Organisational Development Matters

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

• Consultancy styles and processes
• OD Theory
• Organisation Design theories
• Change theory
• Change Management process
• How to facilitate

Consultancy styles and processes

What are they? 

As an OD practitioner, you will need to be practiced in working with a range of consulting styles as well as being able to work with emergent change, contradiction and ambiguity. 

As a consultant you normally operate outside of the stakeholder’s system. Each of your stakeholders is different and each problem or challenge they present is different, so you need to be prepared to respond in a number of different ways. 

The range of consulting skills you need to draw on will be dependent on the stakeholder. Sometimes they are experienced and can understand and analyse their problems but need an independent sounding board to help them sort out their thoughts and test ideas. 

In other circumstances, your specialist knowledge of organisational development. 

The consulting process will broadly include the following stages: 

• Gaining Entry and Contracting 
• Data collection and data analysis 
• Joint diagnosis of the situation 
• Action planning 
• Action taking 
• Evaluation  
• Termination or Integration 

As an OD practitioner, your consulting skills are likely to be understand systems theory where you are more able to read situations and take a whole system view.   

You will also have a better understanding of different approaches including the diagnostic, and dialogic approach to OD. 

You will be more in managing emergent change rather than a clearly defined version outcome. 

Why would I use them? 

The OD cycle differs from other consultancy cycles through the use of data collection, joint diagnosis if issues with stakeholders, developing solutions through an increased understanding of the organisation and the system in which it operates, increasing the capability of the stakeholders and employees to allow sustainability. 

When would I use them? 

Your practitioner skills are more likely to be used in situations involving complex change where you will know how to support stakeholders to navigate through change.  This is likely to include whole organisations, where multiple functions are involved in change and situations involving diversity of group and individual dynamics. 

Read: Role of internal consultant - Roffey Park Institute 

Watch: Working with complexity and unconscious dynamics - NES Leadership Links webinar

Listen: Handling organisation development effectively - CIPD podcast

OD Theory

What is it? 

The research, concepts and models that discuss the theories relating to organisational change and performance. 

OD is a field of practice which is wide and open to many interpretations and concepts.  Typically, OD is associated with change and organisational effectiveness and OD Practitioners will work within systems and organisations, but it is not formulaic. 

What is apparent is that there is no single definition of OD. The field of OD is broad, and complex influenced by behavioural science, organisational psychology theory and models in conjunction with change management methodology. The solution to an issue faced may require research into more specific theories of, for example, team dynamics, leadership, culture, employee engagement or ‘the psychological contract’.  

Why would I use it? 

As an OD practitioner or consultant involved in change, your practice is bound in the building blocks of OD practice as outlined by Mee-Yan Cheung Judge and Linda Holbeche in their book Organisation Development: A practitioner’s guide for OD and HR.  They described OD theory as including: 

·       Tools and techniques that we can use to enable the system or group to “shift”. 

·       Theoretical assumptions which help us know how to diagnose and what to look for as well us formulate a hypothesis to be tested 

By developing your practice in this field of behavioural science,  you will accumulate knowledge for different theories which you can draw on to develop your own competences and draw on a range of theories and models to support the needs of your stakeholders. 

When would I use it? 

Different OD Theories can help you understand the way organisation and system operate, the theories associated with change as well as theories associated with leadership and behaviour.  This understanding will allow you to increase your influence and understanding which will in turn benefit your stakeholders. 

Read: https://organisationdevelopment.org/five-core-theories-lewins-change-theories-organisation-development/ 

Listen: Contingency theory - Joan Woodward 

Organisation Design Theories

What is it? 

These are the frameworks and models which can be used to assess, design and implement organisation structures that will achieve the desired outcomes usually to build organisational capacity and deliver the organisation’s strategy. 

Drivers of change can include but are not limited to new technology, reducing operating costs, improving efficiencies or refocusing on customers. 

Organisation Design Theory is the study of how organisations function.  It developed by looking at organisations as systems and had its roots in time and motion studies.  

As the field developed, key thinkers include Lewin, Galbraith (STAR model) and David & Lawrence (Matrix model) and Burke-Litwin. Models often focused on aligning people with structures, processes, technology and information. 

More recently there has been a move away from traditional hierarchical structures to more flexible organisations which include autonomous work design, Total Quality Management, empowerment and learning organisations. 

Why would I use it? 

As an advisor, the decision to restructure may already have been made by the time you are involved, however by using elements of design criteria from these theories, will enable you to support stakeholders get clarity on what they are trying to achieve and to agree the principles of design. 

When would I use it? 

The processes, models and frameworks associated with organisation design are useful for consideration during the design process.  In particular you will need to assess the current structure and how it functions and its alignment to core objectives or strategy.  

The theories and models (e.g. 7S model etc) can be useful in helping you work with the senior leadership group to participate in the design process and define the organising principles, processes, procedures and people that will inform the new design. 

This will then be transformed into the transition planning and implementation phase. 

Read: Mintzberg: parameters of organisational design - Good Practice 

Watch: Organisation design:top tips for organisation design and organisation structure - Ashridge Business School, Andrew Campbell

Listen: Organisation design and work-life - Diana Larsen

Change Theory

What is it? 

Change Management Models and Theories have been developed based on research and experience on how to best manage change within an organisation. Most change management models  and theories can provide a supporting process that can be apply in a variety of different circumstances. 

They will often include the steps or activities that are required to manage change from inception to delivery exploring the content or fundamental aspects of change, the process of change in groups and organisations,  

organizations 

Van de Ven and Poole (1995) reviewed 200 articles on change and identified 4 types of change theory.  In its simplest form their review suggested that organisational change comes about as a result of one of the following; goal driven, life cycle (progression through a sequence of stages), conflict (opposing bodies through which change is achieved via several options) and finally evolution (continuous cycle over time). 

Some models, methodologies and frameworks to explore include McKinsey’s change management framework, John Kotter’s change management model and Kurt Lewin’s 3 step model of change. 

Why would I use it? 

Getting familiar with change theory will allow you to understand the impact of change on the organisations you work with and help your stakeholders through what can be, at times, a difficult process. 

Knowledge of the fundamental aspects of change will give you a better understanding of individual responses to change and the general nature of change. 

It will also allow you to gain insight into three key processes: planning change, managing change (both the "people" side and the "organisation" side) and evaluating change.  

When would I use it? 

Understanding models and theories allow you to critically evaluate current concepts of the nature of change in your organisation. They may allow you to think about potential challenges, or development needs of individuals and the organisation as a result of the proposed change. 

They may also help you in considering other organisational systems and processes which may impact the change. 

Read: Leading change: why transformation efforts fail - Harvard Business Review (You can sign up to 3 free HBR articles per month) 

Watch: Lewin's 3 stage model of change (article and video) - Muhammad Raza

Change Management Process

What is it? 

Organisations are constantly experiencing change. Whether caused by new technology, revised processes, reorganisation, or service improvements, change is constant and necessary in responding to changing demands.  

There are many processes which can be followed to manage planned change.  However, typically they will include the following steps: 

·       Identification of what will be achieved by the change.  This is essential to ensure that objectives are clear and agreed.  This process should also identify the resources involved in the process and who will lead the process. 

·       A business case will need to be prepared to engage key stakeholders and to gain agreement to the objectives, outcomes, resources and costs. 

·       A change plan or roadmap will identify the direction and route that will be taken to achieve the change.  This should include clear targets or milestones. 

·       Communication planning is essential to ensure clear and open lines of communication take place through the process. 

·       Identify and manage dependencies, risks and issues 

Change is an ongoing process, so changes will be required and therefore reviews should take place regularly. There are some great examples in NHS Scotland of transformational change as part of Project Lift.  Further inspiration and case studies can be found on the Project Lift website. 

Why would I use it? 

With planned change, utilising a clear process should ensure that there is a greater chance of a successful outcome, plus it will allow you to address issues regularly and early. 

Using an effective process will avoid poor communication and allow for well-planned implementation.  However, it is important the process is flexible to respond to emerging issues. 

However, change management initiatives can overlook the people aspects of change including individual wants, needs and motivation in response to change. 

When would I use it? 

It is recognised that a change process is more effective for incremental or process change or to support formal change models. 

It may be less appropriate in situations where systemic change (focused on behaviour and interaction) is required.  OD practitioners are more likely to focus on engagement by using methods focused on dialogue and problem solving in these instances. 

Read: What do OD practitioners know about managing change? - W Warner Burke, Allan H Church 

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

Listen: Radical help - Hilary Cottam 

How to Facilitate

What is it? 

Facilitate means “to make easy.”  As a facilitator, your job is to make the meeting easier for the participants.  Your main task is to help the team or group increase its effectiveness by improving its processes.  A facilitator manages the method of the meeting, rather than the content. Facilitators are concerned with how decisions are made instead of what decisions are reached.   

Why would I use it? 

Your understanding of team behaviours (both constructive and destructive) will enable you to help the group development and performance.   

Sometimes it will be necessary to intervene with an individual or an entire group because of behaviour or actions during the session. An intervention can include a statement, question or nonverbal behaviour that is designed to help the group.   

The aim of the  intervention is to maintain the group’s autonomy and to develop its long-term effectiveness ultimately reducing the groups dependence on the facilitator.    

When would I use it? 

When working with groups, the facilitator sets the tone of the session by agreeing with the group the working arrangements and ground rules. 

You are likely to be required to intervene with the group if the discussions stalls or fragments or when one or two members of the group start to dominate the discussion. 

You will also add value by summarising discussions and conversations, asking question to clarify understanding and bring closure to the meeting with an agreed end result or action. 

Watch: User testing facilitation techniques - Kara Pernice

Listen: How to facilitate facilitators - Holger Nauheimer