Tuesday - Workstream 1 - OD Master class - Dominic Demolder - Aligning OD and business requirements to respond to the changing public sector service delivery landscape.

1. OD Master ClassAligning OD with the new Public Sector Landscape Presented by Dominic Demolder

2. The challenge for the Public Sector “One of the key success factors in maintaining and improving public services in a reduced budget environment is having the right people with the right skill sets on board to deliver the organisation’s strategy effectively and efficiently”

3. Presentation overview Defining OD The trouble with OD Our take on OD – what does it do? Approaches to change The role of OD in change? Adding value through OD The effective OD practitioner Competencies for OD Questions

4. Our take on OD We define organisational development as “a collaborative, whole system approach to enabling sustained and improved organisational performance” (Demolder 2010)

5. Characteristics of OD Organisational Development is planned It is a whole organisation, holistic activity It is supported by senior managers It is used to increase the effectiveness of the organisation It is implemented through planned interventions in the organisation's processes using behavioural-science knowledge (Based on Beckhard 1969)

6. Problems with OD However…………………………..

7. Problems with OD Do people understand what OD can do for them?

8. Problems with OD Do people understand what OD can do for them? They won’t unless we market ourselves and produce tangible outcomes that we tell them about

9. Problems with OD Do people understand what OD can do for them? They won’t unless we market ourselves and produce tangible outcomes that we tell them about OD needs a stronger identity – a recognisable brand!

10. What does OD do? Organisational Development – views organisations as open systems acknowledges that change in one area of a system always results in changes in other areas recognises that change in one area cannot be sustained without supporting changes in other areas of the system.

11. What does OD do? So, Organisational Development works across the whole organisation at strategic, tactical and operational levels and therefore needs to be managed or sponsored by a someone very senior

12. What does OD do? Change agent Internal consultancy

13. What does OD do? OD work contributes to the sustained health and effectiveness of the organisation OD work is based upon robust diagnosis that uses real data from organisational, behavioural and psychological sources OD work is planned and systemic in its focus, that is taking account of the whole organisation OD practitioners help to create alignment between different activities, projects and initiatives OD work involves groups of people in the organisation to maximise engagement, ownership and contribution (CIPD)

14. 1892 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2010 Question Why isn’t it enough for us to keep doing what we’ve always done?

15. 1892 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2010 Answer “Nothing endures but change” "You cannot step twice into the same river." (Heraclitus 540 – 480 BCE)

16. The future – Appreciative Inquiry “You cannot solve a problem from the mindset that created it.” “Imagination is more important than knowledge.” Albert Einstein

17. Change - approaches Successful change Sustainable change

18. Change - approaches Successful change Marked by a favourable outcome Sustainable change To maintain or prolong

19. Public sector Change track record “change without a people focus does not have a great chance for success” (Farias & Johnson, 2000, p. 278)

20. Consultancy roles for OD? Anticipating and realigning for change Addressing organisational effectiveness Promoting a culture of continuous improvement, renewal, revitalisation and growing capability

21. Anticipating and realigning for change Internal environment 1 ‘Markets’ External environment Gap? (Demolder 2010)

22. Anticipating and realigning for change Purpose Brand S/W Internal environment 1 1 Customers Expectations Entitlement Competition O/T PEST ‘Markets’ External environment OD gap analysis? (Demolder 2010)

23. Organisational effectiveness 2 2

24. Organisational effectiveness OD inputs 2 2 OD gap analysis? OD inputs OD inputs OD inputs

25. The learning organisation 3 Learning is performance-based (tied to business objectives) Importance is placed on learning processes (learning how to learn) The ability to define learning needs is as important as the answers Organisation wide opportunities exist to develop knowledge, skills, and attitudes Learning is part of work, a part of everybody’s job description 3

26. OD and change – adding value Understand and define the current state Facilitate a clear vision for the desired state Plan collaboratively for change Facilitate the implementation of the change(s) Measure, monitor and review

27. Change steps – adding value 1. Establishing a clear agenda 2. Creating a guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering employees for broad-based action 6. Generating short term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Based on Kotter (1996)

28. What type of practitioner are you? Soft Hard

29. Competencies for OD Practitioners A review of the literature suggests that general competencies for OD practitioners include knowledge of self contracting, consultancy and marketing skills organisation and behavioural theory the ability to implement OD interventions Typically the list of competencies is quite long and varied.

30. OD consultancy Skills Understand and define the current state Facilitate a clear vision for the desired state Plan collaboratively for change Facilitate the implementation of the change(s) Measure, monitor and review

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32. OD Master ClassAligning OD with the new Public Sector Landscape Presented by Dominic Demolder