The Organizational Development Workshop An Introduction ‘The OD Process’

1. The Organizational Development WorkshopAn Introduction‘The OD Process’

2. IntroductionsNameYour interest in being here.

3. 1 minute 65% - 75%

4. The Organizational Development Workshop – An Introduction 5 minutes 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.

5. The Organizational Development Workshop – An Introduction 30 minutes T= 2:25 The Fundamental O.D. Process – Client Centered 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)*. 10. Maturation - Separation. • Mirrors the Mission, Vision, Values and Strategic Focus

6. The Organizational Development Workshop – An Introduction 10 minutes = T 15 Mental Framework My notions about something come from my ‘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 )  self-reinforcing… • we assume others see things ‘my way’… • expectations… • largely not aware of one’s mental framework…

7. The Organizational Development Workshop – An Introduction 5 minutes = T 20 • 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.

8. The Organizational Development Workshop – An Introduction 5 minutes = T 30

9. The Organizational Development Workshop – An Introduction 5 minutes = T 25

10. The Organizational Development Workshop – An Introduction 5 minutes = T 25

11. The Organizational Development Workshop – An Introduction 5 minutes = T 35

12. The Organizational Development Workshop – An Introduction 10 minutes: T=45 A Basic Theorem: Any type of professional practice has a ‘mental framework’ that guides its practice. 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’?

13. The Organizational Development Workshop – An Introduction 15 minutes T= 40 Draw a picture of how you ‘see’ an organization: I ‘see’ an organization in terms of: Write down 4 - 5 points: ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ Small group sharing: How does your ‘mental framework’ guide your approach to working with organizations? Entry? Emphasis? Interpretations? Methods? Tools?

14. The Organizational Development Workshop – An Introduction 20 minutes T= 60 Four ‘Different Frameworks’ To Consulting Models (Edgar Schein, Process Consultation, Vol. I – II, 1987 - 88) 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. 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.

15. Degree Of ‘Readiness’ Effective Engagement Technical Information TechnicalFormula As Ownership, Readiness and Effective Engagement Increase, Resistance Decreases The Organizational Development Workshop – An Introduction 10 minutes T= 1:10 Summary: ‘Fit’ - What is needed.

16. The Organizational Development Workshop – An Introduction 5 minutes T= 1:15 Consultative Models: OD Models / Approaches  Process and Emergent

17. The Organizational Development Workshop – An Introduction 15 minutes T= 1:25 (Reference: Edger H. Schein – 1987, 1988) An OD ‘mental framework’ encompases such notions as: • An organization is an open learning system. • 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. • Diversity in any open system is necessary for sustainability and adaptability. • Readiness, ownership and effective engagement lessens resistance. Small group exercise: What other key attributes encompass an OD approach?

18. The Organizational Development Workshop – An Introduction 1 minutes T= 1:25 Moving Toward an OD Process…

19. The Organizational Development Workshop – An Introduction 10 minutes T= 1:35 Basis for OD Process - Action Research (Kurt Lewin, 1944) Action research is problem centered, client centered and action oriented. OUTPUT INPUT CHANGE RESULTS Change in behavior Result measures / indicators Measurement for progress Reinforce successful behaviorchange PLANNING Awareness of a problem / issue Data gathering Feedback of Results And Preliminary Diagnosis Strategies Action Planning ACTION Action steps New forms of behaviors are explored and tested Active learning process Experiential Observational UNFREEZING CHANGING Refreezing / Cont Imp Feedback loop - design Feedback loop - actions Feedback loop – to align feedback / planning / strategies / design to achieve results

20. Mental Framework Planning  Action  Results The Organizational Development Workshop – An Introduction 10 minutes T= 1:45 Action Research and Single-Double Loop Learning Why is this important to the practice of OD?

21. The Organizational Development Workshop – An Introduction 30 minutes T= 2:25 The Fundamental O.D. Process – Client Centered 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)*. 10. Maturation - Separation. * Mirrors the Mission, Vision, Values and Strategic Focus

22. XYZ Company, 2001 10 minutes T= 2:35 The Organizational Development Workshop – An Introduction

23. The Organizational Development Workshop – An Introduction 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…

24. 30 minutes T= 3:05 The Organizational Development Workshop – An Introduction 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? 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 and Action Planning*. 7. Interventions – Implementation*. 8. Evaluation – Continuous Feedback For Continuous Improvement*. 9. Reinforcement – Shaping – Adoption / Internalization (new norms)*. 10. Maturation - Separation. * Mirrors the Mission, Vision, Values and Strategic Focus

25. The Organizational Development Workshop – An Introduction 20 minutes T= 3:25 Debrief / Feedback

26. The Organizational Development Workshop Day 1 Introduction 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 Prelim Day 2 Main Focus Closing