Organisational Development Matters

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

• Consulting approaches and processes
• Conduct restructure of an organisation
• Transformational change
• Improvement strategies

Consulting approaches and processes

What are they? 

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 dependant 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. 

Consulting works on a spectrum and you may operate on a number of levels from “expert” through “collaborative” to “process” consulting, a brief summary of each is below: 

• Expert: As the consultant you will analyse problems, make recommendations and prescribe solutions.  Your knowledge, skills and energy are used to move the change forward 
• Collaborative: You build a relationship with the stakeholder with whom you’ll jointly diagnose the issues, create readiness for change and agree the way forward.  You’ll be partnering with your stakeholder to move the change forward 
• Process: You will use the client’s knowledge, skills and energy to move the task forward and your role is to observe, create a learning environment and provide feedback. 

The consulting process will broadly include the following stages: 

• Gaining Entry and Contracting 
• Joint diagnosis of the situation 
• Bringing about change 
• Evaluation  
• Integration 

Why would I use them? 

Your relationship with the stakeholder and your understanding of the situation are critical in assessing what consulting approach you will need to take. In your role, you will need to adopt an appropriate style to achieve the desired outcome for your stakeholders. 

When would I use them? 

With both existing and new stakeholder relationships, it’s important that you spend sufficient time in the contracting and diagnostic phases of the consulting process.  The intervention may move you from consultant to facilitator, coach, or OD specialist but the adoption of a specific consulting approach will be important in ensuring the desired outcome as required in that particular situation. 

Read: How to Establish Trust - Good Practice 

Watch: Transforming your culture with conversations - Center for Creative Leadership 

 Listen: Practice-based learning podcast: a bold explorer’s guide - Mayvin, Dr James Traeger, Dr Rob Warwick

Conduct Restructure of an Organisation

What are they? 

You may be involved in or lead the process for organisations to organise or redesign the systems, structures, processes and roles they undertake, and which meet strategic objectives. The aim of the change will be to either improve performance, increase effectiveness or take advantage of new opportunities. 

The process and content will depend on the scale of the restructure.  However, activity may include: 

• Due diligence on existing structures, activities, competences and behaviours 
• Design of structures, work processes, roles, knowledge and skills 
• Agreement of guiding principles to implement the change (e.g. appointments, relocations, exits) 
• Managing risks and issues 
• Providing support for leaders and managers through the process through effective communication and learning 
• Retaining key talent, handling redundancies and other exits 

Why would I use it? 

OD Practitioners have a key role in designing the change process and supporting implementation in a structured way. 

You will have a key role in Identifying sensitive matters as early as possible and supporting leaders to manage anxiety and resilience through the organisation. 

When would I use it? 

OD Practitioners can add value through the restructure process by attending to the behavioural aspects of change, supporting leaders with managing resistance and resilience, and acting on development interventions which may be required. 

Read: The process of organisational restructuring for large corporations - Expert360, Witold Kowalski

Watch: Talks to watch when your company's reorganizing - TED

Listen: Reorganization rules that work - McKinsey & Company 

Transformational change

What is it?

Change that goes beyond the altering of structure and process and may completely alter the entire operating environment.

As OD Practitioners you need to understand the context in which change is being designed and whether that context will facilitate or hinder the process.

Why would I use it?

As an OD Practitioner you can add value by determining the levels of change that the OD intervention will tackle.  If an organisation changes external factors such as processes and procedures, it is unlikely to lead to the deeper, longer lasting change which is often more radical.

Having well connected networks, means you can identify emerging and future issues for the intervention as well as opportunities for transformation to help the organisation achieve its goals.

When would I use it?

Transformational Change relates to change associated with mission, vision or strategy.  This may include corporate reinvention, restructures, mergers, culture change. As an OD practitioner you’ll need to consider which other initiatives need to be linked to the OD workstreams.

OD Practitioner skills lie in being able to challenge the status quo and support leaders in creating a compelling vision which support the transformational change which not only require changes to strategy, structures or systems but also to mindset, focus and capability.

Read: Transformational change: an ecosystem approach - Center for Creative Leadership

Watch: Transformational change in health and care: reports from the field - The King’s Fund

Listen: Disruption, friction, and change: the hallmarks of a true transformation - McKinsey & Company 

Improvement Strategies 

What are they? 

The vision, goals and strategy which define the steps which will improve organisational processes and lead to organisational behaviour that delivers sustainable improvements to performance. 

As well as playing a critical part in helping leaders develop the improvement strategy, you are likely to be involved in developing and delivering the range of initiatives to support this and which may include: 

• Leadership and management development 
• Culture change and change management capability 
• Supporting employee engagement activity 
• Talent management and succession planning 
• Knowledge management.- tapping into the expertise of employees and sharing it 
• Continuous improvement/evaluation. 

Why would I use it? 

Research shows the importance of leadership, culture change and organisational development in terms of delivering step change and performance improvement. 

As OD Practitioners you are an integral part of organisational improvement. As leaders are required to address new challenges, visible leadership is critical to the organisation’s strategy as results are delivered through people. 

When would I use it? 

Improvement strategies will be at the heart of organisational change initiatives to support leaders to achieve their objectives.   

As Advanced Practitioners you will need to be able to identify the approach to measuring organisational health and performance and work with leaders to determine the culture and leadership needed for the future. 

You will build the capacity and develop the knowledge and skills of leaders and managers to perform effectively as well as supporting different services in driving change and increasing efficiencies. 

Read: Developing a leadership strategy - Center for Creative Leadership

Watch: Creating the conditions for high performance - Good Practice 

Listen: How leaders can see around corners - Jacob Morgan