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Dominic Demolder - PPMA Conference 2010

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Tuesday - Workstream 1 - OD Master class - Dominic Demolder - Aligning OD and business requirements to respond to the changing public sector service delivery landscape.

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Dominic Demolder - PPMA Conference 2010

  1. 1. OD Master ClassAligning OD with the new Public Sector Landscape<br />Presented by <br />Dominic Demolder<br />
  2. 2. The challenge for the Public Sector<br />“One of the key success factors in maintaining and improving public services in a reduced budget environment is having the right people with the right skill sets on board to deliver the organisation’s strategy effectively and efficiently”<br />
  3. 3. Presentation overview<br /> Defining OD<br />The trouble with OD <br />Our take on OD – what does it do?<br /> Approaches to change<br /> The role of OD in change?<br /> Adding value through OD<br /> The effective OD practitioner<br /> Competencies for OD<br /> Questions <br />
  4. 4. Our take on OD<br />We define organisational development as <br />“a collaborative, whole system approach to enabling sustained and improved organisational performance”<br />(Demolder 2010)<br />
  5. 5. Characteristics of OD<br />Organisational Development is planned <br />It is a whole organisation, holistic activity <br />It is supported by senior managers <br />It is used to increase the effectiveness of the organisation <br />It is implemented through planned interventions in the organisation's processes using behavioural-science knowledge<br />(Based on Beckhard 1969)<br />
  6. 6. Problems with OD<br />However…………………………..<br />
  7. 7. Problems with OD<br />Do people understand what OD can do for them?<br />
  8. 8. Problems with OD<br />Do people understand what OD can do for them?<br />They won’t unless we market ourselves and produce tangible outcomes that we tell them about<br />
  9. 9. Problems with OD<br />Do people understand what OD can do for them?<br />They won’t unless we market ourselves and produce tangible outcomes that we tell them about<br />OD needs a stronger identity – a recognisable brand!<br />
  10. 10. What does OD do?<br />Organisational Development –<br /> views organisations as open systems<br /> acknowledges that change in one area of <br /> a system always results in changes in <br /> other areas<br /> recognises that change in one area cannot <br /> be sustained without supporting changes <br /> in other areas of the system.<br />
  11. 11. What does OD do?<br />So, Organisational Development works <br /> across the whole organisation <br /> at strategic, tactical and operational levels<br />and therefore needs to be managed or sponsored by a someone very senior <br />
  12. 12. What does OD do?<br />Change agent<br />Internal consultancy<br />
  13. 13. What does OD do?<br />OD work contributes to the sustained health and effectiveness of the organisation <br />OD work is based upon robust diagnosis that uses real data from organisational, behavioural and psychological sources <br />OD work is planned and systemic in its focus, that is taking account of the whole organisation <br />OD practitioners help to create alignment between different activities, projects and initiatives <br />OD work involves groups of people in the organisation to maximise engagement, ownership and contribution<br />(CIPD)<br />
  14. 14. 1892 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2010<br />Question<br />Why isn’t it enough for us to keep doing what we’ve always done?<br />
  15. 15. 1892 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2010<br />Answer<br />“Nothing endures but change”<br />"You cannot step twice into the same river."<br />(Heraclitus 540 – 480 BCE)<br />
  16. 16. The future – Appreciative Inquiry <br />“You cannot solve a problem from the mindset that created it.”<br />“Imagination is more important than knowledge.”<br /> Albert Einstein<br />
  17. 17. Change - approaches <br />Successful change<br />Sustainable change<br />
  18. 18. Change - approaches <br />Successful change<br />Marked by a favourable outcome<br />Sustainable change<br />To maintain or prolong<br />
  19. 19. Public sector Change track record<br />“change without a people focus does not have a great chance for success” (Farias & Johnson, 2000, p. 278)<br />
  20. 20. Consultancy roles for OD?<br />Anticipating and realigning for change<br />Addressing organisational effectiveness <br />Promoting a culture of continuous improvement, renewal, revitalisation and growing capability<br />
  21. 21. Anticipating and realigning for change<br />Internal<br />environment<br />1<br />‘Markets’<br />External environment<br />Gap?<br />(Demolder 2010)<br />
  22. 22. Anticipating and realigning for change<br />Purpose<br />Brand<br />S/W<br />Internal<br />environment<br />1<br />1<br />Customers<br />Expectations<br />Entitlement<br />Competition<br />O/T<br />PEST<br />‘Markets’<br />External environment<br />OD gap analysis?<br />(Demolder 2010)<br />
  23. 23. Organisational effectiveness<br />2<br />2<br />
  24. 24. Organisational effectiveness<br />OD inputs<br />2<br />2<br />OD gap <br />analysis?<br />OD inputs<br />OD inputs<br />OD inputs<br />
  25. 25. The learning organisation<br />3<br />Learning is performance-based (tied to business objectives)<br />Importance is placed on learning processes (learning how to learn)<br />The ability to define learning needs is as important as the answers<br />Organisation wide opportunities exist to develop knowledge, skills, and attitudes<br />Learning is part of work, a part of everybody’s job description<br />3<br />
  26. 26. OD and change – adding value<br />Understand and define the current state<br />Facilitate a clear vision for the desired state<br />Plan collaboratively for change<br />Facilitate the implementation of the change(s)<br />Measure, monitor and review<br />
  27. 27. Change steps – adding value<br />1. Establishing a clear agenda<br />2. Creating a guiding coalition<br />3. Developing a vision and strategy<br />4. Communicating the change vision<br />5. Empowering employees for broad-based action<br />6. Generating short term wins<br />7. Consolidating gains and producing more change<br />8. Anchoring new approaches in the culture<br />Based on Kotter (1996)<br />
  28. 28. What type of practitioner are you?<br />Soft<br />Hard<br />
  29. 29. Competencies for OD Practitioners<br />A review of the literature suggests that general competencies for OD practitioners include <br /> knowledge of self<br /> contracting, consultancy and marketing skills<br /> organisation and behavioural theory<br /> the ability to implement OD interventions<br />Typically the list of competencies is quite long and varied. <br />
  30. 30. OD consultancy Skills<br />Understand and define the current state<br />Facilitate a clear vision for the desired state<br />Plan collaboratively for change<br />Facilitate the implementation of the change(s)<br />Measure, monitor and review<br />
  31. 31. ?<br />
  32. 32. OD Master ClassAligning OD with the new Public Sector Landscape<br />Presented by <br />Dominic Demolder<br />

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