Organisational development by IHA

THE OD CYCLE

THE CONTRACTING & ENTRY PHASE

  • These initial steps involve:
    Preliminary exploration of the organization’s problems and issues.
    Developing a collaborative relationship between the OD Practitioner and key members of the client organization regarding working on those issues.

 

  • In major projects, it often is useful to involve an internal or external OD Practitioner in a team.

SOME COMMON ISSUES

  • What is the presenting problem and how do you determine what are the real organizational problems and issues?
  • Who is the client and how do you deal with the multiplicity of stakeholders?
  • How much readiness for change is present and how can a satisfactory degree be developed?
  • Dealing with confidentiality vs. the need to surface important issues that may have been undiscussible?
  • Consultant expertise and role
  • Ethical and value system conflicts
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CONTRACTING

It should include:

  • Goals for and scope of the consulting project
  • Anticipated results and mutual expectations
  • Operating ground rules
  • Role of the consultant
  • Responsibilities of both consultant and client
  • Schedule
  • Resources,fees, and arrangements for payment
  • Termination procedures

POTENTIAL “RED FLAGS” IN THE CONSULTANT-CLIENT RELATIONSHIP

  • Insufficient or ambiguous level of commitment to change.
  • Resistance or opposition by major stakeholders.
  • Major clients lack power to influence change or manage the boundaries to allow change within their organization.
  • Client’s desire to manipulate the consultant or use the consultant in ways that violate the latter’s ethical framework.

THE DIAGNOSTIC PHASE

  • Aims to provide the organization and the OD practitioner with data,and decisions regarding what OD interventions are appropriate going forward.
  • During this phase that the OD consultant can develop:
  • understanding of the organizational situation
  • what issues the organization is facing
  • what strengths the organization possesses in order successful achieve any OD intervention.

CONTD…

  • It provides the platform from which the organization is able to highlight what cultural, economic and capability shifts in the organization.
  • How these shifts can be made and embedded for sustainable organizational performance.

KEY QUESTIONS DIAGNOSTIC PHASE SEEKS

  • What data do we need for the OD programme?
  • What methods and processes should we use for data collection?
  • What resources are required to collect the data?
  • What time and resources are the organization willing to commit?
  • Who owns the data?
  • Who will analyze and make sense of the data once it is collected?
  • Having collected the data what revisions are required to the proposed OD programme?

FEATURES OF DIAGNOSIS

It should be:

  • Be based on current, relevant data
  • Result from joint involvement of both consultant and client(s).
  • Make use of appropriate models of organizational functioning and dis-functioning.
  • Deal with feelings in the client system
  • Focus on key, underlying problems
  • Energize the client to act in ways to improve the organization

THE INTERVENTION PHASE

  • This phase decides what  should be done to enable to organization to achieve sustainable organizational performance.
  • It incorporates a wide range of interventions which cover maintenance work, consolidation, building on strengths and adapting to future changes.

CRITICAL QUESTIONS : INTERVENTION STAGE SEEKS

  • What specific areas of change are required ?
  • Is the focus of the intervention task, process or people?
  • How planned or emergent should the intervention be given the culture of the organization?
  • What intervention (tools and techniques) will provide the best fit to the organization and deliver the outcome required?

FEW CONSIDERATIONS

  • The actions should be specific to the particular organization at this time.
  • OD Practitioner and client should be involved in planning and carrying out the interventions.
  • The client gets to make the final decisions.
  • The actions should improve the client’s ability to deal with future problems.

THE EVALUATION PHASE

  • The metrics are identified and agreed prior to the intervention taking place.
  • Helps in understanding whether there has been a ROI from the OD intervention.
  • The effectiveness of the work done and ensuring that value has been delivered to the organization in achieving sustainable organizational performance.

KEY QUESTIONS: EVALUATION PHASE

  • Did the intervention achieve the purpose and required outcomes?
  • Were the outcomes achievable given the budget, timescale and resources committed to the intervention?
  • How can the evaluative process aid and reinforce the change process embarked upon?
  • What tracking mechanisms, methods and approaches were used in reviewing the progress of the intervention?

TYPE OF EVALUATION DATA VALUED BY ORGANISATION

  • Cost Savings
  • Improved workforce planning
  • Retention of key talent
  • Operational effectiveness in innovation and research that maintain Profitability
  • Better Customer Service Levels
  • Delivery of organizational purpose
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