Organisational Development Matters

What was the issue/problem?

The Secretarial Team Manager identified that her team were not working together as well as they had been; there was general poor communication, a lack of respect for one another and small cliques had formed. 

How did you determine it was something that required OD support?

Through discussion between the OD facilitator and team manager looking at what the issues were and what the desired outcome was. 

What approach did you take and why?

The OD facilitator met with the manager and 18 team members together to explain the process and the model.  Initially the team did not perceive any need to engage with the process or believe there would be any benefit from it. 

However, through discussion with the OD Facilitator and having been assured that their responses would be anonymous they began to acknowledge that there may be benefit to the team and the system and they agreed to participate. 

How did you determine the type of intervention(s) tool to use?

Through discussion between the OD Facilitator and the Team Manager.  It was decided to use the Living the NHS Grampian Values and Behaviours diagnostic tool. 

This tool allowed all the team including the manager to be honest in their responses.  The team forms the basis for conversations around what would be required to improve scores.   

These conversations support a Stop, Start, Continue exercise with team members being encouraged to commit to individual and team actions that will achieve the desired shifts. 

What role did evaluation play in your design and in the measurement of impact?

It was agreed that the team report would be re-run in six months to measure the shift in culture within the team.