WHAT I LEARNED BEST
WHAT I WANT TO LEARN MORE OF
WHAT I WANT TO LEARN LESS OF
Throughout this term, we talked about a lot of things but focused mainly on one important learning; CHANGE. I learned so much about the significance of change to organizations and how it greatly affects it both internally and externally. I also learned that going through change is healthy for any organization. Going through change does not necessarily mean that an organization is undergoing a crisis or immediately needs change. Organizational development may be for a new way of going about things or just to experiment different methods and plans for an organization.
It would be great if we learned a bit more about other methods and other ways of organizational development. It would also be better if we were exposed to more hands on material. More projects and more group research, allowing us to learn things on our own.
Lastly, I don’t think that there is anything less to learn about. Learning is a process that one must not stop. It should be a way of life and something that we must carry on even outside school.
Showing posts with label Inaki Ting. Show all posts
Showing posts with label Inaki Ting. Show all posts
Thursday, August 26, 2010
LESSON 16: WHOLE SCALE CHANGE
WHOLE SCALE CHANGE
Whole Scale Change consists of a series of small and/or large group interactions that enable the organization to undergo a paradigm shift. It seeks a paradigm shift or a new way of seeing the world. Once people see the world differently, they cannot be stopped from taking the actions that begin to transform their shared vision into their shared reality.
I learned that it works really well in both the public and private sectors, and is amenable to groups ranging in size from ten to several thousands, and can engage people from the top of the hierarchy down through the front line staff. Organizations most likely to consider a Whole Scale Change intervention are those that want to engage nearly everyone in creating their organizations processes and structures and those with a sense of urgency brought on by a challenging and quickly changing environment.
All in all, I learned that there are different interventions for different organizations and organizational needs. There is no perfect large-scale intervention built for organizational change. It depends on what change the organization wants and what change the organization needs.
Whole Scale Change consists of a series of small and/or large group interactions that enable the organization to undergo a paradigm shift. It seeks a paradigm shift or a new way of seeing the world. Once people see the world differently, they cannot be stopped from taking the actions that begin to transform their shared vision into their shared reality.
I learned that it works really well in both the public and private sectors, and is amenable to groups ranging in size from ten to several thousands, and can engage people from the top of the hierarchy down through the front line staff. Organizations most likely to consider a Whole Scale Change intervention are those that want to engage nearly everyone in creating their organizations processes and structures and those with a sense of urgency brought on by a challenging and quickly changing environment.
All in all, I learned that there are different interventions for different organizations and organizational needs. There is no perfect large-scale intervention built for organizational change. It depends on what change the organization wants and what change the organization needs.
LESSON 12: WHOLE SYSTEMS APPROACH
WHOLE SYSTEMS APPRAOCH
A whole systems approach uses aligning internal systems with external forces and engages the hearts and minds of every person in the organization therefore transforming any business into a thriving organization. It is supposed to effectively intertwine organizational initiatives into a well created, highly effective organization-wide change, allowing creation of a new, shared meaning around the workplace and sustainability.
I learned that this is one of the bigger large-scale interventions. It involves connecting people from the entire organization and that the preparation takes such a long time. Unlike other interventions wherein the whole process is done in just one day, whole systems approach takes months or even years. Though it is a bit time consuming and risky for the organization to do should it not be successful, the whole systems approach is an ideal intervention for a system-wide change. It touches the whole organization making sure that every part of it has change to look forward to.
A whole systems approach uses aligning internal systems with external forces and engages the hearts and minds of every person in the organization therefore transforming any business into a thriving organization. It is supposed to effectively intertwine organizational initiatives into a well created, highly effective organization-wide change, allowing creation of a new, shared meaning around the workplace and sustainability.
I learned that this is one of the bigger large-scale interventions. It involves connecting people from the entire organization and that the preparation takes such a long time. Unlike other interventions wherein the whole process is done in just one day, whole systems approach takes months or even years. Though it is a bit time consuming and risky for the organization to do should it not be successful, the whole systems approach is an ideal intervention for a system-wide change. It touches the whole organization making sure that every part of it has change to look forward to.
LESSON 8; SEARCH CONFERENCE
SEARCH CONFERENCE
A Search Conference is another form of large-scale intervention. The goal is to produce an adaptive relationship between an organization and it's uncertain, changing environment. It's designed to identify a desired endpoint and increase the effectiveness of strategic planning by giving those actually affected by change more control over their purposes and directions.
I learned that the process emphasizes collaborative, experiential learning and community planning. It allows the creation of shared visions and initiates the deployment of those visions by creating self-managing teams responsible for working the specifics of how to make the plan happen. I also learned that it takes the form of a jigsaw puzzle method of solving or getting information which I find sort of cool because the method is used for big organizations but jigsaw puzzles are for children.
A Search Conference is another form of large-scale intervention. The goal is to produce an adaptive relationship between an organization and it's uncertain, changing environment. It's designed to identify a desired endpoint and increase the effectiveness of strategic planning by giving those actually affected by change more control over their purposes and directions.
I learned that the process emphasizes collaborative, experiential learning and community planning. It allows the creation of shared visions and initiates the deployment of those visions by creating self-managing teams responsible for working the specifics of how to make the plan happen. I also learned that it takes the form of a jigsaw puzzle method of solving or getting information which I find sort of cool because the method is used for big organizations but jigsaw puzzles are for children.
LESSON 8: WORLD CAFE
WORLD CAFÉ
Upon hearing “world café”, the first thing that comes to mind is far from what it really is. Personally, I thought that it definitely had some connection with coffee, and it indeed did. Apparently, it involves people divided into small groups of 4 or 5 and they have to share stuff about the topic at hand. After the sharing of every person or group, a synthesis is done based on all the ideas gathered in the event.
I learned that this just one of the effective ways of getting information needed to come up with a workable plan for change in the organization. Aside from sharing knowledge from person to person, it also builds a sense of community and allows people who are only meeting for the first time, to engage in active conversation. These are key components in making a successful large- scale intervention in an organization.
Upon hearing “world café”, the first thing that comes to mind is far from what it really is. Personally, I thought that it definitely had some connection with coffee, and it indeed did. Apparently, it involves people divided into small groups of 4 or 5 and they have to share stuff about the topic at hand. After the sharing of every person or group, a synthesis is done based on all the ideas gathered in the event.
I learned that this just one of the effective ways of getting information needed to come up with a workable plan for change in the organization. Aside from sharing knowledge from person to person, it also builds a sense of community and allows people who are only meeting for the first time, to engage in active conversation. These are key components in making a successful large- scale intervention in an organization.
Wednesday, July 14, 2010
LESSON 2: ORGANIZATIONAL DIAGNOSIS
OD interventions
In terms of collection, there are various methods of obtaining the data that ODs need to know exactly what change the organization needs. Included in this list are questionnaires, interviews, observations and unobtrusive measures. There are also different methods in analyzing the data collected. Qualitative analysis is one, and quantitative is the other. Both methods can be mixed in one analysis which is actually better in terms of getting better results.
After the data collection, the OD then does his intervention which is a sequence of activities, actions and events intended to help the organization improve their performance and effectiveness. For these interventions to be effective, there are 3 factors that they focus on. The first is the extent to which it fits the needs of the organization. The next is the degree to which it is based on causal knowledge if intended outcomes. And the last, is the extent to which it transfers change-management.
In this part of the lesson, I learned that it is essential for an OD to intervene with the organization so that their problems and setbacks may be solved. For the OD to know what to work on, he/she must first research and study what exactly the organization needs so that he/she may know exactly what to do about the organization. Through different methods, the OD will be able to obtain the information that he/she will need about the organization and it will be easier to come up with an intervention plan.
LESSON 2: ORGANIZATIONAL DIAGNOSIS
The OD process: Focus in Organizational diagnosis
Diagnosis is basically a process of assessing the functioning of the organization to discover the sources of problems and areas for improvement. It is also a process of understanding how the organization is currently functioning and it provides the information necessary to design change interventions.
A diagnosis focuses mainly on external factors potentially affecting an organization such as its financial status and also focuses on results of organizational activities such as the quality and quantity of products and services.
In making the assessment, key areas are the systems and policies of the organization and their organizational procedures. These include things like their reward system, performance system and career system and also their decision making, communications, job design, and bureaucracy.
In this specific part of the lesson, I learned the importance of diagnosing things before anything else. We must always know the strengths and weaknesses as well as the threats and opportunities that an organization might have. Executing change without knowing exactly what needs to be changed would prove to be futile to an organization. Going through change is not a simple thing to do and must be carefully planned and executed in order to achieve the development the organization needs.
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