Organization Development Basics

Lisa Haneberg

Description

A primer on the broad field of organization development (OD) and a foundation for understanding of the tools, practices, and core skills of the OD practitioner.

Organizational Development Basics will help trainers, training managers, and beginning OD practitioners learn the fundamentals of influencing organizational strategy and direction. Learn the basics for managing change and aligning people, processes, and practices for success. 

Sujets

• Efficacité professionnelle
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 26 mai 2023
• Nombre de lectures: 1
• EAN13: 9781607284659
• Langue: English

Extrait

©2005bytheAmericanSocietyforTraining&Development.

All rights reserved. Printed in the United States of America.

No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to ASTD, Publications Department, 1640 King Street, Box 1443, Alexandria, VA 22313-2043.

STADPressis an internationally renowned source of insightful and practical information on workplace learning and performance topics, including training basics, evaluation and r eturn-on- investment (ROI), instructional systems development (ISD), e-learning, leadership, and career development.

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Table of Contents

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About theTraining BasicsSeries ..........................................................................vii Preface .................................................................................................................ix 1. Organization Development’s Contribution to Business Success .. ..............1 The Three Components of the Organization Development Approach ............2 Organization Development Values..................................................................4 SystemsThinking...........................................................................................6 Organization Development’s Behavioral Sciences Roots..................................8 Getting It Done............................................................................................11

2. The Job of Organization Development ....................... ............................13 Sixty-Seven Job Descriptions ........................................................................13 CoreSkills....................................................................................................17 Getting It Done............................................................................................19

3. The Action Research Approach to Change .................... ..........................21 The Action Research Model .........................................................................21 Organization Alignment—Ensuring the Organization Is Set Up for Success......................................................................................................31 Getting It Done............................................................................................41

4. The Appreciative Inquiry Approach to Change ...................... .................45 The 4-D Cycle .............................................................................................47 Using Appreciative Inquiry ...........................................................................54 Getting It Done............................................................................................55

5. Transition Management...........................................................................57 Change and Transition..................................................................................57 Bridges Transition Model .............................................................................58 Facilitating Transition ...................................................................................60 Responding to Nonstop Change...................................................................65 Getting It Done............................................................................................66

6. Internal Consulting Techniques...............................................................69 Consulting Is Not a Four-Letter Word..........................................................69 The Core of Consulting ...............................................................................70 Partnership Characteristics............................................................................75 Phases of Internal Consulting .......................................................................79 Getting It Done............................................................................................82

7. Facilitating Dialogue ...............................................................................85 Organization Development Facilitation ........................................................85 How Organization Development Practitioners Improve Dialogue.................88 Tips for Facilitators.......................................................................................89 The Purpose of Collaboration Meetings .......................................................94 Getting It Done............................................................................................95

8. The Art of Coaching................................... .............................................97 The Focus of Coaching.................................................................................97 The Purpose of Coaching .............................................................................99 The Coaching Process.................................................................................103 Critical Success Factors for Coaches............................................................108 How to Become a Sought-After Coach .......................................................109 Getting It Done..........................................................................................110

9. Coaching Techniques.............................................................................113 Improving Client Coachability ...................................................................113 Helping Clients Get Unstuck .....................................................................115 Building Client Self-Awareness ...................................................................119 Facilitating Breakthroughs ..........................................................................122 Using Socratic Questions ............................................................................129

Active Listening ..........................................................................................132 Getting It Done..........................................................................................134

10. Beyond the Basics.................................................................................135 Succession Planning....................................................................................135 Open Space Technology..............................................................................137 The Future Search Conference ...................................................................139 Organization Culture..................................................................................140 Getting It Done..........................................................................................143

11. Continuing Your Exploration of Organization Development . ..............145 Additional Development Suggestions..........................................................146 Getting It Done..........................................................................................147

References.........................................................................................................149

Additional Resources ........................................................................................151

About the Author .............................................................................................155

About the Training BasicsSeries

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STD’sTraining Basicsseries recognizes and, in some ways, celebrates the fast- A paced, ever-changing reality of organizations today. Jobs, roles, and expecta- tions change quickly. One day you might be a network administrator or a process line manager, and the next day you might be asked to train 50 emplo yees in basic computer skills or to instruct line workers in quality pr ocesses. Where do you turn for help? The ASTDTraining Basicsseries is designed to be your one-stop solution. The series takes a minimalist approach to your learning curve dilemma and presents only the information you need to be successful. Each book in the series guides you through key aspects of training: giving presentations, making the transition to the role of trainer, designing and delivering training, and evaluating training. The books in the series also include some advanced skills such as performance and basic business proficiencies. The ASTDTraining Basicsseries is the perfect tool for training and performance professionals looking for easy-to-understand materials that will prepare non-trainers to take on a training role. In addition, this series is the perfect reference tool for any trainer’s bookshelf and a quick way to hone your existing skills. The titles currently planned for the series include:

 Presentation Basics(2003)  Trainer Basics(2003)  Training Design Basics(2003)  Facilitation Basics(2004)  Communication Basics(2004)  Performance Basics(2004)  Evaluation Basics(2005)  Needs Assessment Basics(2005)  ROI Basics(2005)  Organization Development Basics(2005).

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Preface

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he field of organization development (OD) exists to enable people and organi - T zations to do their best work. It’s a growing and important discipline. As a com- pany’s requirements to compete and improve efficiency increase, so too does its need for effective OD.Organization Development Basicsis a primer on common OD prac- tices and introduces several methods within the field.

What Is Organization Development? Organization development work is, at its core, a purposeful and systemic body of work that improves how people and processes perform. Activities and initiatives rep- resent a conscious and planned process to align the various aspects of the organiza- tion to meet its goals. Organization development professionals seek to improve the organization’s capabilities as measured by its efficiency, effectiveness, health, culture, and business results. They do this by facilitating, consulting, coaching, analyzing, training, and designing. There is some disagreement within the field about which practices and tools fit in OD. Some adopt a narrow interpretation that focuses on organization alignment and change intervention. Others see OD as a broader set of practices that includes leadership, diversity, and team training. There is some overlap of skills and practices among OD, training, human resources, project management, and quality improve- ment. To muddy the definition further, each company interprets these functional boundaries differently. According to the Organization Development Network, a professional organiza- tion for OD practitioners, “Organization Development is a values-based approach to systems change in organizations and communities; it strives to build the capacity

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to achieve and sustain a new desired state that benefits the organization or commu- nity and the world around them.” Warner Burke, an OD pioneer, said, “Most people in the field agree that OD involves consultants who try to help clients improve their organizations by applying knowledge from the behavior sciences—psychology, sociology, cultural anthropology, and certain related disciplines. Most would also agree that OD implies change and, if we accept that improvement in organizational functioning means that change has occurred, then, broadly defined, OD means organizational change.” These two definitions share the notion that OD focuses on helping an organi- zation get from Point A to Point B using a systemic approach based on knowledge of the behavioral sciences. The definitions also emphasize that OD work involves managing and implementing change.Organization Development Basicspresents a broad view of OD and touches on a long list of practices and disciplines. Based on actual OD job descriptions, the systemic approach is consistent with the r equire- ments of most OD positions because companies are looking for OD pr ofessionals who can perform an abundance of tasks. That said, there are fundamental practices required of most OD practitioners, such as consulting, facilitating, coaching, ana - lyzing, and managing change. This book delves into these and other fundamental OD practices and will briefly mention other methods.

Who Should Read This Book? This book is a primer on the broad field of OD, and will serve several audiences:  Trainers who want to learn more about OD and add to their list of capabilities  Managers who want to learn basic OD techniques to improve team perfor- mance and satisfaction  Organization development professionals at the beginning of their careers  Human resources professionals.

Organization Development Basicsoffers just the right amount of information to create an understanding of the tools, practices, and core skills of OD. Readers can use the book’s suggestions to apply basic OD techniques.

Look for These Icons This book strives to make it easy for you to understand and apply its lessons. Icons throughout this book help you identify key points.

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Organization Development Basics

What’s Inside This Chapter Each chapter opens with a summary of the topics addressed in the chap- ter. You can use this reference to find the areas that interest you most.

Think About This These are helpful tips for how to use the tools and techniques presented in the chapter.

Basic Rules These rules cut to the chase. They represent important concepts and assumptions that form the foundation of OD.

Noted This icon calls out additional information.

Getting It Done The final section of each chapter supports your ability to apply OD tools and techniques. This section offers suggestions, additional resources, or questions that will help you get star ted.

Acknowledgments This book r epresents a culmination of my 20-year (and counting) exploration into the world of OD. I have enjo yed the advice and coaching of many talented folks along the way and would like to thank them. Thanks to Dave Borden, Jim Booth, Peter Capezio, Bob Drinane, Ralph Stayer, Charlie Jacobs, Laurie Ford, Jeffrey Ford, Stephen Covey, Alfie Kohn, Ilean Galloway, Roger Schwarz, Kate Mulqueen, Linda O’Toole, and the many others who have helped shape and expand my OD practice.

Lisa Haneberg September 2005

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Organization Development’s Contribution to Business Success

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What’s Inside This Chapter

In this chapter, you’ll learn: The three components of the OD approach  A set of OD values  The basic elements of systems thinking  Major contributions made by OD pioneers. 

rganization development practitioners help companies manage change and O align people, processes, and practices for success. They do this by stepping out- side the concerns of a specific function (like human resources, operations, sales) and observing the inner workings of the organization. In its simplest form, OD work aims to be a catalyst that helps the organization get from where is it today (P oint A) to its desired state (Point B). Figure 1-1 shows this fundamental relationship. Another way to state the purpose of OD work is to say that it helps systems get better. As

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