W H A T I S O R G A N I Z A T I O N D E V E L O P M E N T ( O D )?

Transcription

1 W H A T I S O R G A N I Z A T I O N D E V E L O P M E N T ( O D )?

2 D E F I N I T I O N S O F O R G A N I Z A T I O N D E V E L O P M E N T

3 C U M M I N G S A N D W O R L E Y ( ) Organization development is a process that applies a broad range of behavioral science knowledge and practices to help organizations build their capacity to change and achieve greater effectiveness, including increased financial performance, customer satisfaction, and organization member engagement

4 S U L L I V A N A D B E C K H A R D ( ) a wholistic systemic and systematic change effort, using behavioral science competencies to change or transform the organization to a new desired state

5 BECKHARD (1999) CREDITED TO HAVE COINED THE PHRASE O R G A N I Z A T I O N D E V E L O P M E N T 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 organization s processes, using behavioral- science knowledge

6 B E N N I S ( ) Organization development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself.

7 B U R K E ( ) Most people in the field agree that OD involves consultants who work to help clients improve their organizations by applying knowledge from the behavioral sciences psychology, sociology, cultural anthropology, and other related disciplines. Most would also agree that OD implies change and, if we accept that, shifts in the way an organization functions suggests that change has occurred, then, broadly defined, OD is analogous to organizational change.

8 B E E R ( ) Organization development is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organization s self-renewing capacity. It occurs through the collaboration of organizational members working with a change agent using behavioral science theory, research, and technology.

9 C O M M O N D E N O M I N A T O R S Long term view, not a quick fix Needs top management support Works through behavioural science discipline Tightly related with KM Works best with employee participation System-wide, planned approach

10 S A M P L E S O F O D I N T E R V E N T I O N S Organization diagnosis Team building activities Intergroup activities Survey feedback activities Education and training activities Techno-structural activities Process consultation activities

11 S A M P L E S O F O D I N T E R V E N T I O N S Grid Organization Development activities Third-party peacemaking activities Coaching and Counseling activities Life and career planning activities Planning and goal-setting activities Strategy management Organizational transformation activities

12 Strategic Interventions Integrated Strategic Change Trans-organization Development Mergers & Acquisitions Culture Change Self-designing Organizations Organization Learning & Knowledge Management

13 Techno-Structural Interventions Structural Design Downsizing Reengineering Employee Involvement Work Design

14 HRM Interventions Goal Setting Performance Appraisal Reward Systems Career Planning & Development Coaching and Counseling Activities Managing Work Force Diversity Employee Wellness

15 Human Process Interventions T-Groups Process Consultation Intergroup activities/relationships Team Building Third-party Peacemaking Interventions (Conflict Resolution) Organization Confrontation Meeting Large-group Interventions Grid Organization Development

16 O N E A R E A I N O D T H A T H A S G A I N E D A C C E P T A N C E C H A N G E M A N A G E M E N T

17 T H E L A S T T I M E Y O U M A D E A S E R I O U S C H A N G E I N Y O U R O R G A N I S A T I O N, H O W D I D Y O U D O I T?

18 1 Models for managing strategic plans Top-down Transformational leadership Strategic approaches

19 Top down model 2 The CEO pushes rapid change Develops a vision, communicates it involves employees. The leaders set goals, clarify desired outcomes, provide feedback, give rewards for desired performance and take action when goals are not met. The leaders focus on performance to drive cultural change, not the reverse

20 3 Transformational Approach Henry Mintzberg, McGill University Let change bubble upward. Facilitate the situation so that change can come up. Create a climate where people can individually and collectively think for themselves, take initiatives, and build interesting things. Change grows from the grass roots, where people know what needs to be done."

21 4 Strategic Approach John Kotter 1. Establish a sense of urgency. 2. Create the guiding coalition. 3. Develop a vision and strategy. 4. Communicate the change vision. 5. Empower employees for broad-based action. 6. Generate short-term wins. 7. Consolidate gains and produce more change. 8. Anchor new approaches in the culture.

22 5 Strategic Approach John Kotter, A Force for Change Leading 1. Establish a sense of urgency. 2. Create the guiding coalition. 3. Develop a vision and strategy. 4. Communicate the change vision. Managing 5. Empower employees for broad-based action. 6. Generate short-term wins. 7. Consolidate gains and produce more change. 8. Anchor new approaches in the culture.

23 6 Perhaps you are managing change Improvisational or incremental approach to change The Western approach The Trukese approach Starts with a plan and a course Monitors progress vs. the plan Focuses on staying on course The Jazz Musician approach Each member improvises, no predetermined notes to play The result is not discordant. It is harmonious because each player operates within an overall framework, conforms to a shared set of values and norms Starts with an objective Sets off towards his objective Responds to conditions as they arise in an ad hoc fashion the wind, the waves, the tide and current, the fauna, the stars, the clouds, the sound of the water on the side of the boat Focuses on doing whatever is needed to get to his objective

24 Successful Organization-wide Change 7 A good way to do it 1. Push sense of urgency up (not anxiety) 2. Create a guiding team 3. Create vision and strategies 4. Effectively communicate the vision and strategies 5. Remove barriers to action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Create a new culture to make the changes stick Somebody who did it Ms. Mary Yap Ching Ly Chan Duc Awardee Dr. Erlinda Pefianco, Managing Director, SEAMEO INNOTECH Deputy Director General Dato Haji Yusof Bin Harun, Department of Technical Education, MoE Malaysia.

25 In Each Stage 8 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Help people see (not just understand) Impact people at a deeper level (enough emotion to reduce inclination to block and enhance feelings to support the change More: see-feel-change Less: analysis-think-change

26 Take Note 9 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Create vision and strategies is not #1 Test yourself 1. Do people already have a sufficient sense of urgency? How can you tell? 2. Does the leadership team work well enough together to push this change effort? Who should be involved in leading this change effort?

27 Analysis-Facts-Figures 10 Analysis is important but Think about it: A good ad is one that makes people want to go out and buy the product --- right now! Often, they are not necessary to make people see the big truths Analytical tools are useful when parameters are stable, few assumptions are needed, and the future is not fuzzy Good analysis may change the way people think, but it can rarely make people want radical change.

28 28 1. Push sense of urgency up (not anxiety) 2. Create a guiding team 3. Create vision and strategies 4. Effectively communicate the vision and strategies 5. Remove barriers to action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Create a new culture to make the changes stick Learning Teams Choose one 1. What? 2. Why? 3. How? 4. How important?

29 11 Stage 1: Create a sense of Urgency

30 Stage 1: Push a sense of Urgency 12 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Four prevalent behaviors needing attention 1. Complacency sometimes tied to false pride and even arrogance 2. Self-protection 3. Defiance 4. Natural pessimism

31 Stage 1 13 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Suggestions Concrete visual experiences, not just data points (9.3% of our staff ) Dramatic offerings, not dull speeches From the point of view of the stakeholder, not just manager s opinion Hit emotions Hit emotions of large numbers of people, not just the bosses Non-threatening

32 Stage 1 14 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Urgency vs. Anxiety Need to sustain change Panic can stop action With Fear, people think who cares about the organization, I m worried about what happens to me! Fear must be converted to positive urgency

33 Stage 1 15 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Objection: Creating this sense of urgency takes too much time and money!

34 16 Do Use compelling objects that people can see, touch, and feel Show dramatic evidence from outside your organization that demonstrates the need for change Look for something cheap and easy Don t think that in your organization there is no complacency, fear, or anger that can block change Don t Limit your effort to the rational Jump immediately to vision and strategy Believe that there has to be a crisis before change can take place Underestimate what you can do. You don t have to the Chief to make a difference.

35 Suggestions 17 What can you do? Dramatic Attention grabbing memorable Possibilities Something already there like an unhappy customer Something you can create to highlight the problem Someone to help you create the drama Something cheap and easy Group Presentation: Use Easel Sheets

36 How can you tell if you have successfully created a sense of urgency 18 More people want to help provide leadership for the change, even if there are personal risks It is easier to harness people to address the issue It is easier to get teamwork People are more willing to help, even if there are no short term rewards

37 19 Stage 2: Build a Guiding Team

38 Stage 2 21 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick A common problem at this stage those who should be driving the change are not doing it, and Nobody dares or wants to confront the issue

39 Stage 2 22 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Characteristics of a powerful guiding group Composed of the right people Not necessarily just the senior management committee People with the right skills, leadership capability, organizational credibility, authority, knowledge about what is really going on, and connections needed to handle the issue at hand Demonstrates Team Work

40 Stage 2 23 Eight stages 1. Push sense of urgency up (not anxiety) 2. Create a guiding team 3. Create vision and strategies 4. Effectively communicate the vision and strategies 5. Remove barriers to action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Create a new culture to make the changes stick The issue of trust If trust level is low Among members of the guiding team The guiding team vs. everyone else People in the organization vs. the guiding team

41 Stage 2 and the issue of trust 24 Eight stages 1. Push sense of urgency up (not anxiety) 2. Create a guiding team 3. Create vision and strategies 4. Effectively communicate the vision and strategies 5. Remove barriers to action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Create a new culture to make the changes stick Model the right behaviors Hit at gut level emotions with dramatic behaviors Sustain it: as behaviors change, add new activities in different settings Propagate moments of truth into folk tales Make people believe that change is doable

42 Building the Guiding Team 25 Do Don t Draw the right people into the group by showing enthusiasm and commitment Use weak task forces, individuals, complex structures Model trust and teamwork Show fragmentation at the top layers Ignore situations when momentum and entrenched groups undermine the change

43 Examination of Conscience 26 How much are you willing to invest to play a leadership role in helping people anticipate and adjust well to the change? (very little very much) Who else can lead (with you)? How can you get these others to come along and lead with you? How can you make this lead team, work like a real team?

44 27 Stage 3: Get the Vision Right

45 Stage 3: Create Vision and Strategies 28 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick What change is needed? What is our vision of our future organization? What should not be changed? What is the best way to make the vision a reality? What change strategies are unacceptably dangerous?

46 Stage 3 29 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick How fast should you move towards your vision? Or As fast as you can? As slow as possible?

47 Stage 3 30 Do Don t Try to see the future literally Keep it to within one minute or one page. Have a oneline slogan or battle-cry Emotionally captivating Bold Determine how fast you want it to happen Assume that plans and budgets alone will do it Be overly analytical, Emphasize fear-generating visions like cost- or manpower-cutting

48 31 Stage 4: Communicate for Buy-in

49 Stage 4: Effectively communicate the vision and strategy 32 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Target: Everyone hears it several times from different media or sources Hits the audience at the gut-level Moves people to make the vision a reality

50 Stage 4: Effectively communicate the vision and strategy 33 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Match the message with deeds Tell and show Keep telling the story

51 Stage 4: Communicating it 34 Do Don t Keep it simple, heartfelt (not complex or technocratic) Do your homework; understand how people feel Address anxieties, confusion, anger, distrust Communicate once and that s it Treat the sessions as information sharing Foster cynicism by your inconsistent behavior Use technology when available

52 35 Stage 5: Empower Action

53 Stage 5: Empower Action 36 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Empower: Not about giving people new power or authority and leaving them alone It is all about removing barriers to action

54 Stage 5: 37 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Typical Barriers Some bosses Some systems Mental barriers Information barriers

55 Stage 5 38 Do Don t Utilize people who have had successful change experiences Promote a can do spirit Ignore disempowering managers Disempower disempowering managers Provide feedback Deal with disempowering managers Remove all barriers all at once Surrender to pessimism and fear

56 39 Stage 6: Create Short-Term Wins

57 Stage 6: Create short term wins 40 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Visible, timely, meaningful victories Nourishes faith in the change effort Provides emotional reward Keeps critics at bay Builds momentum

58 Stage 6: Create short term wins 41 Without wins, cynics win With wins, people become believers Yes, your objective is Hey, things are getting important, but why are done around here. you doing this and that? Isn t this interfering with our current priorities? Didn t we try this three years ago and fail?

59 Stage 6: How 42 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Focus Target visible, unambiguous, meaningful wins Create series of hoopla

60 Stage 6: Create short term wins 43 Do Don t Target early wins Make the wins visible to as many people as possible Have unambiguous wins to silence the opposition Wins that are meaningful to your people Wins that attract powerful people whose support is valuable Cheap and easy Launch 100 projects all at once Plan to have your first win in 12 months Stretch the truth to create the impression of a win

61 44 Stage 7: Don t Let Up

62 Stage 7: Keep Pushing 45 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick

63 Stage 7: Keep Pushing 46 Do Don t Aggressively get rid of work that are no longer relevant or can be delegated Constantly look for ways to keep the sense of urgency up Be sensitive to situations that may provide opportunities a new wave to support the change Show them, show them, show them Develop a rigid 4-year plan Convince yourself that the job is done Convince yourself that you don t have to contend with bureaucratic and political behaviors Work so hard that you physically and emotional collapse

64 47 Stage 8: Make the Change Stick

65 Stage 8: Make the Change Stick 48 Eight stages 1. Push sense of urgency up (not anxiety) 2. Build guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Accomplish short term wins 7. Keep pushing for wave after wave of change until the change is embedded 8. Make the change stick Change is fragile Embed the new into the culture New employee orientation The promotions process The power of emotion Folk tales

66 Stage 8: Embed it 49 Do Don t Use the new employee orientation to compellingly show recruits what your organization truly cares about Rely on a narrow range of pushers A boss A compensation scheme Use the promotions process to put in place, people who act according to the new norms Try to change culture as the first step in the transformation process Tell vivid stories over and over again about the new organization, what it does and why it succeeds

67 50 A final reminder The biggest single challenge in the process of adaptation and transformation is changing people s behavior.