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Organisational Development
Organisational Development
Define from a people professional perspective as a planned and systematic approach to enabling sustained organisational performance through the involvement of its people. CIPD
Fundamental Principles of OD
Fundamental Principles of OD
Maximising the value gained from the organisation’s resources.
EX: An automated manufacturing plant, development might focus on mechanical efficiencies. If an organisation produces people services, it might focus on people capabilities.
Aligning to an organisation’s strategy, goals and core purpose.
All development is carried out to achieve these things to a greater extent. Development without such a focus can become incompatible with the rest of the organisation and can cause issues in other areas.
Applying behavioural science knowledge and practice.
EX: Leadership, group dynamics and work design. This ensures that people practices develop based on scientific understanding of how and why people behave the way they do.
Aims to institutionalise continual improvement within organisations.
Done continuously, it's a type of planned, ongoing, systematic change. It's also related to change management. Many developments are implemented using change management practices.
Tools identify the fit between OD practice and organsattion's goal
Tools identify the fit between OD practice and organsattion's goal
1. Organisation review.
To identify what it needs - ‘needs analysis’.
2. Diagnose the extent to which those needs are being met.
This is similar to doing a gap analysis to identify the difference between a current position and the desired future position,
3. Deciding what intervention would best fit the gap identified, and whether to design it or buy it in.
4. Implement the initiative.
It’s always good practice to use robust change management practices. This will include focusing on communication, stakeholder involvement, and evaluation metrics.
Tools for analysis the diagnose
Tools for analysis the diagnose
ISO.
Lean / Six Sigma.
Force Field Analysis.
Total Quality Management (TQM).
Organisation design frameworks (used as diagnostics). For example, McKinsey’s 7S model, the Burke Litwin framework, or the 5 Star model.
Tools for intervention
Tools for intervention
Human process interventions – coaching, mentoring, training, group work, facilitation, action learning.
Techno-structural interventions – Lean / Six Sigma, business process re-engineering (BPR), outsourcing.
Human resource interventions – performance management, reward and motivation, employee surveys, psychometrics.
Strategic interventions – business planning, cultural change, transformation programmes.
Tools to implement initiative
Tools to implement initiative
Writing a Business Mission Statement
Writing a Business Mission Statement
The best formula for a Mission Statement that includes all three elements necessary to create narrative traction goes like this:
We will accomplish X by Y because of Z.”
There are 3 components:
Economic objective.
Deadline
Reason why
Top 3 prioritize in economic objectives:
Be specific and measurable,
Drive company revenue, and
Drive company profit
Hight quality listening
Hight quality listening
A conversation with high quality listening involves shared attention, reality and resonance. The parties need to be focused and engaged in the conversation, as well as having the desire to understand the message(s) being communicated. The listener should show “good intention towards the speaker”.
Tips for conducting high quality listening:
being attentive
not interrupting except to request clarification
being aware of non-verbal cues and showing you are paying attention
listening as though a good friend is telling you something you are interested in
not imposing your own solution. (CIPD)
Guide for feedback
Guide for feedback
Guidance for making the most out of giving and receiving feedback.
Use ‘feedforward’ interview techniques. Find out what worked well in previous situations, what made it successful and then discuss how that can be recreated.
Consider how attachment style affects listening and feedback – “the goal of feedback is to be objective and set a businesslike but not condemnatory tone and then develop corrective plans”.
Recognise how the team member views the feedback. Change is more likely when the team member believes they have responsibility. Avoid dominating which makes the relationship less safe.
Become a high quality listener.
Be aware of how attachment styles can generate stronger leader-member relations. Secure attachment can exist in a meeting but be damaged. Both parties need to aim for a secure attachment to avoid dysfunctional conversations. Secure attachment can increase “member’s feedback acceptance and mindful processing”. (CIPD)
Internal communication, also referred to as employee communication or internal relations, can be defined as “all formal and informal communication taking place internally at all levels of an organization.” It includes “internal line manager communication, internal team peer communication, internal project peer communication and internal corporate communication.”
Employee Communication
Employee Communication
Principles of an effective employee communications strategy
An effective approach to internal communication will be cohesive and strategic and support a culture of trust and openness.
Successful communication:
Builds a shared sense of purpose aligned to organisational strategy.
Receives attention and support from senior leaders.
Drives genuine dialogue.
Draws on a range of digital channels and tools.
Is essential for effective people management.
Should be reviewed and assessed for effectiveness.
Assessing communications effectiveness
There are two key levels for evaluating communication effectiveness:
Overall culture of communication within the organisation - a regular employee attitude survey can ask questions covering, for example, whether:
employees feel fully informed
communication is regular and consistent
employees’ feel listened to
leaders are trusted.
Success against specific objectives - any communications campaign must have a clear aim, for example, awareness of a particular initiative, or a change in perceptions or behaviour. Once the aim is established, it’s possible to measure the campaign’s success. CIPD
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