A Tool for Mapping Organizational Development · and often punished by peers. The worker is imaged...

North Star Facilitators Barbara J MacKay, MS, CPF©

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A Tool for Mapping Organizational Development©

Barbara MacKay, North Star Facilitators www.northstarfacilitators.com

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The Organizational Development Mapping

Tool was developed by the Institute of

Cultural Affairs (ICA) Canada (www.ica-

associates.ca), and is based on thorough

research and synthesis of many well-known

authors. You will learn how four phases and

eight functions are present in any

organization, what they are, and how to use

this technique both for your own leadership

and for groups you work with.

This powerful diagnostic tool

will allow you to:

See where there is alignment and where there is dissonance in an organization.

Map the organizational vision and see alignments and differences.

Listen to your participants in a different way and ask more pertinent questions.

Have non-threatening critical conversations with others about change.

In the figure below (please

refer to the full page version

found on page 12 of this

module), you will see in the

middle of the page, moving

from the center upwards, the

Introduction

This learning module is one of over 45 individual self-directed learning modules available for

purchase on our website, www.northstarfacilitators.com.

names of the four phases of organizations:

hierarchical, institutional, collaborative and

learning organizations. If you move to the

right of this center column you will see on

the outer borders, functions of

organizations. Moving in a clockwise

direction, they are: skills, leadership,

structure, preoccupation, mission/context,

the worker, communication, and values.

Below we introduce some of the theory

developed by ICA Canada to describe the

phases and understand how the functions

shift between phases. A full day course is

offered by ICA Canada or by North Star

Facilitators that explores this tool and the

notion of culture change in more depth.

www.northstarfacilitators.com Barbara MacKay, North Star Facilitators

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Each phase has different characteristics depending on the sector: non-profit, private and public sectors.

The four phases of the organizational development-mapping tool are: hierarchical, institutional, collaborative and learning organizations. Keep in mind, that there are no wrong phases. Rather, that an organization may be primarily in one phase or another at different times in its history. Every organization, or even department, will experience some aspects of at least two or three of the phases are any given moment in time.

It is essential that the organization shift phases as circumstances change and especially as it matures. Some organizations start out intending to be a collaborative or learning organization only to find out that they need to create some of the systems and policies of hierarchical or institutional organizations to better survive. Once these systems are in place, the organization can readjust to being primarily a collaborative or learning organization. ICA says that about 40% of the people in an organization would need to be operating at a particular level to say that the organization was truly in that phase.

As noted above, most organizations are spread over three or four phases. Ideally leadership is a phase ahead of everybody else. Organizations will tend to evolve more in some arenas than others—which means that an organization will be at different stages in different arenas. As an organization begins to push into a new phase, people’s

I. The Hierarchical Organization

The leadership operates in the style of

benevolent paternalism; it is still basically

autocratic. Orders and incentives are from

the top down. Careful listening to what

subordinates have to say occurs, but there is

no response or action. It listens, but does

nothing. Any impetus towards change, if

from below, is likely not given much

attention; whistle blowers are frowned upon

and often punished by peers. The worker is

imaged as a person who should follow the

rules. Here the top-rated skills are related to

problem-solving, administrative effectiveness

and 'keeping calm'. The style of the

organization is reactive. A major

preoccupation of management is keeping

labor at bay, and keeping unions out.

Keeping and looking busy is a prime value.

The gift of hierarchical organizations is their

capacity to ride out storms, chaos,

challenges, and survive. New York City did

Introduction to the Phases of Organization

Description of the Phases

internal images of the organization change rapidly, and new understandings develop. However, the skills that belong to that new phase will have to be developed intentionally so that the organization can begin to “live comfortably” there. For example, leaders need to be introduced to facilitation skills if the organization is at the edge of the institutional (phase 2) and collaborative phases (phase 3) or needing to shift to the collaborative phase. Workers would need to be introduced to team-building skills etc.

Below is a brief description of each phase.


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operating at the institutional phase.

III. The Collaborative Organization

Interaction is the core characteristic of this

level. The preoccupation is with enabling the

evolution of the organization and getting

every part of the organization aligned and

working together. The collaborative

organization emphasizes group dynamics.

The primary concern is how the organization

can make a quality impact on society and the

local community. Structurally, this is a lattice

organization: all the parts are integral to the

whole; no part may be replaced without

altering the whole. Major concern here is

with reducing rigidity in the organization and

increasing the flow. This organization has

great structural flexibility. Leadership is

enthusiastic, visionary, and empathetic. The

management style is that of the facilitator.

Key skills are delegating responsibility,

managing group conflict; balancing work and

leisure; the ability grow from experience, to

laugh at and learn from mistakes and help

well with a hierarchical leader after the 9-11

incidents.

II. The Institutional Organization

Phase II is a miracle of organization. There is

the board of directors, the CEO, the Vice

Presidents of this, that and the other, the

Managers, the Superintendents, the workers.

This is the large, efficient, ordered

bureaucracy, and it is something to behold.

Its style is that of responsiveness. As

Harrison Owen remarks: (This kind of

organization) "is truly a pleasure to do

business with, for they seem to recognize

what the business is, and are prepared to go

all the way to ensure that you, the customer,

are fully met, even if they do not understand

all the details of the operation." This

organization is preoccupied, if not obsessed,

with customer service. Communication is

from the top, but informed by

feedback from below. The mode is

task-oriented and output-focused.

This is the kingdom of the team,

quality control and management by

objectives. This bureaucracy works

well, just as a carefully designed

clock works well. Loyal subordinates

know their functions well, but are

running on old scripts. Attempts at

change run into massive resistance.

The gift of the institutional

organization is the gift of the

Newtonian universe: great order,

great predictability, great loyalty to

staff and customers. Hospitals and

educational institutions are great examples

of organizations that have done well


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others do the same. The difference between

this and earlier phase organizations, is the

free flow of ideas which are generated all

over the place, freely shared, refined and

activated. Communication is up, down, and

sideways. A key concern is how to make the

institution more humane. The co-worker is

creative, independent and self-actualizing,

and wrestling with how to integrate personal

gifts with the demands of society. Many for

profit companies and not for profit

organizations have done well operating at

this phase because they tend to run

themselves, do their core business extremely

well, have less absenteeism and higher levels

of creativity and motivation.

IV. The Learning Organization

This organization is consumed with making a

difference to the cultural life of the nation

and world. A second concern is the quality of

interaction through the organization and the

impact of the organization on the quality of

life in society. (This is a very different take on

"quality".) This is a networking organization

made up of an interdependent network of

self-directed teams. Using the model of

servant leadership,

wise leaders quietly

enable others to

maximize their

performance

through a system of

layered mentoring. The quality of

communication is empathetic throughout

the organization. The worker is moving

towards being an interdependent, fully

integrated individual.

Every encounter is regarded as a learning

situation. Interpersonal skills for facilitating

interdependence and reflective skills for

gaining insight are crucial here. A core set of

values is arrived at by consensus. Staff

understands the importance of balancing

work, intimacy and solitude, but they have to

keep working at it. Development and change

are guided by intuition. A superb flexibility

enables the organization to deal with rapid

change. We see this to some extent with

Google which is now using many of its great

profits to channel back tools to the world to

enable greater sharing and understanding.

The Phases Build Upon Each Other

Please note that an organization cannot skip

a phase (i.e. if it is a hierarchical organization

it cannot skip directly to a collaborative

organization; it will need to build the policies,

procedures, tools, skills and systems of the

institutional organization before it can be

effectively moving toward a collaborative

organization). Each phase builds on the other

so for example if the organization has

mastered problem-solving and undertaking

tasks as skills

needed for the

hierarchical phase,

it will retain these

skills even as it

takes on skills of Phase 2. It will in Phase 2

likely set up performance management,

planning, and quality control systems. As it

moves to Phase 3 again, it will still be skilled

at solving problems, controlling quality and

planning. However, it might move away from

It is essential that the organization shift phases as circumstances change and especially as it matures.


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how org sees self and where it really is

Language and framework to help talk about organizational functions

Gives analysis and “permission” to make a change

Comparative gap analysis

Map journey where now, where want to go

Plot changes over time

a performance management assessment

system into a 360-degree peer review

assessment system or weekly informal

feedback sessions. It will also begin to

emphasize skills in resolving conflict. It will

encourage employees to balance their work

and life. You will typically see partnerships

across all functions in the organization.

List of the Functions Skills

Leadership

Structure

Preoccupation

Mission Context

The Worker

Communication

Values

Map external expectations/pressures

Map client/customer reality

Overlay dots on acetates by group to describe relationships

Handouts to clients to complete maps themselves

Tool for groups and individuals to identify their own place in journey

Working with leaders re: leaders’ style and organization’s primary phase

Strategic tool to map where is organization and where is facilitator

Root cause for contradiction between

Typical Applications of Tool

What Supplies are Needed?

Wide masking tape

Different colored felt pens to join the dots on maps

Both small and large colored sticky dots, up to 4 different colors

Flipchart stand and paper (to jot down observations of the group after the mapping exercise is completed)

Large version of the organizational development map – order from www.ica-associates.ca in Canada (see last page)

Small legal size versions of the map

Camera to take photos of map with dots for documentation purposes

As an organization begins to push into a new phase, people’s internal images of the organization change rapidly, and new understandings

develop.

http://www.ica-associates.ca/



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1. Read all the parts of the map and the introduction to the map and the description of the phases and the functions.

2. Use the map to reflect on organizations you have worked with. Where would you place those organizations on the map? (See example below)

3. If you are employed in an organization, plot your own organization on the map, look at each piece of the pie and see which descriptions best describes your organization. Reflect on any surprises and what insights you learn from plotting your organizational map.

4. Plot yourself on the map in each of the 8 functional areas. Reflect on the dynamics you discover and any gap between where you are and where the organization is as a whole.

5. Plot someone else that you report to or work closely with in this organization on the map and reflect on what you discovered about both what is easy and what is difficult about working with this particular person.

6. Ask yourself what is helpful about this chart and what next steps you would like to take to help you make a culture change in your organization or in one you are hired to help.

7. Feel free to change the language where you feel this does not meet the needs of the organization you are applying the tool to.

Typical Applications of Tool

*Average time is allotted per step.

1. Give context on organizational hourney and map (15 minutes)

Pose the large size map on the wall and have

smaller 8 ½ x 11 versions for them to study.

Ask the group to study the chart for a few

minutes. Then briefly point out the four

phases (column in center) and the eight

functions (8 pie slices – described on borders

of chart). Read out or paraphrase from the

intro paragraph on page 2. Share that this

was developed by the Institute of Cultural

Affairs Canada around the year 2000 (Credit

them!). Ask, “What are some of the words

that stand out on the map. Where

specifically do you see some of this

happening within the organization?”

2. Which description best fits our

organization, the way it currently operates?

(15 minutes)

Remember one stage is not BETTER or

WORSE than another, but there does tend to

How to Lead a Group Through the Mapping Tool*


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be a natural journey outwards. Do a plot on

their own small version of the map, talk

about your dot placement with 1-2 others,

and then plot on wall chart with one color of

dots. One dot per person. Draw a line

through the average placement of dots from

every small group (i.e. 8 dots) per section.

3. Group Analysis (Reflect as a Group Part I)

(30-45 minutes)

a) What assumptions did you make in placing the dots where you did?

b) What do you notice about the plot? What patterns do you see in terms of where the dots are?

c) When or where have you seen activities taking place in the organization that describes the OTHER levels? (Remember all four stages are probably already in operation within the organization)

d) Ask the group to guide you to join the dots in each section to make an approximate circle. Generally, I use a felt pen of the same color of the dots and place the line equidistantly (more or less) between the closest and furthest dots or through the majority of dots. See the adjacent photo for an example.

4. Which description best fits how you

would LIKE the organization to operate, or

how the organization NEEDS to operate in

the future to meet its mission (e.g., The

Next 3-5 Years)? (30-45 minutes)

Personally do a plot on paper, talk with

someone, then plot on wall chart with

different colored dots. One dot per person or

team per section.

Sample Data from a Client (Used with permission)

On photo – the RED circle represents this teams’ view of the desired state of the organization as a whole in 3-5 years; the GREEN circle represents this team’s perspective on the current state of the organization as a whole. Each dot represents the combined view of a small group of three; the line was drawn through the average placement of dots.


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5. Group Analysis (Reflect as a Group Part II)

a) What assumptions did you make in placing the dots where you did?

b) What patterns do you see in the distribution of new dots?

c) What is the difference telling us about the difference between current state and future desired state?

d) What relationships do you see between the 8 sections?

e) Which parts of the organization are already operating from the future pattern? Describe what happens there.

f) Join the dots, as you did in Part 3d.

6. Reality Check

a) Ask the group to reread the description of the current state phase. Ask them, “What do you like about this phase? What do you not like? Where does this really describe your organization well? Where does it not?

b) Read the description for the future state. Ask them to underline phrases that they particularly want to see in place in the future (They may only want or need certain aspects of the phase they’ve chosen for future state)

7. What is the Real Shift?

Ask all four questions below a-d. This

could be done by a group conversation

and flip charting notes. If group is large

enough you could create small teams

to describe the shift for each function

using a) through d) and report back in

half an hour or so.

a) What IS the Shift we are hoping for – How could we describe this specific shift?

b) Are we ready? – What have we seen that allows us to know that we are ready for the shift?

c) What would confirm the necessity, readiness, or benefits of the shift?

d) Barriers – What issues, constraints, blocks, contradictions, problems, and behaviors could stop us from making the shift?

8. Actions Groups May Want to Consider to

Precipitate a Shift From One Phase to the

Next Phase

In the next section are a few suggestions

from different course participants and clients

that help organizations make a shift to a

different phase. Please be sure to get your

group to come up with their own ideas that

will realistically be achievable for their

unique situation.


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Actions to facilitate shift from Phase I to

Phase II

Educate at all level of organization

Identify strengths & weaknesses

Get stakeholder buy-in

Overcome cynicism

Secure resource to implement plan

Develop a project plan

Baby steps

Process mapping

Getting info from customer

Trusting the value proposition

Present action plan & mobilize resources

Implementation plan

Communicate with stakeholders; actions, successes, rewards

Identify & eliminate barriers – anticipated & unanticipated

Ask for input

Do a self assessment questionnaire

Boss must signal s/he does not have all of the answers

Review mission & vision

Attitude survey

Increasing explanations

Providing more information

Executive staff to visit other organizations at “desired state”

Multiple bottom line conversation

Have staff carry out action plan implementation

Stakeholder analysis

Form cross-disciplinary, cross level groups to respond to crisis (issues)

Training – increased (expanded beyond tasks)

Actions to facilitate from Phase II to Phase

III

Leaders discuss where and how willing to loosen controls?

Discuss what it will take to make the shift at the company level? Who will lead? Why? And what it will look like?

Launch change initiative in a visible way.

Talk to people about what to expect

Leadership shows that they expect things to shift – get people thinking about it and invite them to embrace it; talk up the benefits

Leadership observe and report on what seeing and hearing. (Benefits/problems)

Invite all employees to create a new shared vision of the future

Set long & short term goals for specific behavioral changes with reps from all areas of org

Provide opportunities for buy-in or not. Give opportunities to exit.

Coach people in conflict resolution

Jump Start Actions to Facilitate a Shift from One Phase to Another


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Help employees learn new skills to handle change

Train staff in participatory methods

Use “appreciative inquiry” approach

Transition management team

Celebrate small successes

Align structure & systems to support the

shift i.e. compensate teamwork

Work with the converted

Everyone needs to hear ‘the message’ in different forms

Recognize & reward change in behavior

Re-enroll key leaders

Communication (up, down & sideways)

Training development

Use third party expertise

Actions to facilitate from Phase III to Phase IV

Education consistent with experience (identify problems)

Invite self learning/reflection related to mission

Understand impact – advantages & challenges

Use cross functional teams to facilitate process (mutual learning process)

Ask - Is it appropriate?

Authority to change at request of group

Invite people to examine their own & organizational values

Set up creative thinking stations

Applaud transparency around mistakes

At every meeting, reflect on where team or org is making a quality impact on nation or world

Train all staff in non-violent communication (www.cnvc.org)

Train all staff in cross-cultural communication (e.g. www.lunajimenezseminars.com)

“Institutionalize lessons learned” conversations after every project

http://www.lunajimenezseminars.com/


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Organizational Development Mapping Tool

Copyright with Institute of Cultural Affairs, Canada

Please order full size map (3x3’) called Organizational Journey Map Poster from www.ica-

associates.ca ($35CDN) and click on “Bookstore.”




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Brian P. Hall: Values Shift: A guide to personal and organizational transformation, Twin Lights Publishers, Rockport, MA 01966, chapters 8 and 9.

ICA Associates. 2001. Workshop Manual from The Organizational Journey Lab course developed by the Canadian Institute of Cultural Affairs. www.ica-associates.ca

Owen, Harrison. 1987. Spirit: Transformation and Development in Organization, Abbott Publishing, Potomac, MD.

Harman, Willis and Hormann, John. 1990. Creative Work: The Constructive Role of Business in a Transforming Society. Knowledge Systems, Inc., Indianapolis In,.

Dick West. “Organizational Analysis”; Manuscript diagram. ICA Taiwan. n.d.

Resources

Harrison Owen describes organizational development as a journey of spirit where the organization transcends itself into successive new orbits.

Spirit, Transformation and Development in Organization.




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Barbara MacKay, MS, CPF©, principal of North Star

Facilitators, specializes in strategic planning and large group

or complex facilitation processes. She is now offering multiple

virtual trainings and coaching others to become competent

facilitators.

Barbara is currently mentoring facilitators from all over the

world and cares deeply about passing on the skills to others so

the world becomes a just, peaceful and creative place.

Barbara’s strong interpersonal communication skills and experience allow her to work skillfully

with a wide variety of participant perspectives.

Barbara specializes in helping groups participate, problem-solve, plan and make progress in

challenging and complex situations. She is focused, respectful, compassionate and present as a

facilitator, trainer and coach. Barbara has worked with hundreds of clients from all sectors with

her own company since 1995. She provided social, economic and environmental consulting and

facilitation services with many indigenous groups throughout Canada from 1981 to 1995.

Barbara is: Certified facilitator and USA trainer with the International Institute of Cultural Affairs

(ICA Canada); Certified Professional Facilitator (CPF©) and assessor of other facilitators world-

wide with the International Association of Facilitators (IAF); Professional Development Strategic

Initiative Coordinator for the IAF for four years; was an Adjunct professor with University of

Oregon and Portland State University (Not for Profit Management Institute); certified

OneSmartWorld™ trainer; trained in Disaster Crisis Intervention for facilitators; certified

accelerated learning trainer; trained extensively in: conflict resolution, Constructivist Listening

and Cross Cultural Communication and Alliance Building, visioning processes, Mind Mapping™,

Behavior styles model “Why Are You Like That?™”, and Herrmann Brain Dominance Instrument

(HBDI). She is also trained in and teaches about learning organizations, organizational

development mapping for organizations and strategic thinking for leaders.

Graphic design of this module by skilled facilitator colleague, Mari Mizobe Chu (www.marimchu.com) and Ben

Marcus. Photography by Barbara MacKay and Ben Marcus.

Your Guide and Author of This Module:

Barbara MacKay

http://www.marimchu.com/

A Tool for Mapping Organizational Development · and often punished by peers. The worker is imaged...

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