The Process of OD: Sharing Best Practices with TODN
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The document outlines a structured five-step process for organization development (OD), emphasizing best practices for each step. It covers essential phases including entry and contracting, discovery, diagnosis and feedback, intervention, and evaluation, alongside key questions and tips for effective implementation. The goal is to equip OD practitioners with practical tools and techniques to enhance organizational effectiveness and health.
The Process of OD: Sharing Best Practices with TODN
- 1. Cindy Baudoin + Carol Gravel October 11, 2016 The Process of Organization Development: Sharing Best Practices
- 3. Objective and Agenda Objective: At the end of the program you will have a clear definition of an effective process and some best practices to use in your career as an OD Practitioner. Agenda • Review a well established 5 Step OD Process • Share tips, techniques and tools you can use in each step of the process. Entry + Contracting Discovery Diagnosis + Feedback Intervention Evaluation
- 4. What is Organization Development ? An effort that is: • Planned • OrganizaAon-wide • Managed from the top (*Sponsored) • IntervenAon in the organizaAon’s processes using behavioral-science knowledge • Increases organizaAonal effecAveness and health Richard Beckhard, 1969 Organiza4on Development: Strategies and Models
- 5. Step 1 Goal: • Set the foundaAon for the OD effort with the client and for the work ahead Keys to Success: • Build connecAon and trust • IdenAfy the problem(s) or opportunity(ies)-try to define in a statement (See next Slide) • Uncover mutual wants and offers • Assess willingness to change • IdenAfy how success will be measured • Others?? Entry + Contracting
- 9. More Tips: Wisdom from TODN • Understand the structure of power within the organizaAon – whose in charge, who can make decisions, etc. • Where are champions? Where are resistors? • Understand the history. What’s been done before now? • Describe what success looks like from mulAple points of view • Understand budget and resources available • Prepare client to sustain change acer the consultant moves away • Understand what else is changing to assess capacity • Help the client understand that change is iteraAve – contract for phases. Leave room to add to scope based on discovery work Entry + Contracting
- 10. Step 2 Goal: • Gather, from different perspecAves, details as to the nature and/or extent of the problem or opportunity. Keys to Success: • Use a process (see next slide) • Use mulAple methods: – Interviews – Focus groups – Surveys/questionnaires (check out Organizational Network Analysis) – Observations – Unobtrusive measures • Others?? Discovery
- 11. Data Gathering Process 1. Select appropriate methods 2. Prepare for data collecAon a. How data will be collected by who and from who b. Where data will be stored c. How data privacy and/or security will be addressed 3. Announce the project; purpose, sponsor, Ameline and contact 4. Collect data 5. Synthesize and report Discovery
- 12. PRACTICE 1. Read each of the five scenarios. 2. Define what data gathering approach(s) would be best for each scenario. • Interviews • Focus groups • Surveys • ObservaAons • Unobtrusive measures If you select interviews, focus groups or surveys, idenAfy who would parAcipate and how. Bonus: Define 2 quesAons you would ask. If you select observaBons, describe who you would observe, for what length of Ame and in what seUng. If you select unobtrusive measures, describe what data you wish to collect and how you would do so. Discovery
- 13. Step 3 Goal: • Reduce the large amount of data to a set of “manageable” themes which will help to organizaAon see the problem or opportunity in useful conceptual map. Keys to Success: • DeducAve Analysis - Use Models for defining paberns • InducAve Analysis - Find key themes • StaAsAcal Analysis - by the numbers • Structure the feedback meeAng and anAcipate reacAon • Others?? Diagnosis + Feedback
- 14. Example Deductive Synthesis Diagnosis + Feedback Use models that resonate with your business Strategy Structure Process People Rewards Galbraith's Star Model Bersin's Simply Irresistible Organization Model
- 15. Step 4 Goal: To solve the problem or implement the opportunity by helping to improve the effecAveness of organizaAons, groups, teams or individuals. Keys to Success: • Planning – Define the appropriate intervention(s) based on the desired outcome – Structure the intervention at the appropriate time and with appropriate resources • Avoid the 10 Common IntervenAon Failures (see next slide) • Others?? Intervention
- 16. More Keys to Success • Get on the balcony and help people see the bigger perspecAve • Be clear about Phases of the project • Use manageable and measurable chunks of change • Use a journey map to help people visualize the phases of change and progress made (“you are here”) • Coach as well as consult Intervention
- 17. Types of Interventions • Strategy definiAon or clarificaAon • Business planning Intervention Organization Individual Team • Conflict management • Team building • Individual assessment + feedback • Coaching • Mentoring • Skill development • Survey feedback + acAon planning • Business process re- engineering • Technology intervenAon • Structural intervenAon
- 18. Common Intervention Failures 1. Wrong problem 2. Wrong intervenAon 3. Unclear or overambiAous goals 4. ImplemenAng an event rather than a program 5. Not enough Ame devoted 6. Poorly designed intervenAon 7. Unskilled change agent(s) 8. Ownership not transferred to client 9. Resistance to change 10. Lack of readiness for change Intervention
- 19. Step 5 Goal: • Assess whether or not the intervenAon has made a difference in the organizaAon and/or has the problem or opportunity been addressed. What’s Involved: • Ensure you have data that defines the AS IS or base line • Leverage the data from discovery phase • Ensure you define resources - takes Ame to analyze the data to determine impact • Others?? Evaluation
- 20. Measuring Engagement • How do we measure human elements of engagement in change – ask them at mulAple points throughout the intervenAon – How engaged do you feel in this change? – Has your manager talked to you about your role in the change? – To what extent do you feel that you have an opportunity to participate in this process? – To what extent do you understand the reasons for change and the progress we’re making? – What would you like to know more about or feel more connected to this change? – Others?? Evaluation
- 21. Objective and Agenda Objective: At the end of the program you will have a clear definition of an effective process and some best practices to use in your career as an OD Practitioner. Agenda Review a well established 5 Step OD Process Share tips, techniques and tools you can use in each step of the process. Entry + Contracting Discovery Diagnosis + Feedback Intervention Evaluation
- 22. Additional Resources For Your OD Toolkit