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Similar to Alinging OD with business goals_Team Presentation
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Alinging OD with business goals_Team Presentation
- 2. Meet the Team Andrew Slike Engagement Manager Dustin Maherg Associate Brandon Scott Implementation Leader Theresa Hoopes Associate
- 3. Introduction Andrew Slike Engagement Manager What You can Expect
- 5. Definition of Terms Organizational Development – System-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness (Cummings and Worley, 2009). Alignment – A descriptive term to symbolize a range of management-driven processes based on planning and directing training projects toward strategic goals (Anderson, 2009). Change Management – A set of tools or structures intended to keep any change efforts under control (Kotter, 2008).
- 6. Theory OD Theory as it Relates to OD Interventions Theresa Hoopes Associate
- 7. Organization Development Defined Cummings and Worley (2009) defined organization development as a “system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness” (p. 2). “Organization development is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory…is the process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.” Cummings, T G. & Worley, C. G. (1997). Organization Development and Change Brazzel and Jones (2014) The NTL Handbook of Organizational Development and Change
- 8. OD Interventions “Today’s OD is a maturing practice characterized by: Practice at multiple levels of the systems. OD practitioners work with individuals, teams, team-to- team and group-to-group relationships, organizations (including work processes and systems), and inter-organization relationships that form around shared Interests and goals.” Brazzel and Jones (2014. The NTL Handbook of Organizational Development and Change
- 9. OD Interventions Brazzel and Jones (2014. The NTL Handbook of Organizational Development and Change Leadership and Individual Coaching Leadership Development Programs Organizational Effectiveness Process and Performance Consulting Organizational Design and Restructuring Team Building and Development Reengineering and Continuous Improvement Strategic Planning Change Management and Transition Planning Reward System and Performance Management Design Employee Engagement
- 10. Kurt Lewin’s Change Management Model http://ypalchemy.com/topics/Bx68PnkNyrJXJy45.html
- 11. Unfreeze http://www.mindtools.com/pages/article/newPPM_94.htm Determine what needs to change o Survey the organization to understand the current state o Understand why change has to take place o Ensure there is strong support from upper management o Identify and win the support of key people within the organization o Frame the issue as one of organization-wide importance
- 12. Unfreeze http://www.mindtools.com/pages/article/newPPM_94.htm Create the need for change o Create a compelling message as to why change has to occur o Use your vision and strategy as supporting evidence o Communicate the vision in terms of the change required o Emphasize the "why“ o Manage and understand the doubts and concerns o Remain open to employee concerns and address in terms of the need to change
- 13. Change http://www.mindtools.com/pages/article/newPPM_94.htm Communicate often o Do so throughout the planning and implementation of the changes o Describe the benefits o Explain exactly the how the changes will effect everyone o Prepare everyone for what is coming o Answer questions openly and honestly
- 14. Unfreeze http://www.mindtools.com/pages/article/newPPM_94.htm Deal with problems immediately o Relate the need for change back to operational necessities o Provide lots of opportunity for employee involvement o Have line managers provide day-to-day direction o Generate short-term wins to reinforce the change
- 15. Refreeze http://www.mindtools.com/pages/article/newPPM_94.htm Anchor the changes into the culture o Identity what supports the change. o Identify barriers to sustaining change o Ensure leadership support o Create a reward system o Establish feedback systems o Adapt the organizational structure as necessary o Provide support and training o Keep everyone informed and supported o Celebrate success!
- 16. Kotter’s 8 Step Process for Leading Change
- 17. Knowledge and Skills Knowledge and Skills for both Consulting and Business Leaders Dustin Maherg Associate
- 18. Knowledge and Skills 1. Ask the Right Questions o Become the organization’s GPS o Alleviate the pain points o Work in the squeeze zone o Make lemonade o Mine and distribute the best o Plan for the future today Kwinn, A., & Clark, R. (2005). Aligning Training to Business Results. Business Acumen , 34-38
- 19. Knowledge and Skills 2. Monitor organizational policies and procedures o Schedule periodic reviews o Consider the following when reviewing: a. Alignment with organizational strategy b. Updated employee training to reflect any changes c. Enhance any opportunities d. Eliminate process steps that do not add value e. Identify and document anything not formally documented f. Assess implications and make changes as necessary Ngah, J. (2003). Aligning the Business. Internal Auditor , 61-64
- 20. Knowledge and Skills 3. Align learning goals with business performance o Integrate training and communicate well o Combine training to activities that reinforce the business plan Volt, B. (2007). Aligning Training and Business Goals and Objectives. Electrical Wholesaling , 66
- 21. Knowledge and Skills 4. Run learning as a business o Manage cost for greater efficiency o Focus on the business value and add metrics o Ensure integration with overall business strategy Wearing, C. (2003). Aligning Learning to Business Goals. National Underwriter , 21-22
- 22. Barriers Brandon Scott Implementation Leader Barriers to Organizational Business Alignment
- 23. Barriers Alignment Defined Alignment Purposes and Goals Supporting and Reinforcing Alignment
- 24. Potential Barriers Transparent Communication Insufficient Modeling (Upper Management) Support from Middle Management Disconnect between Internal Systems Preexisting Organizational Infrastructures Business Pressure
- 25. Potential Barriers Difficult Employees Low team member confidence; low morale and support Cover or Overt Competitiveness Organizational Culture
- 26. Conclusion
Editor's Notes
- Cummings, T G. & Worley, C. G. (1997). Organization Development and Change Brazzel, M. & Jones, B. B. (2014). The NTL Handbook of Organizational Development and Change. Principles. Practices, and Perspectives. San Francisco, CA. Pfeiffer.
- Brazzel, M. & Jones, B. B. (2014). The NTL Handbook of Organizational Development and Change. Principles. Practices, and Perspectives. San Francisco, CA. Pfeiffer.
- Brazzel, M. & Jones, B. B. (2014). The NTL Handbook of Organizational Development and Change. Principles. Practices, and Perspectives. San Francisco, CA. Pfeiffer.
- The model represents a model for understanding the change process. For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. The model serves as the basis for many modern change models. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin in the 1950s, and is still used today. His model is a simple and easy-to-understand framework for managing change known as Unfreeze – Change – Refreeze. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice, i.e. unfreezing a large cube of ice to change it and reform it into a cone of ice. By recognizing these three distinct stages of change, you can plan to implement the change required. You start by creating the motivation to change (unfreeze) as it is necessary to change existing attitudes towards working practices and prepare the ground. Communication about the proposed change is vital at this stage if people are to understand and support it. You move through the change process by promoting effective communications and empowering people to embrace new ways of working and learn new values, attitudes and behaviors. Problems are identified and action plans developed to enable implementation. Maximum flexibility is needed in the planning and implementation of the change. The process ends when the organization returns to a sense of stability (refreeze) and the benefits of the change are realized, which is necessary for creating the confidence from which to embark on the next inevitable change. Praise, rewards and other reinforcement by managers are required on an individual level and more effective performance at an organizational level. Not until the change has become incorporated into the culture can it be said to be frozen.
- The eight steps to transforming your organization are as follows. (1)] establish a sense of urgency about the need to achieve change - people will not change if they cannot see the need to do so; (2)] create a guiding coalition - assemble a group with power energy and influence in the organization to lead the change; (3)] develop a vision and strategy - create a vision of what the change is about, tell people why the change is needed and how it will be achieved; (4)] communicate the change vision - tell people, in every possible way and at every opportunity, about the why, what and how of the changes; (5)] empower broad-based action - involve people in the change effort, get people to think about the changes and how to achieve them rather than thinking about why they do not like the changes and how to stop them; (6)] generate short-term wins - seeing the changes happening and working and recognizing the work being done by people towards achieving the change is critical; (7)] consolidate gains and produce more change - create momentum for change by building on successes in the change, invigorate people through the changes, develop people as change agents; and (8)] anchor new approaches in the corporate culture - this is critical to long-term success and institutionalizing the changes. Failure to do so may mean that changes achieved through hard work and effort slip away with people's tendency to revert to the old and comfortable ways of doing things. (pp. 766). Kotter and Schlesinger (2008) noted that the steps should be implemented in sequence, so that you prepare the culture for change. It is important to assess employees’ capacity and readiness to adopt the change as well. Simply planning and resourcing the change will lead to a successful outcome if the people are not ready. “Many managers underestimate not only the variety of ways people can react to organizational change, but also the ways they can positively influence specific individuals and groups during a change…An education and communication program is ideal when resistance is based on inadequate or inaccurate information and analysis, especially if the initiators need the resisters’ help in implementing the change…If the initiators involve the potential resisters in some aspect of the design and implementation of the change, they can often forestall resistance” (pp. 134-135).