Post on 30-Jun-2020
9th Annual Conference
14th November 2016
Beyond the conversation
Sponsored by In partnership with
West Midlands Coaching
and Mentoring Pool
Conference
Images of Coaching in an
OD Frame
14th November 2016
Dr. Rachel Robins
Coach and Mentor
RVR Consulting
Coaching in an OD Frame
This is not about ‘doing’ coaching in an
organisation either process or models of
Coaching
Not even about does Coaching work!
The case for coaching has been made
many times
What is it about?
How an organisation can use
coaching as an OD Intervention
to create whole system
improvement
What is Organisation Development?
What
A field of knowledge to guide the development of organisation effectiveness especially during change.
How
Using processes from applied behavioural science methods, research and theory.
Outcome
To improve the health and effectiveness of organisations and the people that work within it.
Value
Respect for human differences, commitment to racial and other forms of social justice. Believe in lifelong learning.
© Mee Yan Cheung Judge
Many definitions Organisation Development is planned and systematic
approach to enabling sustained organisation performance through the involvement of its people (CIPD)
A planned process of change in an organisation’s culture through the utilisation of behavioural science technology, research and theory. (Warner Burke)
A long-range effort to improve an organisation’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioural-scientist consultants, or change agents as they are sometimes called. (Wendell French)
An effort planned, organisation-wide, and managed from the top, to increase organisation effectiveness and health through planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)
How does your organisation
define OD – and does it
matter?
Group discussion 1
Definitions may vary in emphasis, but there
are common features
OD applies to changes in the strategy, structure, and/or processes of an entire system, such as an organisation, a single plant of a multi-plant firm, a department or work group, or individual role or job.
OD is based on the application and transfer of behavioural science knowledge and practice (such as leadership, group dynamics and work design), and is distinguished by its ability to transfer such knowledge and skill so that the system is capable of carrying out more planned change in the future.
OD is concerned with managing planned change, in a flexible manner that can be revised as new information is gathered.
So OD Deals with
Causes not symptoms
Working with whole systems rather than parts
Changes culture over changes in behaviour
Change of system over changes in system
This is why it delivers continuous improvement!
Where interventions fit into the OD Process
• The contracting phase - authority and
support to act
• The diagnostic phase - understanding the
needs
• The intervention phase - what will actually
happen
• The evaluation phase - how will you know if it
has improved the organisation
Types of Coaching that can be part of a
Coaching Intervention
Coaching skills for OD practitioners
Coaching skills for managers
Coaches
Team coaching
Individual coaching
Performance coaching
Behavioural coaching
Career development/talent management coaching
Checklist for reviewing type of intervention
What level of system should our intervention aim for?
What are the target areas of change
Should the event be more task focused? If so, what task do we need the participants to learn? Should it be a process does the target group need to get better at?
Given what we know about the group, should the event be tightly structured or should it be more emergent? What would suit this group better? What will give us a better outcome?
What is the best channel to deliver out intervention? What combination of channels will work best?
What size of group should we deliver this intervention to? The whole system at once? Or smaller groups first, ending with a large group?
Pre-design list of questions
What are the objective of the intervention? What do we want
to achieve?
What are the diagnosed problems?
What is the focus of attention? Or what is the unit of
change/level of system the intervention aims to intervene
at?
What are the targeted areas of change that the intervention
needs to deliver?
What stands out from the diagnostic data and intuitive
judgement by the practitioners as to the implication of the
data on the type, sequence and timing of the intervention?
Outline of an Intervention Strategy
A clear direction and purpose for the intervention
A clear list of people/group/units of change for whom you are targeting your intervention
A clear list of intervention activities
A clear timeline
A clear sequence of how they will be staggered
A list of who will deliver these interventions
A budget
A project plan pulling together all the above
An accountability reporting structure of forum
A critical path
Where is coaching currently being
delivered in your organisation?
Group discussion 2
What can we learn
from others?
You can Develop a range of coaching
activities into an OD intervention
Strategy
www.wmemployers.org.uk/aboutthepool
Beyond the conversation
Sponsored by In partnership with
West Midlands Coaching
and Mentoring Pool
Conference