Stronger together? The contribution of an organisational development approach to shaping academic culture
1. Stronger together? The contribution of an
organisational development approach to
shaping academic culture
AUA Annual Conference
Edinburgh
26th March 2013
2. Introductions
Dr Rachel Birds
Hunshelf Training and Consultancy Ltd
• 20 years’ experience in the further and higher education
sectors
• Universities of Northumbria, Warwick and Sheffield
• Company director
• AUA Trustee
• Associate Tutor – teaching and research
5. Session outline
By the end of the session, participants will have:
1. Critiqued different interpretations of OD
2. Identified common assumptions and practices within the HE
sector in the UK
3. Considered the existence of a common culture across HE
4. Evaluated the potential contribution of OD to achieving greater
congruence in structures, processes and practices
5. Formed a personal view on the desirability or otherwise of a
congruent approach at institutional or sector level
6. Interpretations of OD
CIPD: planned and systematic
approach to enabling sustained
organisation performance
through the involvement of its
people
7. Interpretations of OD
• A planned process of change in an organisation’s culture
through the utilisation of behavioural science technology,
research and theory. (Warner Burke)
• An effort (1) planned, (2) organisation-wide, and (3) managed
from the top, to (4) increase organisation effectiveness and
health through (5) planned interventions in the organisation’s
‘processes’, using behavioural science knowledge. (Richard
Beckhard)
• 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)
8. Interpretations of OD
• planned process of change in an organisation’s culture through
the utilisation of behavioural science technology, research and
theory. (Warner Burke)
• organisation-wide,managed from the top, to (4) increase
organisation effectiveness and health through (5) planned
interventions in the organisation’s ‘processes’, using
behavioural science knowledge. (Richard Beckhard)
• 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)
11. 1. What is organisational culture?
• Is a university different from other
organisations?
• What do we value in higher education?
• What is academic culture? / Academic
Freedom
• Does it only apply to ‘academics’?
• Culture or cultures?
• (How) can we change culture?
16. Session outline
By the end of the session, participants will have:
1. Critiqued different interpretations of OD
2. Identified common assumptions and practices within the HE
sector in the UK
3. Considered the existence of a common culture across HE
4. Evaluated the potential contribution of OD to achieving greater
congruence in structures, processes and practices
5. Formed a personal view on the desirability or otherwise of a
congruent approach at institutional or sector level
17.
18. Further reading
Beckhard, R (1969) Organization Development: Strategies and Models. Reading,
MA: Addison-Wesley
Beer, M. (1980) Organization Change and Development: A Systems View. Santa
Monica, CA: Goodyear
Beer, M., R. A. Eisenstat, and R. Spector (1990) Why Change Programs Don't
Produce Change. Harvard Business Review, 68 (6) pp.158–166.
Burke, W. (2011) Organization Change: Theory and Practice 3rd Edition. London:
Sage
CIPD (2013) Website. Retrieved from http://www.cipd.co.uk/hr-
resources/factsheets/organisation-development.aspx
Cummings, T.G, and C.G. Worley (2005) Organization development and change.
8th ed. Mason, OH: South-Western Publishing.
2 mins to introduce yourself to the person sitting next to you.
Talk for a bit but plenty of opportunity for you to talk. Value of AUA for us is networking, sharing experiences, learning from each other. Our role is to facilitate that process not to lecture from the front.
Behind the CIPD definition is lots of R&D but also a lot of confusion (source: http://www.cipd.co.uk/hr-resources/factsheets/organisation-development.aspx)
Looking at some of the classic research – here are some definitions. First research/publications in 50s/60s. These authors were pioneers – but have things changed?
They all seem to build on the same basic premises. Here are the salient points with the repetition removed – the white space indicates a lot of overlap. Definitions build on and nuance ideas but basically all singing from same sheet – so where’s the confusion?
The confusion possibly arises in the practice rather than the theory. OD theory makes some key assumptions – these are contentious and open to challenge.
Let’s consider some of those challenges and see how far we want to contest or support them
First assumption is that culture can be changed. Leads us to a number of interesting questions…in our own context of HE. Huge questions.
Small group work – what do you think? 5 mins – report back
How congruent are we across the sector? Binary divides? Internationally?
Do we all need/want/have a top down approach?
Do we all need/ welcome/ encourage externality through ‘change agents’?
Are our processes inefficient and if so why? How can this be changed?
Are these the only options open to us – examples from group?
Whole group discussion. 5 mins
Group discussion again – how far are you convinced? Where can OD help? What are its limitations?
Present key ideas back to group – one contribution and one limitation each
Personal reflection – what do you think? Write down some learning points!
Any questions or comments?
Note provenance – all US
Spend a few minutes sharing contact details with people you’ve met in the room today.