Organisational Development

Parent Step Type Process Owner


Process Step Description Responsible
1. Entry. Find needs for change within an organisation. Identify the nature of the organisation, identify the appropriate decision makers, and formalise relationships.  
2. Start-up & Contracting. Identify critical success factors and real issues, link into the organisation's culture and processes, and clarify roles for (any consultant(s) and) employees. Manage resistance to change within the organisation. A formal or informal contract will define the change process.  
3. Assessment & Diagnosis. Collect data in order to find the opportunities and problems in the organisation. Make a diagnosis, in order to recommend appropriate interventions.  
4. Feedback. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) Provide an opportunity for the organisation's people to become involved in the change process. Explain how different parts of the organisation affect each other, Select appropriate change interventions.  
5. Action Planning. Distill recommendations from the assessment and feedback. Consider alternative actions and focus intervention(s) on activities that have the most leverage to effect positive change in the organisation. Develop implementation plan based on the assessment data. This plan is logically organised, results- oriented, measurable and rewardable. Plan for a participative decision-making process for the intervention.  
6. Intervention. Carry out the change process. It is important to follow the action plan, yet remain flexible enough to modify the process as the organisation changes and as new information emerges.  
7. Evaluation. Assess changes in the performance and efficiency of the people and their organisation. Verify this success, identify needs for new or continuing activities, and improve the process itself to help make future interventions more successful.  
8. Adoption. Implement processes to insure that this remains an ongoing activity within the organisation, that commitments for action have been obtained, and that they will be carried out.  
9. Separation. Identify when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. Plan future contacts to monitor the success of the change and possibly to plan for future change activities.  
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Created: Monday, November 28, 2011 21:24
Exported: Monday, November 28, 2011 21:24
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