1 Patrick Trottier and Associates, 2011
The Organizational Development WorkshopThe Organizational Development Workshop
An IntroductionAn Introduction
‘The OD Process’‘The OD Process’
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IntroductionsIntroductions
NameNameYour interest in being here.Your interest in being here.
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Tonight we will briefly explore:
1. ‘Mental frameworks’.
2. Distinctions of four basic consultative approaches.
3. Attributes:
- Readiness
- Ownership
- Effective Engagement
- Resistance
- Re-framing one’s ‘mental framework’
4. Some key attributes of the ‘OD framework’.
5. The basic OD framework in terms of single and double-loop learning.
6. Steps in the overall O.D. approach.
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes
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The Fundamental O.D. Process – Client Centered
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
10. Maturation - Separation.
1. Entry – Exploratory Interviews - Contracting.
2. Form A Powerful Guiding, Supportive Coalition, Leadership Support, Coherent Mission, Vision, Values Statements, and Strategic Business Focus.
3. Design A ‘Draft’ Process Model*.
4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*.
5. Assessment, Feedback and Diagnosis*.
6. Strategy, Design Interventions and Action Planning*.
7. Interventions – Implementation*.
8. Evaluation – Continuous Feedback For Continuous Improvement*.
9. Reinforcement – Shaping – Adoption / Internalization (new norms)*.
30 minutes T= 2:25
• Mirrors the Mission, Vision, Values and Strategic Focus
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
Mental Framework
My ‘mental framework’ is the accumulation of my feelings, thoughts, assumptions, perceptions, experiences, learning, beliefs, biases, culture.
Becomes the basis for how I view myself and my world.
My ‘mental frameworks’ are my emotional and cognitive filters when interacting with my different environments. (assimilating information )
My notions about something come from my ‘mental framework’.
10 minutes = T 15
self-reinforcing… we assume others see things ‘my way’… expectations… largely not aware of one’s mental framework…
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
Mental Framework (schema)
Classic Research - Frederic Bartlett (1932). “The War Of the Ghosts”.
• Omission of information – the relevant became non-relevant.
• A shift of focus and emphasis - of what was considered the most important.
• Realignment of meanings – things not understood - explained in terms of the reader.
• Content and the style of the story were altered - in terms of the cultural background of the reader (a cultural shift of new information).
• Hung on to one’s point of view.
5 minutes = T 20
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes = T 30
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes = T 25
10 Patrick Trottier and Associates, 2011
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes = T 25
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes = T 35
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A Basic Theorem:
Any type of professional practice has a ‘mental framework’ that guides
its practice.
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction10 minutes: T=45
In what terms would these practices ‘see’ an organization:
• Finance / Accounting• Project Managers• Sales• Operations Management
Different ‘worlds’ within organizations.
What is the relevance for those working in the realm of ‘Change and Development’?
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Small group sharing:
How does your ‘mental framework’ guide your approach to working with organizations? Entry? Emphasis? Interpretations? Methods? Tools?
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction15 minutes T= 40
Draw a picture of how you ‘see’ an organization: I ‘see’ an organization in terms of:
Write down 4 - 5 points:
______________________________
______________________________
______________________________
______________________________
______________________________
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Four ‘Different Frameworks’ To Consulting Models (Edgar Schein, Process Consultation, Vol. I – II, 1987 - 88)
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
4. Emergent Model – Client centered. New ways present themselves, the client explores emerging opportunities, makes decisions, continuously adapts, integrates and evolves the opportunity. Client / Consultant develops the organization’s openness, readiness and adaptability for emergence to be realized.
1. Expert Model – Someone states a need, consultant sells expertise, knows the problem, the solution, creates recommendations or fixes the problem.
Responsibility lies with the consultant for its success.
2. Medical Doctor-Patient Model – Someone states a need, consultant sells expertise, consultant performs the diagnosis, consultant states the problem, offers the prescription (recommendations), or performs the implementation. Responsibility lies with the consultant for its success.
3. Process Model – Client centered. Client has a problem, Client /Consultant designs the change process, the client diagnoses the problem, defines the problem, makes the decisions, implements the solutions. The consultant facilitates the process.
20 minutes T= 60
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The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
Trottier & Associates, © 2004 11
Technical Acute Change Transformation
Problem Based Problem Based Problem Based Creation Based
Holding on Holding on Letting go Letting go Plus
Closed System Closed System Mostly Open Open System
Done To Done To Engaged Engaged Plus
SummaryD
eg
ree
of
‘Ow
ne
rsh
ip’
Mo
tiva
tio
n T
o A
ct
De
gre
e O
f ‘R
ea
din
es
s’
As Ownership, Readiness and Effective Engagement Increase, Resistance Decreases
Eff
ec
tiv
e E
ng
ag
em
en
t
Technical Information
TechnicalFormula
Summary: ‘Fit’ - What is needed.
10 minutes T= 1:10
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Consultative Models:
OD Models / Approaches Process and Emergent
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction5 minutes T= 1:15
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An OD ‘mental framework’ encompases such notions as:
Small group exercise:
What other key attributes encompass an OD approach?
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
• Process driven – the power is in the process (the customized design + the how).
• Kurt Lewin's Field Theory; B = f (P, E), meaning that ‘behavior is a function of human and environmental dynamics’.
• Chaos is a natural occurrence of real and viable change and development.
• An organization is an open learning system.
• Diversity in any open system is necessary for sustainability and adaptability.
(Reference: Edger H. Schein – 1987, 1988)
15 minutes T= 1:25
• Readiness, ownership and effective engagement lessens resistance.
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Moving Toward an OD Process…
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction1 minutes T= 1:25
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Basis for OD Process - Action Research (Kurt Lewin, 1944)
Feedback loop - actions
INPUT CHANGE OUTPUT
PLANNING
Awareness of a problem / issue
Data gathering
Feedback ofResults
AndPreliminaryDiagnosis
StrategiesAction Planning
RESULTS
Change in behavior
Result measures / indicators
Measurement for progress
Reinforce successful behaviorchange
ACTION
Action steps
New forms of behaviors are
explored and tested
Active learningprocess
ExperientialObservational
UNFREEZING CHANGING Refreezing / Cont Imp
Feedback loop - design
Feedback loop – to align feedback / planning / strategies / design to achieve results
Action research is problem centered, client centered and action oriented.
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction10 minutes T= 1:35
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Planning Action ResultsMental Framework
Action Research and Single-Double Loop Learning
Why is this important to the practice of OD?
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction10 minutes T= 1:45
21 Patrick Trottier and Associates, 2011
The Fundamental O.D. Process – Client Centered
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
10. Maturation - Separation.
1. Entry – Exploratory Interviews - Contracting.
2. Form A Powerful Guiding, Supportive Coalition, Leadership Support, Coherent Mission, Vision, Values Statements, and Strategic Business Focus.
3. Design A ‘Draft’ Process Model*.
4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*.
5. Assessment, Feedback and Diagnosis*.
6. Strategy, Design Interventions and Action Planning*.
7. Interventions – Implementation*.
8. Evaluation – Continuous Feedback For Continuous Improvement*.
9. Reinforcement – Shaping – Adoption / Internalization (new norms)*.
30 minutes T= 2:25
* Mirrors the Mission, Vision, Values and Strategic Focus
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XYZ Company, 2001
10 minutes T= 2:35
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
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Group Exercise:
So what is so different about OD than any other approach?
My thoughts:
Awareness of self …
Creating the necessary degree of readiness and ownership…
A dynamic process… (non-linear)
Client centered…
Effective engagement – the difference is in the ‘how’…
Re-framing mental framework…
The Organizational Development Workshop – An IntroductionThe Organizational Development Workshop – An Introduction
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Small Group Exercise: Choose one step in the O.D. Process where you see there an opportunity to develop: Readiness, Ownership, Effective Engagement or Re-framing. How would you go about such?
The Organizational Development Workshop – An Introduction The Organizational Development Workshop – An Introduction
1. Entry – Exploratory Interviews - Contracting.
2. Form A Powerful Guiding, Supportive Coalition, Leadership Support, Coherent Mission, Vision, Values Statements, and Strategic Business Focus.
3. Design A ‘Draft’ Process Model*.
4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*. 5. Assessment, Feedback and Diagnosis*.
6. Strategy, Design and Action Planning*.
7. Interventions – Implementation*.
8. Evaluation – Continuous Feedback For Continuous Improvement*.
9. Reinforcement – Shaping – Adoption / Internalization (new norms)*.
10. Maturation - Separation.
30 minutes T= 3:05
* Mirrors the Mission, Vision, Values and Strategic Focus
25 Patrick Trottier and Associates, 2011
The Organizational Development Workshop – An Introduction The Organizational Development Workshop – An Introduction
Debrief / Feedback
Liked: Areas of further interest:
• • • • • • • • •
• • • • • • • • •
20 minutes T= 3:25
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Agenda
Welcome / Introductions Learning Objectives Learning Together – Group Contracting What Does The Group Wants To Focus On? Why Fundamentals Are Important
Evolving Definitions of Organizational Development Historical Social Trends Influencing OD Theorems / Constructs ‘Heinz 57’ OD Theorems and Constructs ‘Doing and Being’ Mental Frameworks Rethinking Resistance ‘Ownership’ Vs. ‘Buy-In’ Approaches to Change: Expert, Medical, Process, Emergent Models Action Research – A Basic Framework The O.D. Approach – The Overall OD Process / Steps (Dynamics of) Participant’s Design; Overall OD Process Modeling Participant’s Detailed Design; Process Steps
Future Trends in Organizational Development Debrief / Feedback Appendix: i. References
The Organizational Development WorkshopThe Organizational Development Workshop
Introduction
Prelim
Main Focus
Closing
Day 1
Day 2
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