The Process of OD: Sharing Best Practices with TODN

Cindy Baudoin + Carol Gravel October 11, 2016

The Process of Organization Development:

Sharing Best Practices

Introductions

• YourFacilitators

– CarolGravel&CindyBaudoin

• You&YourExperiencewithOD– NewtoOD

– 1-5Years

– GT5Years

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

What is Organization Development ?

Aneffortthatis:• Planned• OrganizaAon-wide• Managedfromthetop(*Sponsored)• IntervenAonintheorganizaAon’sprocessesusingbehavioral-scienceknowledge

• IncreasesorganizaAonaleffecAvenessandhealthRichardBeckhard,1969

Organiza4onDevelopment:StrategiesandModels

Step 1

Goal:•  SetthefoundaAonfortheODeffortwiththeclientand

fortheworkaheadKeystoSuccess:•  BuildconnecAonandtrust•  IdenAfytheproblem(s)oropportunity(ies)-trytodefine

inastatement(SeenextSlide)•  Uncovermutualwantsandoffers•  Assesswillingnesstochange•  IdenAfyhowsuccesswillbemeasured•  Others??

Entry + Contracting

Simple Problem Statement

Ireallywantto____________________(goal)

BUT

______________________________________(problem-somethinggeUngintheway)

Entry + Contracting

Sample Consulting Questions

• Whatdoyoubelieveneedstobestrengthenedinordertosupportachievingthis?

• Whathaveyoualreadytried?• Isthereanythingofflimitsasweproceed?• Doesthissitcomfortablywithyou?• Askwho,what,whereandwhen,butavoidWHYquesAons(SCARF)

• AswearelookingatwhatiscontribuAngtotheproblem,I’dalsoliketoaskyoutoexploreyourcontribuAons.AreyouOKwiththat?

Entry + Contracting

More Consulting Questions

• Ifwedothis,whatwillbedifferent?• Tellmewhatyouknowthatothersdon’tknowaboutthischallenge.

• Whatistheimpactifwe…• Whatisthepain?• Whatisthevalueoffixingthis?• Howlonghaveyoubeenthinkingaboutthis?• Onascaleof1to10,howimportantisaddressingthis?

• Onascaleof1to10,howcommibedareyoutomakingthischange?

Entry + Contracting

More Tips: Wisdom from TODN

• UnderstandthestructureofpowerwithintheorganizaAon–whoseincharge,whocanmakedecisions,etc.

• Wherearechampions?Whereareresistors?• Understandthehistory.What’sbeendonebeforenow?

• DescribewhatsuccesslookslikefrommulAplepointsofview

• Understandbudgetandresourcesavailable• Prepareclienttosustainchangeacertheconsultantmovesaway

• Understandwhatelseischangingtoassesscapacity• HelptheclientunderstandthatchangeisiteraAve–contractforphases.Leaveroomtoaddtoscopebasedondiscoverywork

Entry + Contracting

Step 2

Goal:• Gather,fromdifferentperspecAves,detailsastothenatureand/orextentoftheproblemoropportunity.

KeystoSuccess:•  Useaprocess(seenextslide)•  UsemulAplemethods:

–  Interviews –  Focus groups –  Surveys/questionnaires (check out Organizational Network Analysis) –  Observations –  Unobtrusive measures

•  Others??

Discovery

Data Gathering Process

1. Selectappropriatemethods2. PreparefordatacollecAon

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. Announcetheproject;purpose,sponsor,Amelineandcontact

4. Collectdata5. Synthesizeandreport

Discovery

PRACTICE

1.  Readeachofthefivescenarios.2.  Definewhatdatagatheringapproach(s)wouldbebestforeach

scenario.•  Interviews•  Focusgroups•  Surveys•  ObservaAons•  Unobtrusivemeasures

Ifyouselectinterviews,focusgroupsorsurveys,idenAfywhowouldparAcipateandhow.Bonus:Define2quesAonsyouwouldask.IfyouselectobservaBons,describewhoyouwouldobserve,forwhatlengthofAmeandinwhatseUng.Ifyouselectunobtrusivemeasures,describewhatdatayouwishtocollectandhowyouwoulddoso.

Discovery

Step 3

Goal:•  Reducethelargeamountofdatatoasetof

“manageable”themeswhichwillhelptoorganizaAonseetheproblemoropportunityinusefulconceptualmap.

KeystoSuccess:•  DeducAveAnalysis-UseModelsfordefiningpaberns•  InducAveAnalysis-Findkeythemes•  StaAsAcalAnalysis-bythenumbers•  StructurethefeedbackmeeAngandanAcipatereacAon•  Others??

Diagnosis +

Feedback

Example Deductive Synthesis Diagnosis +

Feedback

Usemodelsthatresonatewithyourbusiness

Strategy

Structure

Process

People

Rewards

Galbraith's Star Model

Bersin's Simply

Irresistible Organization

Model

Step 4

Goal:TosolvetheproblemorimplementtheopportunitybyhelpingtoimprovetheeffecAvenessoforganizaAons,groups,teamsorindividuals.KeystoSuccess:•  Planning

–  Define the appropriate intervention(s) based on the desired outcome

–  Structure the intervention at the appropriate time and with appropriate resources

•  Avoidthe10CommonIntervenAonFailures(seenextslide)•  Others??

Intervention

More Keys to Success

• GetonthebalconyandhelppeopleseethebiggerperspecAve

• BeclearaboutPhasesoftheproject• Usemanageableandmeasurablechunksofchange

• Useajourneymaptohelppeoplevisualizethephasesofchangeandprogressmade(“youarehere”)

• Coachaswellasconsult

Intervention

Types of Interventions

•  StrategydefiniAonorclarificaAon

•  Businessplanning

Intervention

Organization

Individual Team

•  Conflictmanagement•  Teambuilding

•  Individualassessment+feedback

•  Coaching•  Mentoring•  Skilldevelopment

•  Surveyfeedback+acAonplanning

•  Businessprocessre-engineering

•  TechnologyintervenAon•  StructuralintervenAon

Common Intervention Failures

1.  Wrongproblem2.  WrongintervenAon3.  UnclearoroverambiAousgoals4.  ImplemenAnganeventratherthanaprogram5.  NotenoughAmedevoted6.  PoorlydesignedintervenAon7.  Unskilledchangeagent(s)8.  Ownershipnottransferredtoclient9.  Resistancetochange10.  Lackofreadinessforchange

Intervention

Step 5

Goal:•  AssesswhetherornottheintervenAonhasmadea

differenceintheorganizaAonand/orhastheproblemoropportunitybeenaddressed.

What’sInvolved:•  EnsureyouhavedatathatdefinestheASISorbaseline•  Leveragethedatafromdiscoveryphase•  Ensureyoudefineresources-takesAmetoanalyzethe

datatodetermineimpact•  Others??

Evaluation

Measuring Engagement

• Howdowemeasurehumanelementsofengagementinchange–askthematmulAplepointsthroughouttheintervenAon

–  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

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

Additional Resources For Your

OD Toolkit

Professional Associations

http://www.odnetwork.org

https://www.siop.org/

https://www.ispi.org

https://www.iaf-world.org/site/

Other Reference Sites

• CenterforRightRelaAonships– http://www.crrglobal.com

• ChangeManagementReview:

– http://www.changemanagementreview.com

• BersinbyDeloibe– http://home.bersin.com – Follow @Josh_Bersin on Twitter

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