Planned

• Accidental � Unplanned

OD

OD?

OrganisationalDevelopment

Planned-change

What does this imply?

Lussier, 2009; Neil, 2011; McGunagle, 2012; Turner, 2013; Patel, 2014

CHANGE

This Implies…

OD CHANGE

What if…

OD



MATTERS

OD brings

LEADERS, MANAGERS

and

EMPLOYEES together

holding them all responsible

for the EFFECTIVENESS of the organisation

and the INNOVATION in the organisation.

OD is a team-based activity

Palmer, Dunford & Akin, 2009

OD?

Fact

Active Learning= Active Discovery

Readiness + Ability + Willingness to:• Create/find new possibilities• Break new grounds• Disrupt the status quo

Fact


Networksof Exchanges

& EngagementReadiness + Ability + Willingness to:• Create/build collective intelligence

Fact



& EngagementReadiness + Ability + Willingness to:• Disrupt past thinking patterns• Disrupt past practices



Fact



& EngagementReadiness + Ability + Willingness to:• Lead self + organisation to the future• Engage with the future

Fact



& EngagementReadiness + Ability + Willingness to:• Create a desired future

“Smart leaders & managers are rewritingthe OD concepts & practices.”

Hill et al., 2014

OD Revisited

PAST

• A set of planned change interventions, activities or tools…

• To improve effectiveness � staying grounded� limited solution space

• Initiated, imposed and managed by an OD practitioner � rolled out

CURRENT & FUTURE

� A mind-set, a value-set, a talent-set and a role set…

� To innovate and invent � breaking new ground � limitless possibilities

� Socially constructed and responsibility of everyone � rolled up

Hamel & Zanini, 2014

OD Revisited

PAST

• Role of an OD practitioner = to design a change programme

• Conversation to solve problems and address issues

• An episodic interruption of the status quo: unfreeze � move � re-freeze

CURRENT & FUTURE

� Role of an OD practitioner = to build a change platform

� Conversation to create new knowledge, collective intelligence and new possibilities

� Constant discovery and experimentation:“permanent slush”


OD Revisited

PAST

• Role of an OD practitioner = to design a change programme

• Conversation to solve problems and address issues

• An episodic interruption of the status quo: unfreeze � move � re-freeze

CURRENT & FUTURE

� Role of an OD practitioner = to build a change platform

� Conversation to create new knowledge, collective intelligence and new possibilities

� Constant discovery and experimentation:“permanent slush”


Creating Possibilities



Why OD?

We need/want to improve our effectiveness& innovate

• Individual• Team/Group• Organisational

Why OD?

ENVIRONMENTS(dynamic)

INTERNAL EXTERNAL

• External adaptation• External differentiation

� Internal operation� Internal coordination� Internal integration

Effective OD Process

EnvironmentalScanning

Identification/Recognitionof probl/needs/opport.

Diagnosis& Analysis

ActionPlanning

InterventionAudit

Lingham, 2009; Jones & Brazzel, 2012

• Observation

• Interactions


Identification/recognitionprobl/needs/opport.

Diagnosis& Analysis

ActionPlanning

InterventionAudit

Open door policyvs.

Leading and managing by walkingHerb Kelleher

EMPLOYEE ENGAGEMENT

• Observation

• Interactions



Diagnosis& Analysis

ActionPlanning

InterventionAudit

Open door policyvs.

Leading and managing by walkingHerb Kelleher

EMPLOYEE ENGAGEMENT• At what level(s)?

– Individual

– Team/group

– Organisational

• Where?

– The ‘soft’ side: people (their values, skills, behaviour…)

– The ‘hard’ edge: strategies, structures, systems, processes/procedures/policies



Diagnosis& Analysis

ActionPlanning

InterventionAudit



• Diagnosis and analysis are the process of understanding how the organization is currently functioning, and it provides information necessary to design OD interventions.

• It is also a collaborative process between organization members and the OD consultant/manager to collect pertinent information, diagnose and analyze them, and draw conclusions for action planning and intervention.

Org Diagnosis & Analysis

Weisbor, 2009; Janićijević, 2010; Hamid, 2011; Zarei, 2014

• Data/info collection

– Observation

– Interviews

– Questionnaire

– Archival records

• Select and use a diagnosis and analysis model



Diagnosis& Analysis

ActionPlanning

InterventionAudit

Probl/needs/opport:• Chronic or acute?• Pattern or event?• Tangible or intangible?• Etc…

Why Models?

• To guide how we think about situations that we face in our organisation: – How things work?

– What causes what?

– What can we do?

• Our experience is limited � cannot be generalised;

• Others need to be aware of the framework within which decisions are/will be made � putting everybody on the same page.

Palmer, Dunford & Akin, 2009; Hamid, 2011; Nickols, 2012



The Burke-Litwin Model

Internal Operations

Transformational variables

Transactional variables

External Environment

Variables that interact with environmental forces Variables affected by

short-term, day-to-day, reciprocity among people and groups

Warner Burke George Litwin

Sources of MAJOR/RADICAL

changes

Sources of INCREMENTAL

changes

The Burke-Litwin Model

External Environment

LeadershipMission & Strategy Culture

Management Practices

Work Unit Climate

Motivation

Performance

Structure Systems

• Task Requirements• Individual skills Individual Needs & Values

Warner Burke George Litwin



Congruence Model

David Nadler Michael Tushman

The Star Model

Jay Galbraith



The Six-Box Model

Marvin Weisbord

McKinsey & CompanyHBSStanford Business School

The 7-SModel



A. ORGANIZATIONAL LEVEL

B. GROUP LEVEL

C. INDIVIDUAL LEVEL

- General

Environment

- Industry

Structure

Inputs Design Components

Organization

Effectiveness

Outputs

Strategy

Structures Culture

HRSystems

Technologies

- Organization

Design


Team

Effectiveness

e.g., quality of

teamwork,

performance

Outputs

Goal Clarity

Task Structures Group

Functioning

Group

Composition

Group

Norms

- Organization

Design

- Group Design

- Personal

Characteristics


Individual

Effectiveness

e.g., job

satisfaction,

personal

development

Outputs

Skill Variety

Task Identity Autonomy

Task Significance Feedback about

Performance

Model for Diagnosing & Analysing Org

Weisbor, 2009



• Analysis: use a combination of quantitative and qualitative methods– Employee opinion analysis

– SWOT analysis

– Capabilities/capacity assessment

– P²E²STLE analysis

– Cause-effect analysis

– Comparative analysis

– Etc…

• Interpretation and findings

Environmental

Scanning

Identification/recognition

probl/needs/opport.

Diagnosis

& Analysis

Action

PlanningInterventionAudit

• Identification and selection of possible actions (incl. communication)

• Action planning (incl. communication planning)

Environmental

Scanning


probl/needs/opport.

Diagnosis

& Analysis

Action


Time

Status quo

Desiredstate

Driving

forces

Restraining

forces

Communication

• Credibility of the OD/change agent � credibility of the message.

• Clarity

• Conviction

• Content:

– message of discrepancy

– message of efficacy

Communication Plan

� Who?� What?� Why?� How?� When?

� Remember to communicate even to those who are not impacted

Around 20% of your project activity!

Do for each group of

stakeholders

Communication Plan

WHAT I WANT TO SAY…

• As you would blurt it out.

WHAT I WILL ACTUALLY SAY…

• ISSUE:

Description of the probl./needs/opport.

• DATA:

Example to make it clear and unambiguous.

• QUESTION(S):

To trigger dialogue/engagement.

• BUILD SOLUTION TOGETHER

Obeng, 2009; 2012; 2014

TIMING:

• All at once

• As far as you can go in one conversation

• One step at a time



Structured Action Planning

• Prioritizing issues/needs/opportunities identified by the diagnosis and analysis (at what level?)

• Identifying possible solutions/interventions (at what level?)

• Selecting and committing to specific interventions atthe appropriate level (organizational, team/group, individual)

• Planning the implementation of each intervention

• Following-up with a new data-gathering cycle for further improvements

When You Plan…

OD/change processes are not always sequential � we may loose out on timing.

�

�

�

• Identification and selection of possible actions (incl. communication)

• Action planning (incl. communication planning)

• Objectives and metrics setting

Environmental

Scanning


probl/needs/opport.

Diagnosis

& Analysis

Action


• Long-term• Medium-term• Short-term

� Sequence of decisions/actions

� Feasibility

� Risks

� Cost/benefit

� Impact� Timing� Important/urgent � priorities

� Probability of success

� Contingencies

� Etc…



Measurement Plan

Measure no.

Measure Description How directly impacted by

change/OD project

Baseline measure

Measuring frequency

1.

2.

3.

Risk

Low High

Low

High

Probability of occurring

Impacton change

MonitorWork onreducing

Minimaleffort Manage



Risk Analysis

Risk

No.

Description Proba-bility

Project impact

Priority Potential consequences

Proposed/ implemented actions

Status Respon-sible

1

2

3

4



OD Intervention

• A set of sequenced planned actions or events intended to help an organization increase its effectiveness and/orinnovate (i.e., disrupt).

• OD interventions purposely disrupt status quo; they are deliberate attempts to change an organization or subunit toward a different and more effective state.

Cummings & Worler, 2009; Romme, 2011; Kongalla, 2013

Types of OD Intervention

• Human process intervention– Process consultation: This intervention focuses on

interpersonal relations and social dynamics occurring in work

groups.

– Team building: This intervention helps work groups become

more effective in accomplishing task.

• Structural intervention

• HRM intervention

• Strategic intervention



• Human process intervention

• Structural intervention– Structural design: This change process concerns the

organization’s division of labor – how to specialize task performances.

– Downsizing: This intervention reduces costs and bureaucracy by

decreasing size of the organization.

– Reengineering: This intervention radically redesign the

organization’s core work process to create more responsive

performance.







• HRM intervention– Performance mgmt: This intervention is a systematic process to

align employees’ actions + behaviors + outputs to the org strategy.

– Career planning & dvpt: This intervention helps people choose

career paths and attain career objectives.

– Reward system: This intervention involves the design of

organizational rewards to improve employee well-being

� effectiveness.







• Strategic intervention– M&A: This intervention is a systematic process to integrate two or

more organizations.

– Culture change: This intervention helps organizations develop

cultures appropriate to their strategies and environments.

– Organisational learning: This intervention seeks to enhance an

organization’s capability to acquire, apply, share, exchange, develop

and create new knowledge.


OD Intervention Success Factors

READINESS

for Change

CAPABILITY

to Change

CAPABILITY +

CREDIBILITY of the

Leader(s)

• Culture

• Context

• Environments

Cummings & Worler, 2009; 2014; Dike, 2012; Parumasur, 2012



Institutionalisation

John P. Kotter

• Articulating the connections between the new actions + behaviours and the organisational performance;

• Incorporating the new approaches into the organisational culture(s);

• Developing the means to ensure continuous learning � improve effectiveness + innovation + invention.

• When?

• Celebrate quick-wins!

• Don’t declare victory too soon!

Environmental

Scanning


probl/needs/opport.

Diagnosis

& Analysis

Action


WHY ?

LEGAL AID BOARD

Balancing the Scales of Justice

By Tessa Murray

What Have We Learned?

odd & people management: session 4 - "think globally, … · 2016-11-25 · model...

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