Whole & Multi-Organization Intervention

• Strategic Planning and Real-Time Strategic Change

  • Involves making decisions about the organization's purpose, products, vision, direction, and action plans

  • Involes trade-offs and choices about customers and markets

  • Involves introspective analysis about the organization's competetive advantage and challenges in its current environment

• Integrated Strategic Change Process

  • Strategic Analysis

    • Assessment of organization's readiness for change

    • Understanding of organization's values and priorities

    • Diagnosis of organziation's current strengths, weaknesses, opportunities, threats, mission, goals, and processes

  • Strategy Making

    • Leaders analyze organization's environment, performance, and core competencies

    • Determine whether minimal revision of the strategy is appropriate or needs more change

  • Strategic Change Plan Design

    • Outlines major activities that will be implemented or changed when strategy is adopted

    • Outlines the impact the strategy will have on stakeholders within and outside the organization

  • Strategic Change Plan Implementation

    • Leaders communicate the vision and strategy, as well as the rationale for the change and how leadership team arrived at major strategic decisions

• Real-Time Strategic Change

  • Can be applied to many areas that require commitment throughout the organization

  • Participants work on present-day concerns

  • These change events are generally structured over a 3-day period

    • Day 1: Focused on "building a common database of strategic information"

    • Next, presentations are given to expand the group's perspective

    • Conculsion asks team members to work on action plans as a team, take feedback, and make decisions

(Anderson, 2019)

• Search Conferences and Future Search

  • Broad group of stakeholders meet over a short period of time to develop agreements and action plans to move the organization to a desired future

  • Features:

    • Size, length, and subject

      • 2.5 - 3 days, about 60 participants, to create action plans for an issue or concern that participants share

    • Attendance

    • Data gathering and interpretation

    • Exploring the wider context

    • Structure

• Total Quality Management

  • Gained widespread attention in 1980 (Second Generation OD)

  • "Creating and implementing organizational architectures that motivate, support, and enable quality management in all the activities of the enterprise" (p. 307).

  • Five Basic Activities of TMQ

    • Identify customers and what they value at all levels

    • Identify products and services provided

    • Define processes

    • Simplify the process

    • Continuously approve

• Six Sigma

  • Statistical measure and business process improvement initiative that uses statistical methods

  • Refers to projects that are undertaken to measure and improve an organziation's processes

  • Three steps to implement and sustain a Six Stigma Program

    • An honest assessment of the organization's readiness to implement

    • Willingness to expend the needed resources

    • Reflection on the objectives, scope, and timeframe for the program

• Reengineering

  • A rebuilding process where entire organziational operations are created anew

  • Rather then make small incremental changes to existing processes, companies could save more time/money by rethinking and restructuring entire operations

(Anderson, 2019)

• Application of OD concepts to situations in which mulitple organizations join together in networks or collaborative relationships with a shared purpose (p. 320).

• Develop in a Three-Step Process

  • Identification

    • Focus is on reasoning for forming the system and finding/inviting members who have a stake in the issue to participate

  • Convention

    • Soliciting input on each member's perception of the problem, members' objectives and motivations to join, and developing a commitment to taking action to address the issue

  • Organization

    • Members explore and agree on the desired future they would like to see

    • Includes action each would agree to take to reach that future

(Anderson, 2019)

• Interaction and conversation are the priority

• Participants are given ownership and responsibility to bring up the issues and topics that matter most to them

• Interventions:

  • World Cafe Intervention

    • Designed to bring large groups together in the discussion of issues important to them

    • Based "on the assumption that people already have within them the wisdom and creativity to confront even the most difficult challenges" (Anderson, 2019, p. 325).

    • Looks at an organization as an "evolving web of conversations."

    • Based on seven integrated design principles:

      • Set the context

      • Create hospitable spaces

      • Explore questions that matter

      • Encouarge everyone's contribution

      • Cross-pollinate and conect diverse perspectives

      • Listen together for patterns, insights, and deeper questions

      • Harvest and share collective discoveries

  • Open Space Technology

    • Often used when a "diverse group of people must deal with complex and potentially conflicting material in innovative and productive ways" (Anderson, 2019, p. 326).

    • Powerful when nobody knows the answer and the ongoing participation of a number of people is required to deal with the questions.

    • This intervention is inappropriate in a situation where a decision has already been made.

    • Four Principles of Open Space:

      • Whoever comes is the right people

      • Whatever happens is the only thing that could have

      • Whenever it starts is the right time

      • When it's over, it's over

    • One Law

      • The Law of Two Feet

      • Intended to give everyone the freedom to move to another discussion where they find they may have more interest, passion, or commitment

(Anderson, 2019)