Organisational Change & Development

Rica Viljoen

Description

Organisational Change & Development (OCD) is designed to capture leading-edge thinking about OCD in organisations as it merges with traditional African wisdom. It manifests in issues that differ from organisational effectiveness efforts to a highly individualised craft of catalyst practitioner. In an attempt to provide a solid conceptualisation of the field of study, a framework of inclusivity that can be followed, case studies and OCD methodologies, this book strives to combine some of the practices into reality.The book concludes with a chapter that studies international trends in organisational change and development. The assumptions of the evolving field of consulting psychology are incorporated. The multi-cultural nature of the new world of work and the increasingly diverse settings of organisations of the future ask for higher levels of complexity handling ability, systems thinking ability and the ability to be authentic.Content includes: Organisational change and development in the new world of work Organisational change and development methodologies Change models and approaches Human reactions to change Alternative organisational change and development interventions and modalities Value circles as a way of creating inclusivity in emerging economies Measuring the effectiveness of organisational change and development Building strategic architecture Creating radical organisational transformation through translation of strategy Organisational change and development in the next decade

Sujets

• Gestion et management

Informations

• Publié par: Knowres Publishing
• Date de parution: 30 juin 2015
• Nombre de lectures: 0
• EAN13: 9781869225681
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Copyright © Knowres Publishing and Dr Rica Viljoen
All reasonable steps have been taken to ensure that the contents of this work do not, directly or indirectly, infringe any existing copyright of any third person and, further, that all quotations or extracts taken from any other publication or work have been appropriately acknowledged and referenced. The publisher, editors and printers take no responsibility for any copyright infringement committed by an author of this work.
Copyright subsists in this work. No part of this work may be reproduced in any form or by any means without the written consent of the publisher or the authors.
While the publisher, editors and printers have taken all reasonable steps to ensure the accuracy of the contents of this work, they take no responsibility for any loss or damage suffered by any person as a result of that person relying on the information contained in this work.

First published in 2015

ISBN: 978-1-86922-540-7
eISBN: 978-1-86922-541-4 (PDF eBook)

Published by Knowres Publishing (Pty) Ltd
P O Box 3954
Randburg
2125
Republic of South Africa

Tel: [phone]
Fax: [phone]
E-mail: [e-mail]
Website: www.kr.co.za

Printed and bound: Mega Digital (Pty) Ltd. Parow Industria, Cape Town
Typesetting, layout and design: Cia Joubert, [e-mail]
Cover design: Marlene de Villiers, [e-mail]
Editing and proofreading: Mandy Collins, [e-mail]
Project management: Cia Joubert, [e-mail]
Index created with: TExtract, www.Texyz.com
by





Dr Rica Viljoen










2015
Endorsements

When I read the book Organisational Change and Development – An African Perspective , by Dr Rica Viljoen, my heart leapt with joy to know that the experiences of people like Rica and Loraine Laubscher have been documented to enrich the lives of people in our country. They show us how to adapt to the ever-changing environment in South Africa, sharing the true meaning of organisational change through their knowledge.
I’ve been privileged to work with Rica over the past 20 years. I have first-hand experience of the impact her methodology had on individuals and teams, and in organisations. To have had both her and Loraine as mentors and having been able to be taught by them has had an impact on me as an individual, but also on organisations with which I associate.
The methodology of inclusivity and spiral dynamics gave me the necessary tools and knowledge to translate and connect with employees in a more effective way and with far more insight into the challenges that they experience. The true meaning of spiral dynamics and the knowledge imparted to me by Rica and Loraine gave me the ability to apply it in my daily life when I deal with people. It has always proved to be correct and in line with the situations that I’ve had to face. I would recommend this book to each and every person.
Organisational development is to an organisation what breathing is to a human. Change at a personal level is inevitable for me to develop and grow in order to reach my own capacity through work opportunities given to me within an organisation. Change in an organisation is the only way of delivering exceptional results from the very start. This is done by diagnosing what needs to change, and by applying strategic planning and creating change in organisational culture through focused OCD interventions.
Evaluation of one’s personal growth forces one to make changes that might not be comfortable, but that are necessary to understand and explore one’s own capacity. This could be as a specialist in our own field or in our overall approach to perform at our best through taking up our role in the organisation.
Organisational development can be seen as the essential part of creating the ‘vehicle’ to make things happen, and of creating a more productive individual. It does this by defining and developing the individual into an integral part of the organisation, which benefits the organisation’s need to grow and sustain itself.
This book can assist both organisational development practitioners and leaders to implement an integral inclusivity strategy that will manifest in organisational and personal benefits.
Rene de Beer, Group Human Capital Officer, Renlyn Group (Pty) Ltd

The story of me is the story of OD (Organisational Development).
When an OD process is implemented in an organisation it tells the story of change. It is the story of change, new growth, becoming better.
The focus of the story is the journey of the organisation through three destined domains of reason, namely organisation, teams and individuals. However, there is second story. This story is not always told. It is not always there when OD is implemented. The story is of the ME.
As an organisation goes through change, so does the person, the ME. This does not refer to individuals as elements of the organisation but to the ME. As a person, each of us as the individuals in the organisation must go through an internalised change process, our own OD journey. Very simply, I refer to this internal change journey as learning. And, in my opinion, without learning, the internalised change process that each individual must go through, there is no OD story.
In implementing an OD process, the teller of the OD story must know where the organisation is going, what it will look like when it gets there and how it will behave once it is done. That story can only be told if the story of ME is interwoven into the story of OD.
If you are, or should be a teller of OD stories or learning stories, reading a book like this will provide you with valuable insights to the worlds of change, dynamics, growth, learning and most of all, organisational development.
Cliff Brunette, Learning Experience Specialist

The true impact of any OCD (Organisational development and change) intervention lies in the authenticity of such a process. Through authentic intent in any OCD process the potential sacredness of such a process can be revealed and experienced as a once-in-a-lifetime opportunity for real transformation. However, such transformation then becomes an alchemical process by which those involved can never be reverted back to their original form.
A pre-requisite for the success of these OCD interventions lies first in the correct diagnosis of what should be done and continuous re-evaluation throughout the process. The sacredness of such a journey is respected through the integrity of the OCD practitioner, proper boundary management of the entire process on all levels, and staying true to the intent of the process.
The outcome is then not only improved workplace culture on an organisation, team and individual level, but that people have reported how their entire lives have been transformed and impacted to a point of no return. Stories of improved quality of life, being able to be a better father to their kids and becoming leaders who are willing to look beyond the obvious issues and to make tough decisions have been told. OCD then does not represent a profession only, but also a responsibility towards humanity and a greater purpose in life.
I have been privileged enough to witness and learn from a true master in OCD interventions. This journey can be regarded as sacred. Most of these teachings have been captured in this book and will transform the way you see OCD forever.
Ansun é Coetzee, Organisational Change and Development Practitioner, Mandala Consulting
DEDICATION

This book is dedicated to:
Yvonne Nell, my first human resources manager, for teaching me about consistency and about having difficult conversations in a direct manner and with confidence, and being just. You were an important role model early in my career.
Gayle Piek, a respected colleague and dear friend, who believed in me before I did so myself – for teaching me to see things for what they are, for sharing numerous ideas, conversations and memories with me, and discovering the writings of Jung together. You wisely led me to the field of organisational change and development, and supported me unconditionally.
Wimpie du Toit, a seasoned human resource executive, who not only simulated my thinking, but also enabled a lovely space for me to reflect and write. I will keep my promise to document the stories, typically only spoken.

Thank you
ACKNOWLEDGEMENTS

First and foremost, I would like to thank my family, Hein, Stefan and Ruan for standing beside me throughout my career, and always being supportive of my need to travel and do organisational change and development work.
I would like to acknowledge the contribution of all the participants in the interventions that I have facilitated over the last two decades. Your stories co-created the insights that informed this book.
During the late 1990s, we did numerous adventure training interventions. These were deeply facilitated. My first team-building session was extremely difficult to facilitate. A team with challenging personal dynamics came for a high-rope session. Being well-trained, yet very inexperienced, I wanted to work purely – to follow theoretical frameworks, yet facilitate the session dynamically. The head instructor of the adventure-training course, Leon Lategan, offered his facilitation assistance. Quite arrogantly I responded that I could do this on my own. At the end of the day I was in tears, and pleading with him to assist. The words: “I don’t want to facilitate alone…” still ring true today. Together, we dealt with more than 150 two- or three-day sessions. Some of these were very difficult interventions like conflict resolution sessions during the integration of the different defence forces. Thank you, Leon, I learned a lot from you, and respect you as facilitator and philosopher.
Over the years I’ve had the honour of facilitating with different subject matter experts. Here I need to acknowledge Dr Lorenza van Schalkwyk, Dr Willem