OD Framework


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OD Framework Results from the OD Network Group

OD Framework

  1. 1. Organisational Development – One Page Framework Search Results The searchBackgroundA colleague asked me whether anyone had a one-page organisational development framework thatclients (in this case internal to her organisation) would love.I put this question to the Organization Development Network on LinkedIn over 4 weeks in May 2011and received some great responses which have been collated in this document. We had over 100people expressing an interest in the outcome of this search.Thanks to everyone who provided information and expressed an interest in this topic – thanks for agreat conversation. I’ve personally used Galbraith, Weisbord, and the work of Ken Wilbur. At themoment I’m working on building complexity thinking and cognitive neuroscience into organisationaldevelopment strategies and executive coaching which have been a great success. After this exerciseI’m going to try to find a way to build these into a one-page development model.Amanda Martin http://blog.proofofleadership.comLinkedIn > Select More > Select Slideshare Presentations and upload. Then return to this group siteand attach the web address for others to access (no more individual emailing for anyone).The Results!From Daniel Stewart at Kohl’s – see Attachment 1Daniel Stewart | Organization Development, Human Resources | Kohl’s Department StoresN56 W17000 Ridgewood Drive | Menomonee Falls, WI 53051 | office: (262) 703-7969 | fax: (262)703-6373 | e-mail: Daniel.Stewart@kohls.com 1
  2. 2. John Kuypers of PERFORMANCE SHIFT CONSULTING www.performanceshift.com “Here is the one-page “big picture” that I use. It works because it connects the dots between outside world, strategyand internal alignment. It drills down into more detail of course. I hope you find it useful! It’s alsoviewable at http://www.performanceshift.com/strategy.htm” John is also author of Whos TheDriver Anyway? Making the Shift to a Collaborative Team CultureSharif Mansur provided us with a different approach again – see Attachment 2Please contact Sharif at sharif.mansur@yahoo.com if you you’d like to follow up.Otto Pretorius Provided a set of broad transformational OD frameworks. Unfortunately his document was toolong to attach here, but please contact him if you would like more information. PrincipalThought Leader & Director | Qbit Group E-mail: opretorius@qbit.co.zaWebsite: www.qbit.co.zaGalbraith’s Star ModelA number of people pointed me to Galbraith’s Star Model – see Attachment 3. Thanks to GregGoodman, Ed.D, Doris Miller and Jane Smith-Stage, MEd, ADR, PCC who use the modelBurke-Litwin ModelRobert Taylor recommended this model for diagnosing organisational performance and changeFind the Wind ModelIan Sergo shared the Find the Wind(TM) framework which is available athttp://www.cognascents.com/leadership/framework - ian.sergo@cognascents.comElva Castaneda de Hall (elva@valuestech.com provided some great models that couldn’t betranslated into this document – please contact her for more information.Chris Forando provided a very insightful reflection:Amanda, is there a particular OD focus that you are interested in? I used a framework with ourexecutive management teams that was a synthesis of multiple models, but mainly represents anAckoff-Lewinian design. Embedded in the framework is a substrate for business innovation andcreativity. I have also used another model for increasing organizational intelligence throughknowledge generation and distribution. French & Bell (1970) offer one of the best models andapproaches that existed before OD was fragmented into corporate parcels. Also look at Benniswork in the 60s. Practitioning then was more systematic and integrated, and since then hasbecome characterized by disjointed, misaligned, and ineffective segments - talent management,OD, training and development, talent acquisition, assessment, and process improvement. ODwas once the umbrella that incorporated all those and provided for a comprehensive approachto capability alignment.Any model that is used though should be grounded in psychology (human cognition andbehavior) since it is the only subsystem capable of learning and adapting to changingenvironments. Process, technology and product are all inert, and incapable of self-modification 2
  3. 3. and organization. Each is only as effective as the human behind it. The human element maintainsthe exclusive right to change.Star models (3 pt, 4 pt, 5 pt, and even Kilburghs 17 pt) all offer advantages as well as limitations.It is important to note that there is an assumption of the presence of knowledge on the part ofthe user/practitioner regarding the complex interdependencies of the vrious points of thesemodels. I have found that that a hybrid of models offers the greatest breadth, depth, andflexibility for applicability and the ability to generate results. The current model I use is aconstruct drawing from the works of Burke-Litwin, Galbraith, Lewin (force field analysis), Ackoff(idealized design) and Kilburgh (a psychodynamic perspective), built on a substrate of VonBertalanffys contention that to truly understand an organization and its functionality, one mustbe grounded in biology, physics, psychology, and social psychology.I can recall a major intervention in which a former employer invested nearly $750,000 in leanexperts and after 9 months had not achieved any improvement in operations and productivity.Once the team adopted a psychodynamic perspective we uncovered the root cause in less thanthree weeks and decreased production time by nearly 50% in less than 4 months.Russ Ackoff once told me that people are the basis for every organizational issue, for they are theONLY organic (living and therefore capable of learning and adapting) domain of theorganizational system. While processand technology are invaluable, they cannot detectenvironmental (market/consumer) changes and therefore cannot self-organize to align with theenvironment. No alignment, no sustainability (think Blockbuster). Understand the psychological,and in some regards the physiological domain, and you can master the art and science oforganizational effectiveness Feel free to contact me at forando@comcast.net for furtherexchanges of information..Gilley Performance Alignment ModelOne model to explore is the Gilley performance alignment model. His key learning is that it iscritical to do an internal/external stakeholder analysis, use that information to inform youroverall business strategy and then align all other systems around that. From Melanie KrugerThe Right Management ModelLooks great – just contact Jeremy N. Borys, Ph.D. Vice President, Talent ManagementRight Management jeremy.borys@right.com www.right.comBernard TollecPlease find the link to find the tool I use sometimes in my OD work. Youll find a French and Englishversion – you may use them. http://bit.ly/jB8lPEhttp://www.involve-consulting.com/blog/7-ressources/outils/Rosie Dolan BakerWeisbords 6 Box and a 7 S Model are decent models too. Integral theory by Wilbur has a four boxthat includes internal and external as well as individual and collective components 3
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  5. 5. Attachment 1 - OD Purpose To support Kohl’s growth by balancing the company’s structure, leadership, workforce, behaviors, and management practices through strategic organization design and effectiveness programs. OD Intent  Manage the executive talent pool to ensure bench strength  Provide effective workforce planning practices  Drive the right performance and promote continuous learning through performance management  Manage advancements and promotions around business needs  Position effective and adaptive organizational structures that support career paths, role clarity, and internal equity  Clearly define organizational capabilities and competencies for each level  Ensure strategic alignment with Kohl’s Key Initiatives and Core Values Scope of Service Organization Effectiveness Workforce DesignLeader Alignment Organization Strategy and Design• Talent Management • Organization Design• Succession Planning • Job Design• Executive & High Potentials Coaching • Career PathingPerformance Management Process Reengineering• Performance Evaluation • Best Practice Research• Competency Management • Process/Workflow Design• Promotion Guidelines Change ManagementTalent Acquisitions •Change Planning• Candidate Assessment •Executive Alignment• Selection Process •Communication Planning• Executive On-boarding •Change Readiness & Benefit Realization Business Planning • Operational Planning • Workforce Planning • Project Portfolio Management Attachment 2 – From Sharif Mansur 5
  6. 6. OD Framework OD, Learning and Training Performance Information Management Technology Business Strategies Org. People and Structure Processes Leadership DevelopmentBusiness Strategies/Organizational Effectiveness • Alignment and communication of goals, objectives and resources o Optimizing human, technical and capital resources o Vision, mission • Measure and record results o Return on investment o SWOT o Long/short term o Immediate • Establish desired results o Competencies • Gap Analyses o Prioritize, implement and manage • Best in class practices from each unit o Case studies o Trends • Strategy/business development and planning o Anticipatory or reactive • Organizational diversity • Strategic vs. tactical o Into operational initiativesOrganizational Structure • Culture and climate • Design and role clarification • Resource utilization • Management style 6
  7. 7. People and Processes • Staffing strategies o Recruiting, selecting and hiring • Relationship managing • Systems and structures • Vendor selectionPerformance Management • Career development, management and pathing/planning • Appraisal and review process o Surveys and assessments • Improvement • Defining success o Benchmarks o Results • Action plans • Talent management and succession planningOrganizational and Employee Development, Learning and Training • Change management o Organizational review • Coaching o One-on-one o Trust and relationships o Team/group • Enhance individual and team performance o Assessments and action plans • Employee engagement • Training o Technical o Transferable • Customer service • Management skills • Organizational behavior/Human relations o Planning o Organizing o Controlling o LeadingInformation Technology • Link information together • Processes for access and storage • Connect units and programsLeadership Development • “Fitness” – baseline competencies and performance • What executives look like and want to look like o How much talent  “A” and “B” players • Indicators of leadership success • Succession planning and execution 7
  8. 8. o Structure and depth o Recruit and retention o Future needs and succession readiness• Talent management and talent assessment/analysis o Build or acquire  Promotion of high potential  Early career identification  First-time leader• On-boarding• Competency development o Core skills/drivers of good leadership• Skills/training o Interpersonal  Adaptability, teamwork, collaboration, cross cultural, information sharing, trust, listen, self-development o Business acumen  Business strategies  Finance  Success identification  Global perspective  Customer  Manage growth o Functional expertise  Technical excellence  Innovation  Process improvement  Project management o Leadership/change  Accountability  Decision making  Developing talent  Influence/energy  Leading change  Producing results  Strategic outlook 8
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