Transcript Slide 1

ODHE
The UK Organisational Development
in HE Group founded in 1993 is a
long standing community of practice
and continuing professional
development network.
Over 40 HE institutions are
represented on the group which is
comprised of HE professionals. They
are engaged in cultural change and
strategic development work
supporting a range of HE priorities.
The roles they have in Universities
are very varied and include
Professors, Heads of Staff
Development, Learning &
Development practitioners and HR
Directors.
It costs £700 per year to join the
group which offers three residential
events. The group engages in
research projects, shares resources
for collaborative work and provides
steering group and other support for
a range of LFHE Small Development
Projects.
A typical agenda for
residential meetings
covers three key
aspects of our work:
and includes selfmanaged Special
Interest Groups;
sessions that make use
of the considerable
expertise across the
group and guest
speakers
Strategic approaches
for cultural change
and development
work
Personal and
career
development
support
Tools and
techniques to
make change
happen
Joint Chairs:
Meriel Box
[email protected]
&
Jean Harrison
[email protected]
For more information go to http://www.lfhe.ac.uk/networks/od/odgroup.html
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OD Definitions
Organisation Development (OD)
 A complex but overt strategy intended to change the beliefs, attitudes, values,
and structure of organisations so that they can better adapt to new
technologies, markets, and challenges (Warren Bennis)
 A planned effort, organization-wide, managed from the top, to increase
organization effectiveness and health, through planned interventions in the
organization's 'processes', using behavioural science knowledge. (Richard
Beckhard)
 OD is not just "anything done to better an organization"; it is a particular kind
of change process designed to bring about a particular kind of end result. OD
involves organizational reflection, system improvement, planning, and selfanalysis. A planned process of change in an organisation’s culture through the
utilisation of behavioural science technology, research and theory. (Warner
Burke)
 A set of explicit processes carefully planned and implemented to benefit the
performance of the organisation as a whole (LGMF-081)
ODHE
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Definitions
Organisation Development (OD)
 Organisation Development is a planned and systematic approach to enabling
sustained organisation performance through the involvement of its people
(CIPD)
 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)
 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)
ODHE
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…as distinct from HRD
Human Resource Development (HRD)
 Encompasses activities and processes intended to have an impact on
organisational & individual learning and is constituted by planned
interventions in organisational & individual processes including staff
development & training (Beardwell/Mullins)
 HRD is the framework for helping employees develop their personal
and organizational skills, knowledge, and abilities and includes such
opportunities as employee training, employee career development,
performance management and development, coaching, mentoring,
succession planning, talent management, and organization
development (Swanson)
The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to
customers
ODHE
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…or Staff & Ed. Dev
 Staff Development - improvement of the knowledge and
skills of employees within an organization by providing
them with training (Cambridge Business English
Dictionary)
 Educational Development - staff development activity
that is usually concerned with the improvement of all
aspects that relate to teaching and learning. Academic
development and academic practice refer to a focus of
academic work. It can refer to teaching and learning only,
or include the full range of work undertaken by academic
staff including research, leadership and management, and
pastoral care activities.
ODHE
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They all agree that OD…
Is:
 Planned
 Systematic
 Long term
It’s also about:
 People and change
 How organisations function and how they can be effectively changed (a
variety of disciplines)
 The way a change process is done (this has a crucial bearing on the
outcome and the costs)
And usually requires:
 A ‘facilitator’ – with behavioural science knowledge and skills to help
managers to plan and manage the change process
ODHE
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When to consider it…
 If you are asking these kinds questions, you are considering issues
that can benefit from an OD approach:
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What are the right skills to drive the University forward?
Why aren’t people listening?
How do we engage the people we need to deliver success?
How do we speed up processes?
How will tomorrow’s leaders need to be different from today’s leaders?
How do we create collective ownership and leadership?
How does customer focus become embedded in the University’s DNA?
How do we create a climate for performance and innovation?
How can we create and demonstrate values that pull the University together?
How do we maintain trust and keep people motivated through change?
ODHE
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OD Values include…
 Most people are under-utilised and capable of more (job
design, management styles etc. are usually motivation
downers
 People have growth and personal development needs that
can be used for the good of the organisation as well as the
individual
 The level of trust in most organisations is lower than is
desirable and necessary
 Work groups are very important to people at all levels and
members of effective groups help each other informally
 Personality clashes are functions of poor organisation
design rather than individuals
ODHE
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The OD Approach
Evaluation of
programme/reinforcement
Awareness of
issue(s)
Diagnosis of
implications
for
organisation
Programme
of
interventions
Detailed
diagnosis
identifies
targets for
change
Identify
impacts on
people
involved
Getting
involvement
& feedback
ODHE
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What OD people do…
 They do DIAGNOSTIC ACTIVITIES to get into the detail of
how a place works to find out what makes it ‘tick’
 They identify what solutions and strategies will work in
the cultural context and they DESIGN and
ENABLE/FACILITATE INTERVENTIONS to help leaders
achieve specific PEOPLE-CENTRED OBJECTIVES.
 They SHARE KNOWLEDGE AND INFORMATION with, and
offer CHALLENGE and DEVELOPment to, leaders at all
levels to ENCOURAGE OWNERSHIP of the cultural
change agenda in a way that offers the potential for
SUSTAINABLE EFFECTIVE OUTCOMES.
ODHE
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What OD people do…
With Organisations
With Groups
(could be large Faculty or CS Department)
(e.g. Professional Services Department,
Department in a Faculty)
 Survey and survey feedback
 Change a strategy, location,
physical set-up
 Redesign an organisation or
unit
 Change culture
 Process consultation
 Change technology, office
layout, group composition
 Redesign work relationships,
autonomous working groups
 Team development and team
building
 Introduce common
 Facilitate events and
standards or values (e.g. IiP)
challenge group perceptions
ODHE
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What OD people do…
Inter-Group activities
With Individuals
(e.g. Faculty-Faculty, Faculty-Corporate Services)
 Inter-group confrontation (usually
with third party as consultant)
 Role negotiation, redefining
responsibilities, change reporting
relationships, improve co-ordination
and liaison mechanisms
 Reduce psychological and physical
distance; exchange roles,
attachments, cross-functional social
overlay
 Introduce common standards or
values (e.g. IiP)
 Coaching, counselling, role analysis,
career planning, psychometrics and
feedback
 Job restructuring/modification, redesign,
enrichment, enhanced management
 HRM changes e.g. improved selection
and promotion procedures or bring
recognition and remuneration in line
with objectives
 Improved education, development, or
training
ODHE
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Effective OD is planned…
OD diagnostics inform planning by focusing on:
1. Locating the problem in the organisation.
2. Identifying the level of analysis the diagnosis needs to focus on:
– Individual
– Group
– Inter-group
– Organisation
3. Describing the basic nature of the problem, in terms of:
– Behaviour (what is happening now?)
– Structure (what is the required system?)
– Context (what is the setting?)
– Leading to a decision about the degree of intervention required.
ODHE
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Effective OD needs…
1. A sponsor – senior manager
2. A client – who ‘owns the problem’
3. An ‘internal’ facilitator – a manager who
knows the organisation
4. An ‘external’ consultant – an ‘expert’ in OD
methods who will work with the internal
facilitator
ODHE
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Expected benefits of OD
• Change will be achieved with less disruption
• People who participate will develop a positive commitment
towards ensuring the success of the change
• More effective structures, cultures, ways of working, are
developed and accepted by the participants
• Participation achieves improvements in morale and
motivation at any level
• ‘Co-ordination’ problems between different groups,
functions, geographic areas are tackled directly
• Conflicts are resolved openly and to resolution
ODHE
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If it goes wrong…
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Lack of leadership commitment/backing
Gap between top management’s vision and the reality of local operations
Senior manager(s) feel ‘out of control’ of the process
Middle managers are overwhelmed and under-prepared
Poor planning and management of activity
Not enough time (or other appropriate resource) allocated
Cultural change thought of as change management (poor people focus)
Unclear goals – often expressed as unfocused, very big, objectives – not
tied to anything concrete
Lack of prioritisation of ‘change’ activity
Unclear benefits to individuals, teams, institution
Individuals’ reluctance to change
Failure to anticipate and plan for unintended consequences
All systemic issues have not been identified/addressed
ODHE
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OD Key messages…
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OD is fundamentally strategic in its nature. Its main focus is improvement
in organisational performance through its people i.e. cultural change.
Its practices are guided by how human dynamics make an organisation
work, in the way it works, to achieve its success.
Most of the effort that makes change successful goes into the planning
and design phases of change process. OD diagnostics inform the planning
stage of their interventions.
The kinds of intervention(s) chosen will depend on the level and nature of
the problem and the existing structural and cultural environment within
which the change will happen.
The easiest way to characterise the difference between OD and change
management is ‘left brain’ (change management) and ‘right brain’ (OD).
Change management is often described as a sub-set of OD.
The parameters that determine the scope of OD are largely provided by
strategic plans and priorities, supporting strategies (esp.HR) and, just as
importantly, the value leaders place on people-centred approaches and
OD expertise.
ODHE
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ODHE
The UK Organisational Development
in HE Group founded in 1993 is a
long standing community of practice
and continuing professional
development network.
Over 40 HE institutions are
represented on the group which is
comprised of HE professionals. They
are engaged in cultural change and
strategic development work
supporting a range of HE priorities.
The roles they have in Universities
are very varied and include
Professors, Heads of Staff
Development, Learning &
Development practitioners and HR
Directors.
It costs £700 per year to join the
group which offers three residential
events. The group engages in
research projects, shares resources
for collaborative work and provides
steering group and other support for
a range of LFHE Small Development
Projects.
A typical agenda for
residential meetings
covers three key
aspects of our work:
and includes selfmanaged Special
Interest Groups;
sessions that make use
of the considerable
expertise across the
group and guest
speakers
Strategic approaches
for cultural change
and development
work
Personal and
career
development
support
Tools and
techniques to
make change
happen
Joint Chairs:
Meriel Box
[email protected]
&
Jean Harrison
[email protected]
For more information go to http://www.lfhe.ac.uk/networks/od/odgroup.html
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ODHE – Themes 2012/13
• Organisation Design as an OD tool
• Strategic delivery of OD agenda linked to University
plans
• Using process/IT tools to facilitate cultural change
• Leading through change transitions
• Evaluating OD work
• Private Universities – emphasis placed on staff/org
development if no government funding?
• Mapping our OD roles/reference points in Universities
• Speakers from outside the Sector
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ODHE – CPD
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Networking
Intelligence about others’ work
Head space – perspective
Space to create and play
Sharing/sounding board
Action Learning
Collaborative working – SIGs, SDPs
Revisiting mentoring
Access to expertise/deep experience
OD outside the Sector – what are they doing?
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ODHE
2013/14 Dates
• 10/11 October – Birmingham
• 6/7 February – Windermere
• 8/9 May - Bournemouth
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Your OD Story?
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