The Organizational Development Workshop An Introduction ‘The OD Process’

1 Patrick Trottier and Associates, 2011

The Organizational Development WorkshopThe Organizational Development Workshop

An IntroductionAn Introduction

‘The OD Process’‘The OD Process’


IntroductionsIntroductions

NameNameYour interest in being here.Your interest in being here.


65% - 75%65% - 75%

1 minute


Tonight we will briefly explore:

1. ‘Mental frameworks’.

2. Distinctions of four basic consultative approaches.

3. Attributes:

- Readiness

- Ownership

- Effective Engagement

- Resistance

- Re-framing one’s ‘mental framework’

4. Some key attributes of the ‘OD framework’.

5. The basic OD framework in terms of single and double-loop learning.

6. Steps in the overall O.D. approach.

The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes


The Fundamental O.D. Process – Client Centered

The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction

10. Maturation - Separation.

1. Entry – Exploratory Interviews - Contracting.

2. Form A Powerful Guiding, Supportive Coalition, Leadership Support, Coherent Mission, Vision, Values Statements, and Strategic Business Focus.

3. Design A ‘Draft’ Process Model*.

4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*.

5. Assessment, Feedback and Diagnosis*.

6. Strategy, Design Interventions and Action Planning*.

7. Interventions – Implementation*.

8. Evaluation – Continuous Feedback For Continuous Improvement*.

9. Reinforcement – Shaping – Adoption / Internalization (new norms)*.

30 minutes T= 2:25

• Mirrors the Mission, Vision, Values and Strategic Focus



Mental Framework

My ‘mental framework’ is the accumulation of my feelings, thoughts, assumptions, perceptions, experiences, learning, beliefs, biases, culture.

Becomes the basis for how I view myself and my world.

My ‘mental frameworks’ are my emotional and cognitive filters when interacting with my different environments. (assimilating information )

My notions about something come from my ‘mental framework’.

10 minutes = T 15

self-reinforcing… we assume others see things ‘my way’… expectations… largely not aware of one’s mental framework…



Mental Framework (schema)

Classic Research - Frederic Bartlett (1932). “The War Of the Ghosts”.

• Omission of information – the relevant became non-relevant.

• A shift of focus and emphasis - of what was considered the most important.

• Realignment of meanings – things not understood - explained in terms of the reader.

• Content and the style of the story were altered - in terms of the cultural background of the reader (a cultural shift of new information).

• Hung on to one’s point of view.

5 minutes = T 20


The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes = T 30


A Basic Theorem:

Any type of professional practice has a ‘mental framework’ that guides

its practice.

The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction10 minutes: T=45

In what terms would these practices ‘see’ an organization:

• Finance / Accounting• Project Managers• Sales• Operations Management

Different ‘worlds’ within organizations.

What is the relevance for those working in the realm of ‘Change and Development’?


Small group sharing:

How does your ‘mental framework’ guide your approach to working with organizations? Entry? Emphasis? Interpretations? Methods? Tools?

The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction15 minutes T= 40

Draw a picture of how you ‘see’ an organization: I ‘see’ an organization in terms of:

Write down 4 - 5 points:

______________________________

______________________________

______________________________

______________________________

______________________________


Four ‘Different Frameworks’ To Consulting Models (Edgar Schein, Process Consultation, Vol. I – II, 1987 - 88)


4. Emergent Model – Client centered. New ways present themselves, the client explores emerging opportunities, makes decisions, continuously adapts, integrates and evolves the opportunity. Client / Consultant develops the organization’s openness, readiness and adaptability for emergence to be realized.

1. Expert Model – Someone states a need, consultant sells expertise, knows the problem, the solution, creates recommendations or fixes the problem.

Responsibility lies with the consultant for its success.

2. Medical Doctor-Patient Model – Someone states a need, consultant sells expertise, consultant performs the diagnosis, consultant states the problem, offers the prescription (recommendations), or performs the implementation. Responsibility lies with the consultant for its success.

3. Process Model – Client centered. Client has a problem, Client /Consultant designs the change process, the client diagnoses the problem, defines the problem, makes the decisions, implements the solutions. The consultant facilitates the process.

20 minutes T= 60



Trottier & Associates, © 2004 11

Technical Acute Change Transformation

Problem Based Problem Based Problem Based Creation Based

Holding on Holding on Letting go Letting go Plus

Closed System Closed System Mostly Open Open System

Done To Done To Engaged Engaged Plus

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As Ownership, Readiness and Effective Engagement Increase, Resistance Decreases

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Technical Information

TechnicalFormula

Summary: ‘Fit’ - What is needed.

10 minutes T= 1:10


Consultative Models:

OD Models / Approaches Process and Emergent

The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes T= 1:15


An OD ‘mental framework’ encompases such notions as:

Small group exercise:

What other key attributes encompass an OD approach?


• Process driven – the power is in the process (the customized design + the how).

• Kurt Lewin's Field Theory; B = f (P, E), meaning that ‘behavior is a function of human and environmental dynamics’.

• Chaos is a natural occurrence of real and viable change and development.

• An organization is an open learning system.

• Diversity in any open system is necessary for sustainability and adaptability.

(Reference: Edger H. Schein – 1987, 1988)

15 minutes T= 1:25

• Readiness, ownership and effective engagement lessens resistance.


Moving Toward an OD Process…



Basis for OD Process - Action Research (Kurt Lewin, 1944)

Feedback loop - actions

INPUT CHANGE OUTPUT

PLANNING

Awareness of a problem / issue

Data gathering

Feedback ofResults

AndPreliminaryDiagnosis

StrategiesAction Planning

RESULTS

Change in behavior

Result measures / indicators

Measurement for progress

Reinforce successful behaviorchange

ACTION

Action steps

New forms of behaviors are

explored and tested

Active learningprocess

ExperientialObservational

UNFREEZING CHANGING Refreezing / Cont Imp

Feedback loop - design

Feedback loop – to align feedback / planning / strategies / design to achieve results

Action research is problem centered, client centered and action oriented.



Planning Action ResultsMental Framework

Action Research and Single-Double Loop Learning

Why is this important to the practice of OD?



The Fundamental O.D. Process – Client Centered






4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*.

5. Assessment, Feedback and Diagnosis*.

6. Strategy, Design Interventions and Action Planning*.




30 minutes T= 2:25

* Mirrors the Mission, Vision, Values and Strategic Focus


XYZ Company, 2001

10 minutes T= 2:35



Group Exercise:

So what is so different about OD than any other approach?

My thoughts:

Awareness of self …

Creating the necessary degree of readiness and ownership…

A dynamic process… (non-linear)

Client centered…

Effective engagement – the difference is in the ‘how’…

Re-framing mental framework…



Small Group Exercise: Choose one step in the O.D. Process where you see there an opportunity to develop: Readiness, Ownership, Effective Engagement or Re-framing. How would you go about such?

The Organizational Development Workshop – An Introduction The Organizational Development Workshop – An Introduction




4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*. 5. Assessment, Feedback and Diagnosis*.

6. Strategy, Design and Action Planning*.





30 minutes T= 3:05

* Mirrors the Mission, Vision, Values and Strategic Focus


The Organizational Development Workshop – An Introduction The Organizational Development Workshop – An Introduction

Debrief / Feedback

Liked: Areas of further interest:

• • • • • • • • •

• • • • • • • • •

20 minutes T= 3:25


Agenda

Welcome / Introductions Learning Objectives Learning Together – Group Contracting What Does The Group Wants To Focus On? Why Fundamentals Are Important

Evolving Definitions of Organizational Development Historical Social Trends Influencing OD Theorems / Constructs ‘Heinz 57’ OD Theorems and Constructs ‘Doing and Being’ Mental Frameworks Rethinking Resistance ‘Ownership’ Vs. ‘Buy-In’ Approaches to Change: Expert, Medical, Process, Emergent Models Action Research – A Basic Framework The O.D. Approach – The Overall OD Process / Steps (Dynamics of) Participant’s Design; Overall OD Process Modeling Participant’s Detailed Design; Process Steps

Future Trends in Organizational Development Debrief / Feedback Appendix: i. References

The Organizational Development WorkshopThe Organizational Development Workshop

Introduction

Prelim

Main Focus

Closing

Day 1

Day 2

The Organizational Development Workshop An Introduction ‘The OD Process’

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Transcript of The Organizational Development Workshop An Introduction ‘The OD Process’