OPD theory (1) defines management as identifying
the goals derived from strategy then identifying the
ideal actions derived from the goals that offer great-
est chance of greatest goal success. (2) Leadership
as guiding people act out the agreed ideal actions
with zest and commitment.
It is not possible to create OPD theory without hav-
ing underlying scientific precision of (1) a clear and
consistent methodology of social science for build-
ing theory; (2) a general theory of cause: (3) a gen-
eral theory of knowledge; (4) a general theory of
psychology. Finally, it is not possible to do 2, 3 & 4
without understanding of how they are linked and
Why do we need science?
HR, engagement, culture, motivation, human capital,
etc. and the very nature of organization itself involve
people. The science of people is social science, and
subject to the rules, principles, and understanding
that dominates all science. No other aspect of organ-
izations involves the depth of science in this way.
Would you present a business plan to the Directors
that did not consider costs, or competition, or re-
turns, etc. Of course not. First things MUST be done
first. Same in science. First things must be done
first. Therefore, for example, how can we discuss
motivation without a general theory of psychology?
If we do, we need declare that in the absence of a
general theory of psychology, which could alter
everything about to be said on motivation, we specu-
late that… OPD theory needs no such qualification,
since it brings all first things to account.
The practical manager does NOT need know
about this intellectual stuff, but does need to
know what is being offered works.
Better science, better technology, better results. The
practical manager needs to know they can depend on
the technology they are using. And that technology
should be the best available, which means it is de-
rived from the best science available.
OPD theory goes beyond the historical empirical
approach that this idea seems to work in most situa-
tions most of the time. OPD offers clear, specific
guidelines for getting the best results every time.
There is no causality in groups.
All social causality occurs via the individual mind.
Read my work at my SSRN author page if you need
to understand why that is so. (http://ssrn.com/
The fact social causality occurs in the mind of each
person means that what happens in a group is the
vector addition of what happens in each individual
mind. Causality of group behaviour cannot be ana-
lysed from the point of view of the group, only
from the point of view of each individual and what
they intend given the group circumstance.
Effective organization action requires coordinat-
An effective organization is one with smooth inte-
gration of different business functions. We all know
it is not simple to achieve, even though from a
group point of view it sounds simple.
When we add understanding of group causality, we
see immediately why it is difficult to achieve. It is
not about the group, but how each mind ‘sees’ what
they need to do relative to the group output.
OPD theory is a system whereby every person can
clearly ‘see’ and agree their role in the greater or-
ganization, and is intrinsically motivated to do it
and is supported in doing it by the team leader ena-
bling the team have fun each day at work while
OPD theory cannot be applied piecemeal.
OPD theory and the technology of organization
design arising from it is a way to THINK about the
link between the strategy the market and the people
who make the organization come alive.
Imagine a small group facing some circumstance
Now imagine two people see it one way and one
person sees it differently. Will they act in a coordi-
nated manner? Well, hardly. It could be suggested
getting the coordination is what the team leader
does…under all existing approaches that is true. We
know of the limits of that approach, and the ongo-
ing issues that arise. Among which is the constant
need of ‘realigning’ minds with the tasks, especially
the one who does not see it as the other two. Perfor-
mance will always be a wrestle. Now imagine
where all three team members guided to see it the
same way, and they agree their part of the coordi-
nated effort. Now, it is merely a matter of keeping
top of mind the agreed things each person needs to
do. Each person then ‘seeing’ it clearly. The team
leader supporting each person maintain energy and
zest in the task by enabling them have fun while
Ideas were not accepted as influencing people, whereas explaining organizations involve
understanding of ideas and how they were causal in human affairs.
OPD-HCD™ is the only technology for enabling people willingly align their minds in pursuit of a
Why has it not been done before?
1. Seeking new thinking.
2. How to double profits.
4. Linking staff action to
5. Human performance
6. HR as rollout of strate-
7. Behavioral structure of
8. Understanding human
9. Linking people to be-
10. Perfect human perfor-
11. Performance manage-
ment moving actual
toward perfect perfor-
12. Built in flexibility.
13. A scientifically proven
balanced solution to
as a driver of results.
14. Redefining engage-
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
20. Why has it not been
21. Stop. Reflect. Chose
22. Why can’t we do it
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
26. Understanding human
27. Building and imple-
menting an integrated
28. Human capital.
29. Finding and develop-
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: email@example.com to meet and explore how this system will lift results in your business.
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