Stronger together? The contribution of an organisational development approach to shaping academic culture

AUA Annual Conference

Edinburgh

26th March 2013

Introductions

Dr Rachel Birds

Hunshelf Training and Consultancy Ltd

• 20 years’ experience in the further and higher education sectors

• Universities of Northumbria, Warwick and Sheffield• Company director• AUA Trustee• Associate Tutor – teaching and research

Introductions

Melissa Bradley

Faculty Administration Manager, University of Kent

• 13 years’ experience in the higher education sector. • Universities of Chester, Reading and Kent. • AUA Board of Trustees

You

Session outline

By the end of the session, participants will have:1. Critiqued different interpretations of OD

2. Identified common assumptions and practices within the HE sector in the UK

3. Considered the existence of a common culture across HE

4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices

5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level

Interpretations of OD

CIPD: planned and systematic approach to enabling sustained

organisation performance through the involvement of its people

Interpretations of OD• A planned process of change in an organisation’s culture through

the utilisation of behavioural science technology, research and theory. (Warner Burke)

• An effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)

• A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)

Interpretations of OD• planned process of change in an organisation’s culture through the

utilisation of behavioural science technology, research and theory. (Warner Burke)

• organisation-wide,managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)

• A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)

Unpicking OD

Assumptions:

• Culture can be changed• Top-down impetus • External ‘change agent’• Effectiveness through processes

Challenges to assumptions

1. What is organisational culture?

• Is a university different from other organisations?

• What do we value in higher education?• What is academic culture? / Academic Freedom

• Does it only apply to ‘academics’?• Culture or cultures?• (How) can we change culture?

2. Structures, Processes and Practices

How congruent are we already?

The contribution of OD to congruence

Personal reflection

Session outline

By the end of the session, participants will have:1. Critiqued different interpretations of OD

2. Identified common assumptions and practices within the HE sector in the UK

3. Considered the existence of a common culture across HE

4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices

5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level

Further reading

Beckhard, R (1969) Organization Development: Strategies and Models. Reading, MA: Addison-Wesley

Beer, M. (1980) Organization Change and Development: A Systems View. Santa Monica, CA: Goodyear

Beer, M., R. A. Eisenstat, and R. Spector (1990) Why Change Programs Don't Produce Change. Harvard Business Review, 68 (6) pp.158–166.

Burke, W. (2011) Organization Change: Theory and Practice 3rd Edition. London: Sage

CIPD (2013) Website. Retrieved from http://www.cipd.co.uk/hr-resources/factsheets/organisation-development.aspx

Cummings, T.G, and C.G. Worley (2005) Organization development and change. 8th ed. Mason, OH: South-Western Publishing.

Keep in touch

dr.rachel.birds@gmail.com

m.v.bradley@kent.ac.uk