Stronger together? The contribution of an organisational development approach to shaping academic culture
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Stronger together? The contribution of an organisational development approach to shaping academic culture
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Stronger together? The contribution of an organisational development approach to shaping academic culture
- 1. Stronger together? The contribution of an organisational development approach to shaping academic culture AUA Annual Conference Edinburgh 26th March 2013
- 2. Introductions Dr Rachel Birds Hunshelf Training and Consultancy Ltd • 20 years’ experience in the further and higher education sectors • Universities of Northumbria, Warwick and Sheffield • Company director • AUA Trustee • Associate Tutor – teaching and research
- 3. Introductions Melissa Bradley Faculty Administration Manager, University of Kent • 13 years’ experience in the higher education sector. • Universities of Chester, Reading and Kent. • AUA Board of Trustees
- 4. You
- 5. Session outline By the end of the session, participants will have: 1. Critiqued different interpretations of OD 2. Identified common assumptions and practices within the HE sector in the UK 3. Considered the existence of a common culture across HE 4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices 5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level
- 6. Interpretations of OD CIPD: planned and systematic approach to enabling sustained organisation performance through the involvement of its people
- 7. Interpretations of OD • A planned process of change in an organisation’s culture through the utilisation of behavioural science technology, research and theory. (Warner Burke) • An effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard) • A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)
- 8. Interpretations of OD • planned process of change in an organisation’s culture through the utilisation of behavioural science technology, research and theory. (Warner Burke) • organisation-wide,managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard) • A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)
- 9. Unpicking OD Assumptions: • Culture can be changed • Top-down impetus • External ‘change agent’ • Effectiveness through processes
- 11. 1. What is organisational culture? • Is a university different from other organisations? • What do we value in higher education? • What is academic culture? / Academic Freedom • Does it only apply to ‘academics’? • Culture or cultures? • (How) can we change culture?
- 13. 2. Structures, Processes and Practices How congruent are we already?
- 14. The contribution of OD to congruence
- 16. Session outline By the end of the session, participants will have: 1. Critiqued different interpretations of OD 2. Identified common assumptions and practices within the HE sector in the UK 3. Considered the existence of a common culture across HE 4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices 5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level
- 18. Further reading Beckhard, R (1969) Organization Development: Strategies and Models. Reading, MA: Addison-Wesley Beer, M. (1980) Organization Change and Development: A Systems View. Santa Monica, CA: Goodyear Beer, M., R. A. Eisenstat, and R. Spector (1990) Why Change Programs Don't Produce Change. Harvard Business Review, 68 (6) pp.158–166. Burke, W. (2011) Organization Change: Theory and Practice 3rd Edition. London: Sage CIPD (2013) Website. Retrieved from http://www.cipd.co.uk/hr- resources/factsheets/organisation-development.aspx Cummings, T.G, and C.G. Worley (2005) Organization development and change. 8th ed. Mason, OH: South-Western Publishing.
Notas del editor
- 2 mins to introduce yourself to the person sitting next to you.
- Talk for a bit but plenty of opportunity for you to talk. Value of AUA for us is networking, sharing experiences, learning from each other. Our role is to facilitate that process not to lecture from the front.
- Behind the CIPD definition is lots of R&D but also a lot of confusion (source: http://www.cipd.co.uk/hr-resources/factsheets/organisation-development.aspx)
- Looking at some of the classic research – here are some definitions. First research/publications in 50s/60s. These authors were pioneers – but have things changed?
- They all seem to build on the same basic premises. Here are the salient points with the repetition removed – the white space indicates a lot of overlap. Definitions build on and nuance ideas but basically all singing from same sheet – so where’s the confusion?
- The confusion possibly arises in the practice rather than the theory. OD theory makes some key assumptions – these are contentious and open to challenge.
- Let’s consider some of those challenges and see how far we want to contest or support them
- First assumption is that culture can be changed. Leads us to a number of interesting questions…in our own context of HE. Huge questions.
- Small group work – what do you think? 5 mins – report back
- How congruent are we across the sector? Binary divides? Internationally? Do we all need/want/have a top down approach? Do we all need/ welcome/ encourage externality through ‘change agents’? Are our processes inefficient and if so why? How can this be changed? Are these the only options open to us – examples from group? Whole group discussion. 5 mins
- Group discussion again – how far are you convinced? Where can OD help? What are its limitations? Present key ideas back to group – one contribution and one limitation each
- Personal reflection – what do you think? Write down some learning points!
- Any questions or comments?
- Note provenance – all US
- Spend a few minutes sharing contact details with people you’ve met in the room today.