Organisational Development Matters

Below you will find a list of the Knowledge topics for Aspiring Change Agents. Each of the links will take you directly to the additional information and resources for the selected topic. 

• Contracting for change
• OD diagnostic approaches
• Organisational culture
• Cross-cultural Dynamics
• Essentials of management and leadership
• Team development processes
• Evaluation and impact assessment

Contracting for change

What is it? 

Contracting is a process you can use in the initial phase of working with stakeholders to identify the goals, scope and commitment to change. The discussion is likely to focus on a preliminary exploration of the change required, the problems or issues being experienced.   

Some key elements that you may wish to contract with your stakeholders about include: 

Objectives and outcomes for the assignment 

Concerns about the change 

Terms of reference including timescales 

Roles, expectations and responsibilities in the assignment 

Resources including budget 

Identifying and mitigating risk 

The scope and approach to the change process 

Measures of success and evaluation 

Confidentiality 

Levels of support and challenge required 

Feedback and Review process 

Involvement of other stakeholders. 

It is unlikely all these issues can be addressed in the first meeting, but they will all need attention at an early stage of the process. 

Why would I use it? 

A contract with your stakeholders, whether formal or informal is essential to agree outcomes, wants, hopes and expectations.  A good contracting discussion can identify situations where there may be concerns to be surfaced or they may be mixed motivation towards the change being considered.  The contracting discussion should enable work to proceed on the basis of explicit a5greements rather than untested assumptions. 

Responsibility for the relationship is equal between both parties.  However, as the change agent, have the opportunity to hold conversations with your stakeholders which will surface issues which if not addressed at this stage could delay or derail the change process at a later stage. 

When would I use it? 

Contracting should be undertaken during the early stages of an assignment to focus on possible outcomes, expectations, concerns, likely timescales and next steps. 

It is important these issues are discussed prior to embarking on the change process to ensure that there is thorough discussion on desired outcomes, terms of reference, milestones, risk and other plans for implementation. Part of this review will include assessing readiness for change of the individual, team, department or system.  If there is resistance or concerns you may need to increase their readiness for change. 

Factors which may impact readiness for individuals include knowledge and skills, self-esteem, motivation and response to uncertainty. 

In certain situations, there could be other factors affecting readiness for change including state of the department or system, approach to risk and external factors. 

Read: How contracting for results works in organisation development - Institute of Organisational Development, Nancy Zentis 

Watch:  Transactional analysis: contracting matrix - Charlotte Sills 

OD diagnostic approaches

What are they? 

Diagnostics are ways of assessing the current state of a situation or system and identifying problems to be solved.   

The diagnostic process should involve key stakeholders (individuals and groups) who are involved in the desired change. 

As an OD practitioner, you will be required to identify what type of data will be most helpful in moving the organisation or situation forward and you should be able to consider a range of data collection methods. 

The type and method of data collected will depend on the question you are trying to answer. 

For example, if you are trying to diagnose the culture your focus in data gathering may on organisation values (in terms of what is communicated, and the behaviours observed).  Other existing sources of data such as employee surveys, customer satisfaction or complaints may be used. 

Data can be gathered in a variety of ways including questionnaires, focus groups, observations or mapping and these can be designed to source information on a range of issues.  The OD practitioner’s role is to: 

Identify the type of data required to inform choices 

Identify whether the right type of questions is being asked and the data sources are robust 

Confirm who the right people are to either undertake data collection or participate in the data gathering. 

It is important that the data gathered should give you sufficient confidence to design the intervention or route map for change. 

Why would I use it? 

The data gathering process should give both you and your stakeholder information on which to base decisions relating to the change process. 

When would I use it? 

Typically, you will undertake some diagnostic activity at the start of a process in order to bring insight to a situation and allow the most appropriate route or solution to be developed.  Data can also be gathered (although not necessarily to the same extent) as part of the intervention itself the evaluation of the change process.  

Read: Collecting and analyzing diagnostic information - University of Oregon 

Listen: The art of demystifying OD - The HR Uprising, Lucinda Carney

Organisational Culture

What is it? 

An organisation’s culture is made up of the values, behaviours and experiences of an organisation which influence the way it operates. 

In managerial literature there is often the implication that having “the right type” of culture is necessary for effective performance and the stronger the culture, the more effective the organisation. 

Culture is shaped by factors such as leaders’ actions, performance measures, reward systems, vision and strategy, strictures, values and history.  It will manifest itself in behaviour, group norms, symbols, decisions, stories and language and metaphors. 

Why would I use it? 

A sense of the culture of an organisation, department or group is important to understand what is important to the group but also the system in which they operate.   

If you are involved in a change intervention (whether it focuses on the culture or not), the culture of the organisation will have an impact on the process of change. 

When would I use it? 

Awareness of the current culture of the group you are working with will be important in understanding the factors which are likely to support change but also those that will hinder it. 

Raising awareness of the cultural factors with leaders is necessary to expose the reality of the situation (e.g. Why are we doing that this way?).    It can also assist when considering the design of OD or change interventions and how you might use your skills to build trust and influence key stakeholders as well as specific milestones to signal change (e.g. new systems).  As an OD practitioner, your role will support HR and leaders to use change “levers” to create new ways of doing things and reinforcing the desired aspects of change. 

Watch: Culture fundamentals - Edgar Schein

Cross Cultural Dynamics

What is it? 

Cross cultures can refer to multiple cultures within an organisation.  It can also refer to the cultures which may be apparent if the organisation operates across multiple countries or regions within a country.  It can also refer to organisational cross cultures which may arise due to sectors, or even role types.  

There are a range of models explaining cross cultural dynamics and which can be applied in different situations to identify what may be underneath the visible behaviours or facets of the culture.   

Why would I use it? 

It is important that practitioners are aware of these potential dynamics as tried and trusted OD processes may not work or be effective.  As a practitioner your will need to be able to make situational adjustments, and it may be appropriate to consider this as part of the needs assessment or diagnostics before recommending a particular intervention. 

As a practitioner you may become aware of differing behaviours as a result of diverse cultural practice.  This can create tension or misunderstandings. 

When would I use it? 

Work which brings multiple departments, or organisations together may require you to consider cultural needs. 

It is important to develop knowledge in this area so that you can be aware of these potential dynamics, facilitate a better understanding of each other through focused enquiry and deeper listening. 

Read: When crossing cultures use global dexterity - Andy Molinsky

Watch: 100ft journey - asking for a discount 

Listen: Why focusing on differences won’t help you build commonality - The Culture Mastery, Darren Menabney

The Essentials of Management and Leadership

What is it? 

The essential skills, knowledge and behaviours required of managers and leaders in organisations which will enhance and develop capacity and capability of the people employed in it. 

Investing in leadership and management development is usually driven by organisational strategy and need. Much leadership and management development is focussed on the acquisition of knowledge and skills, however, one of the benefits for managers is the opportunity for reflection on their own actions and behaviours.  

An operating environment which operates in uncertainty and rapid change means leaders and managers need to respond rapidly and actively to ensure organisations adapt to these circumstances. 

Why would I use it? 

The definition of leadership and management is evolving and as a result, leaders are required to be able to adapt to fast changing environments. 

In many organisations, leadership is less about hierarchy and more about collective collaboration, and individual person-centred leadership.  New thinking around leadership approaches which are worth exploring further include Compassionate Leadership and Intent Based Leadership. 

OD Practitioners will need to consider the new kinds of practice required by leaders based on what they are expected to achieve. A key role will be supporting them to develop the leaders’ personal abilities through the design and delivery of appropriate interventions. 

Leaders and managers are increasingly required to be the drivers of change and culture rather than being led through HR or OD.  As a practitioner you are therefore more likely to be required to support development in areas such as strategic thinking, visioning, inspiring and developing others, creating an environment capable of change and so on. 

When would I use it? 

The choice of development approach is not simple. You will need to consider what it is that you are aiming to develop and how this can be achieved. This can include development for existing and future leaders and managers.  This will involve anticipating what will be required in the future and where the organisation is heading so that appropriate interventions can be implemented. 

You will also need to consider whether different approaches are required for different cohorts. 

A leadership and development strategy may be required with consideration given to development of current leaders and also a strategy for identifying future leaders  and the skills, behaviours and capabilities that will be required 

Read: Leading to Change website

Watch: Compassionate and inclusive leadership - The King's Fund, Michael West 

Listen: Intent based leadership (Turn the Ship Around!) - David Marquet 

Team Development Processes

What is it? 

Effective team working is essential for organisational success.  

Team development processes help groups become more effective in accomplishing tasks and satisfying the need of the group or team members. Team development initiatives can take various forms ranging from assessment of team preferences using different inventories or questionnaires, outdoor activities, simulations and team events. 

Models and frameworks which explore team dynamics include Patrick Lencioni’s Five Dysfunctions of a Team in which he argues that teamwork remains the ultimate competitive advantage, and Bruce Tuckman’s 5 stages of team development. 

Why would I use it? 

The aim of team development is to help teams work more effectively and efficiently together while improving and strengthening the relationships between people in the group. It relates to a wide range of activities designed to improve overall team performance in an organisation.  

Reasons to consider team development initiatives include: 

Enhancing communication  

Assisting team members to understand their preferences in terms of motivation and communication style.  These activities can raise awareness of how individuals in a team prefer to operate and can help them adapt their style 

Motivating a team to perform by understanding the issues that are impacting on overall performance levels 

Establishing trust amongst team members which may be particularly important for new or temporary teams 

Aligning teams with organisational objectives which is particularly important if the organisation is shifting its goals and strategy. 

When would I use it? 

Team development can be targeted at helping newly formed teams begin to work together as a unit; assisting established teams evaluate where they can make improvements; supporting teams experiencing problems or planning for new ways of working as a result of organisational changes.  

The design of the intervention would depend on the specific issues you are trying to address, and the development may not sit in isolation from a longer-term initiative or intervention. 

Read: Assessing team development needs - Good Practice

Watch: Teamwork: The five dysfunctions of a team - The Table Group, Patrick Lencioni

Listen: Building effective teams: Where do you start? - Deloitte 

Evaluation and Impact Assessment

What is it? 

This is the planned measurement and assessment of the work undertaken to see whether it has delivered its objectives. 

Often the objectives of a piece of work will include culture change, behaviour change, process improvement, organisational effectiveness and so on.  However, they may not be specific enough to measure the impact of the work.   

As OD Practitioners, we need to identify the measurable indicators that will demonstrate a positive outcome as a result of the intervention.  The measures may be qualitative and/or quantitative and should be aligned. 

It is important to consider factors that may impact the outcomes when designing and using specific measures.  This may include the quality of the measure used, the nature of the rating process (e.g. confidential or anonymous) and so on. The focus needs to be on realistic measurable indicators of impact. 

Survey feedback, behavioral  feedback, performance ratings, observations, interviews, and focus groups are just some of the ways you can collect data and use them for your evaluation purposes.  

Why would I use it? 

Kirkpatrick’s evaluation model (1998) shows that there are multiple levels of impact that can be measured and can be a useful model on which to base your evaluation and impact assessment incorporating different levels of analysis, using the right type of metrics at the right time. 

A well thought out evaluation process will build a meaningful story out of the data you have collected by identifying where change is really happening and where it is failing.  It is your role to ensure that any analysis is done undertaken correctly by asking the right questions and ensuring the agreed measures and data are robust and appropriate. 

When would I use it? 

Consideration should be given to measures early in the process of the intervention, especially if a pre-intervention assessment is to be included.  OD Practitioners will also need to think about the most appropriate post intervention period to measure the impact of the work.  It may be appropriate to design a new process to measure the intervention or change effort to allow for a pre and post comparison. 

As an OD practitioner you will need to think about when you expect to see the outcome change as a result of the intervention.  You may need to consider assessing impact at discrete points in time, rather than thinking about a single end point. 

In Mee-Yan Cheung Judge’s book, Organisation Development: A practitioner’s guide for OD and HR, there is an excellent chapter on evaluation and designing and assessing the impact of interventions. 

Read: Kirkpatrick evaluation method - Donald Kirkpatrick

Watch: A conversation with - Jack and Patti Phillips