This presentation was made for the Triangle Organization Development Network with the philosophy of practitioners sharing with practitioners.

1. Cindy Baudoin + Carol Gravel
October 11, 2016
The Process of
Organization Development:
Sharing Best Practices

2. Introductions
• Your Facilitators
– Carol Gravel & Cindy Baudoin
• You & Your Experience with OD
– New to OD
– 1-5 Years
– GT 5 Years

3. 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

4. What is Organization Development ?
An effort that is:
• Planned
• OrganizaAon-wide
• Managed from the top (*Sponsored)
• IntervenAon in the organizaAon’s processes
using behavioral-science knowledge
• Increases organizaAonal effecAveness and
health
Richard Beckhard, 1969
Organiza4on Development: Strategies and Models

5. Step 1
Goal:
• Set the foundaAon for the OD effort with the client and
for the work ahead
Keys to Success:
• Build connecAon and trust
• IdenAfy the problem(s) or opportunity(ies)-try to define
in a statement (See next Slide)
• Uncover mutual wants and offers
• Assess willingness to change
• IdenAfy how success will be measured
• Others??
Entry +
Contracting

6. Simple Problem Statement
I really want to ____________________
(goal)
BUT
______________________________________
(problem - something geUng in the way)
Entry +
Contracting

7. Sample Consulting Questions
• What do you believe needs to be strengthened
in order to support achieving this?
• What have you already tried?
• Is there anything off limits as we proceed?
• Does this sit comfortably with you?
• Ask who, what, where and when, but avoid
WHY quesAons (SCARF)
• As we are looking at what is contribuAng to the
problem, I’d also like to ask you to explore your
contribuAons. Are you OK with that?
Entry +
Contracting

8. More Consulting Questions
• If we do this, what will be different?
• Tell me what you know that others don’t know
about this challenge.
• What is the impact if we…
• What is the pain?
• What is the value of fixing this?
• How long have you been thinking about this?
• On a scale of 1 to 10, how important is addressing
this?
• On a scale of 1 to 10, how commibed are you to
making this change?
Entry +
Contracting

9. More Tips: Wisdom from TODN
• Understand the structure of power within the
organizaAon – whose in charge, who can make
decisions, etc.
• Where are champions? Where are resistors?
• Understand the history. What’s been done before
now?
• Describe what success looks like from mulAple points
of view
• Understand budget and resources available
• Prepare client to sustain change acer the consultant
moves away
• Understand what else is changing to assess capacity
• Help the client understand that change is iteraAve –
contract for phases. Leave room to add to scope
based on discovery work
Entry +
Contracting

10. Step 2
Goal:
• Gather, from different perspecAves, details as to the nature
and/or extent of the problem or opportunity.
Keys to Success:
• Use a process (see next slide)
• Use mulAple methods:
– Interviews
– Focus groups
– Surveys/questionnaires (check out Organizational Network Analysis)
– Observations
– Unobtrusive measures
• Others??
Discovery

11. Data Gathering Process
1. Select appropriate methods
2. Prepare for data collecAon
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. Announce the project; purpose, sponsor,
Ameline and contact
4. Collect data
5. Synthesize and report
Discovery

12. PRACTICE
1. Read each of the five scenarios.
2. Define what data gathering approach(s) would be best for each
scenario.
• Interviews
• Focus groups
• Surveys
• ObservaAons
• Unobtrusive measures
If you select interviews, focus groups or surveys, idenAfy who would
parAcipate and how. Bonus: Define 2 quesAons you would ask.
If you select observaBons, describe who you would observe, for what
length of Ame and in what seUng.
If you select unobtrusive measures, describe what data you wish to
collect and how you would do so.
Discovery

13. Step 3
Goal:
• Reduce the large amount of data to a set of
“manageable” themes which will help to organizaAon
see the problem or opportunity in useful conceptual
map.
Keys to Success:
• DeducAve Analysis - Use Models for defining paberns
• InducAve Analysis - Find key themes
• StaAsAcal Analysis - by the numbers
• Structure the feedback meeAng and anAcipate reacAon
• Others??
Diagnosis
+
Feedback

14. Example Deductive Synthesis Diagnosis
+
Feedback
Use models that resonate with your business
Strategy
Structure
Process
People
Rewards
Galbraith's
Star Model
Bersin's
Simply
Irresistible
Organization
Model

15. Step 4
Goal:
To solve the problem or implement the opportunity by
helping to improve the effecAveness of organizaAons,
groups, teams or individuals.
Keys to Success:
• Planning
– Define the appropriate intervention(s) based on the desired
outcome
– Structure the intervention at the appropriate time and with
appropriate resources
• Avoid the 10 Common IntervenAon Failures (see next slide)
• Others??
Intervention

16. More Keys to Success
• Get on the balcony and help people see the
bigger perspecAve
• Be clear about Phases of the project
• Use manageable and measurable chunks of
change
• Use a journey map to help people visualize the
phases of change and progress made (“you are
here”)
• Coach as well as consult
Intervention

17. Types of Interventions
• Strategy definiAon or
clarificaAon
• Business planning
Intervention
Organization
Individual Team
• Conflict management
• Team building
• Individual assessment +
feedback
• Coaching
• Mentoring
• Skill development
• Survey feedback + acAon
planning
• Business process re-
engineering
• Technology intervenAon
• Structural intervenAon

18. Common Intervention Failures
1. Wrong problem
2. Wrong intervenAon
3. Unclear or overambiAous goals
4. ImplemenAng an event rather than a program
5. Not enough Ame devoted
6. Poorly designed intervenAon
7. Unskilled change agent(s)
8. Ownership not transferred to client
9. Resistance to change
10. Lack of readiness for change
Intervention

19. Step 5
Goal:
• Assess whether or not the intervenAon has made a
difference in the organizaAon and/or has the problem or
opportunity been addressed.
What’s Involved:
• Ensure you have data that defines the AS IS or base line
• Leverage the data from discovery phase
• Ensure you define resources - takes Ame to analyze the
data to determine impact
• Others??
Evaluation

20. Measuring Engagement
• How do we measure human elements of
engagement in change – ask them at mulAple
points throughout the intervenAon
– 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

21. 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

22. Additional
Resources For Your
OD Toolkit

23. Professional Associations
http://www.odnetwork.org
https://www.siop.org/
https://www.ispi.org
https://www.iaf-world.org/site/

24. Other Reference Sites
• Center for Right RelaAonships
– http://www.crrglobal.com
• Change Management Review:
– http://www.changemanagementreview.com
• Bersin by Deloibe
– http://home.bersin.com
– Follow @Josh_Bersin on Twitter

25. Bookshelf Recommendations