How to... develop your OD skills
Organisation development (OD) is used to deal with issues such as managing dynamic and complex change, putting people at the heart of their organisation, determining mission, values and strategy, introducing new systems and processes, restructuring and enhancing leadership.
OD is difficult to define, yet sits at the heart of any planned, holistic approach to improving organisational performance – one which aligns strategy, people and processes. OD balances the need for organisational effectiveness and well-being with adapting to the external environment in which it operates. While the boundaries between OD expertise and other related fields are not clear-cut, it is the way in which the expertise is used that makes OD what it is. More and more HR practitioners now have an OD function in their job, but many don’t understand what it is or what it requires.
1 Start with process
The OD practitioner is key to the success or failure of an organisational development intervention. To be successful, OD practitioners need to help organisations define their agenda rather than be reactive to needs. OD practitioners do what they do by working at a process level. They make a difference by enabling organisations to understand their own processes.
2 Gathering and assessing data
Any OD intervention begins with gathering and assessing data to decide how to intervene, and crucially to ensure that the intervention will have an impact on the root cause of the problem, not just the symptoms. One of the ways of doing this is using an action research process, whereby issues and problems are highlighted through reflective practice and addressed. The diagnostics of this need to be done with the client and the OD practitioner – watch for deeper issues as the data is gathered, recognise what is relevant and understand how data from different parts of the system affect each other.
3 Feedback and decision
OD practitioners needs to be confident in their ability to communicate the outcomes in a comprehensible format. The key to this is to create a non-threatening atmosphere and involve participants early so they feel some ownership in the whole process. Process consultation is one way of dealing with feedback that enables the individual to take an active role rather than relying solely on the OD practitioner’s expert opinion.
4 Form your plan
OD works better when it isn’t a knee-jerk reaction to a crisis but a considered approach. Work with colleagues or departments in need to distil recommendations from the data. Focus on action that has high impact with minimum costs and implement a plan that is at the heart of the organisation.
5 Intervene
Make sure that your intervention is pitched at the right emotional depth. Be clear where the focus is – the individual, group or whole organisation – and choose the right type of intervention for your scenario. There are many examples of different interventions that range from restructuring through to coaching, transformational change journeys and learning and development.
6 Evaluate
Make sure you choose the right evaluation method. One thing to consider would be using an action research approach: this is ideal for continually assessing the impact and results so that changes can be made as you go along, rather than after the event. Remember to take into account the cultural fit, why the information is required, how it will be used and budget constraints.
Key points
- Build OD into processes from the start.
- Data gathering, and feedback on that data, is essential before beginning any intervention.
- Work closely with other functions, focusing on actions that will have the widest benefit.
- Evaluate any process from start to finish, and don’t be afraid to make changes as you go along.