By Patrick A. Trottier
Before we begin:
This write-up relates to the traditional Organizational Development methodology rather than the Emergent Organizational Development (EOD)® Platform generally referred to on this site.
What is Organizational Development?
Organizational Development is a business strategy.
Using ‘OD talk’, OD is the appreciation, development and integration of organizational aspects, processes and elements such as people, business processes, strategies, organizational design, systems (IT/IS), relevant environments, business models and culture (to name a few), into a systemic, integral whole in order to achieve desired business goals.
Organizational Development is the process of:
1. Building organizational capacity to become more emergent, adaptive and effective with its rapidly changing environments…
2. Mastering strategic and operational capabilities to overcome the increasingly complex challenges in accomplishing its desired business goals…
3. Enhancing an organization’s ability to create and sustain its organizational and business vitality and viability…
4. Creating an ‘Emergent Living Vision’ (Trottier, 1995) so people experience, and are engaged in the ongoing development and evolution of the organization
5. Creating an ‘Emergent Living Culture’ that fluidly adapts to changing norms, beliefs, and values in its internal and external environments, as well as manifesting consistency and congruency between those evolving stated ‘values’ and day-to-day experiences.
On Culture – a key and critical focus of OD: A key consideration in developing an organization’s culture is to embed its mission, vision and values into the development of people, its structures, job designs, its technologies, processes and systems… as well as its business model, strategic focus and its organizational design. ( see: Culture As A Core Business Strategy – an Emergent Approach To A Living Culture; https://globaltransforming.wordpress.com/2017/01/06/culture-as-a-core-business-strategy-an-emergent-approach-to-a-living-culture/ )
Simply, ‘culture’ is what people (internal and external) ‘experience’ as patterns on a continuous basis when interacting with an organization.
For the sake of a common understanding, let’s define culture as:
‘Influencing patterns’ that people consistently and congruently experience over time which emerge as the norms, beliefs, values and practices that guide people in their perspectives, attitudes, decisions and behaviors’. (Trottier, 1996)
An ‘influencing pattern’ is a contingency of interdependent patterns that begin to emerge and form into something which has an inherent capacity to influence persons and events. (Trottier, 1995)
OD Is A Whole System Perspective
OD focuses on developing the organization as an integrated, ‘whole system’ to create organizational capacity, viability and vitality.
From a ‘whole systems perspective’ a change in one part may have a dramatic ripple effect on the whole organization. To appreciate such, one then has to ‘see’ the organization ‘as a whole, integrated, systemic system’ – which also includes its community, environments, supply partners, stakeholders and customers.
Thus, OD takes a ‘whole system’ perspective in order to understand how the parts (both inside and outside the formal organization) work together to enhance systemic integration of its functions aligned to its mission, vision, values, and business goals.
Traditional OD sees an organization’s mission, vision and values as acting as a foundation to its strategies, decisions and actions.
I think we would all agree that each organization needs to develop their own unique mission, vision and value statements.
Thus, I believe an OD approach needs to be fully customized within an overall OD approach because every organization is unique based on its own history, values, culture, issues, strategies, goals, performance levels, and where the organization is at in its stage of development as an organization.
The OD ‘steps’ mentioned below allows for such customized OD designs to ‘fit’ that organization.
Three Levels Of Change and Development
I view three levels of change and development in an OD approach:
1. Incremental Change and Development – To improve effectiveness, efficiency and continuous improvement aligned to current critical success factors and strategic focus. (Stay the course, increase performance to achieve business results)
2. Transitional Change and Development – Organizational alignment. To enhance adaptability and alignment of the organization to changing environments, strategic directions and business goals. (embeds 1.)
3. Transformational Change and Development – Cultural transformation within an adaptive, emergent paradigm – designed to evolve and embed the values, attitudes and beliefs (VABs) of your organization within your structures, systems, processes, decisions and behaviors to support your long term business strategies. (embeds 1., 2.)
‘Action Research’ serves as the traditional overall ‘framework’ for most OD approaches. (Kurt Lewin, 1944)
Within the Emergent Organizational Development® Platform, traditional Action Research has emerged to the following:
As OD itself further evolves, there is greater emphasis on the integration of more current approaches / platforms like Emergent Organizational Development (EOD)® (https://goo.gl/7jiOo4) which has emerged through the understanding and practices of such methodologies and concepts as:
- The Fundamentals of Organizational Development (Emergent Action Research™).
- Chaos Theory. “Out of chaos emerges form.” (Patrick Trottier, 2015)
- Complexity Theory. “Out of complexity emerges simplicity through form.” (Patrick Trottier, 2015)
- Process and Emergent Consultation approaches.
- Human Development and Naturalism.
- Emergent business structures, systems and processes.
- Open, integrated IT/IS/AI system designs, information streams, continuous loop feedback and pattern display interface.
TRADITIONAL OD IS A DYNAMIC PROCESS – Not a Linear Formula
OD is like a ‘recipe’ with different designs and ingredients to achieve on-going development specific to THAT particular organization – with its own, unique history, culture, issues, strategies and goals.
Fully customized approaches are called for to be effective – as well as creating the necessary degree of ‘readiness’, ‘ownership’, ‘effective engagement’ and a shift in ‘mental and emotional frameworks’ for effective change and development to take place.
OD integrates concepts, tools and applications of behavioral science and applies relevant methods for the overall development of an organization.
The ‘recipe’ in a dynamic traditional OD approach are predominately:
1. Entry – Exploratory Interviews (What do you really want?) and Contracting (How we are going to work together).*
2. Forming A Powerful Guiding, Supportive Coalition, Engaged Leadership (not exclusively ‘positional’) at all levels, A Meaningful Mission / Purpose, Vision, Values Statements and Strategic / Operational Business Focus (throughout the organization).*
3. Design An Initial ‘Draft’ Organizational and Development Dynamic Approach with the client organization (in partnership)*.
4. Create Understanding and Effective Engagement (a felt need) Throughout The Organization*.
5. Joint Assessment, Feedback and Diagnosis (in partnership)*.
6. Strategy, Design and Action Planning (in partnership)*.
7. Interventions – Implementation on different levels to form a gestalt (in partnership)*.
8. Evaluation – Continuous Feedback For Continuous Change and Development (in partnership)*.
9. Reinforcement – Shaping – Adoption / Internalization (new norms) *.
10. Continuous Maturation / Adaptation / Evolution.*
* Every aspect of an OD approach must mirror the mission, vision, values and strategic focus as well as the desired culture giving people a different experience than the ‘status quo’ that desires to be changed. Simply, the approach must mirror that which you want to create in the organization.
(Side note: How many times have I witnessed some ‘change management’ or OD (?) approach that reflects the current approach to things and people say – well, that was a good luncheon, but it all seems the same to me. This is emphatically because their ‘experience’ during the ‘change program’ gives the same message of that which needs to be changed – go figure. Duh. And I won’t get such terms as ‘program’ or ‘initiative’ or whatever… at this time – but think about it. All I will say is that when ‘change management / change initiatives / OD is outside of one’s normal day-to-day functions, it becomes a ‘project’ – well, good luck on that. LOL)
*Again, a main attribute of the above OD process is the emphasis on creating the necessary degree of readiness, ownership, a shift in ‘mental framework(s), and effective engagement throughout the OD process. The value of such is to ‘make it real’, to reduce the 70% change and development failure rate while at the same time to lower resistance to the changes desired.
The following ‘FIT’ model illustrates the degree of certain individual and organizational dynamics appropriate to and needed based on the type of change and development desired.
A write-up on the four basic consultation models in the diagram (expert, medical, process, emergent) can read at: https://globaltransforming.wordpress.com/2012/06/13/approaches-to-consultation-the-four-basic-models/
I hope this gives you some idea on how I view and approach the practice of fundamental Organizational Development.
OD is not ‘change management’ (CM).
OD has a distinctive and a very different philosophy, values, fundamentals, perspective, methodology, approach and business value to the client than CM.
OD is the continuous, on-going development of an organization as a whole system.
CM is a project, an initiative of sorts to move parts of the organization from A to B.
OD is an approach which is distinct.
There are many approaches to ‘Leadership Development’.
There is an OD approach to ‘Leadership Development’.
There are many approaches to Business Process Improvement.
There is an OD approach to Business Process development.
Thank you for your time and consideration.
All comments are appreciated.
© Patrick Trottier and Associates, 2012 (All rights reserved)