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Stronger together? The contribution of an organisational development approach to shaping academic culture
AUA Annual Conference
Edinburgh
26th March 2013
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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
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Introductions
Melissa Bradley
Faculty Administration Manager, University of Kent
• 13 years’ experience in the higher education sector. • Universities of Chester, Reading and Kent. • AUA Board of Trustees
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You
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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
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Interpretations of OD
CIPD: planned and systematic approach to enabling sustained
organisation performance through the involvement of its people
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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)
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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)
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Unpicking OD
Assumptions:
• Culture can be changed• Top-down impetus • External ‘change agent’• Effectiveness through processes
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Challenges to assumptions
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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?
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2. Structures, Processes and Practices
How congruent are we already?
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The contribution of OD to congruence
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Personal reflection
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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
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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.