Organisational development focuses on helping organizations and their people to improve, become more effective and develop their full potential. It is an on-going, systematic process of implementing effective organisational change.
Organisational development interventions will vary from one situation to another. In other words, they will be tailored to meet the requirements of a particular situation.
In general however they will try to achieve the following objectives:
- Create awareness of the vision of the organisation and enable individual members to align with the vision of the organisation.
- Encourage employees to solve problems instead of avoiding them.
- Create an environment of trust, cooperation, and communication
- Involve individual members to participate in the process of planning, thus making them feel responsible for the implementation of the plan.
- Create a work atmosphere in which employees are encouraged to work and participate enthusiastically.
- Your organisation is facing a large scale change initiative, which will have a big impact on your employees. You want to involve and support them as good as possible.
- You need to develop the culture in your organisation, with a focus on values and behaviours.
- You and your management team would like to implement a new strategy. And you would like your employees to embrace and contribute to this strategy.
It is my passion and profession to work with you towards a tailored approach to your specific situation.
What do I do?
- Together with you and your staff I explore the issue at hand, the current situation as well as the desired state.
- In co-creation with you and your staff I design and develop an approach that will help your organisation to achieve this outcome. I will build on what is already working, as I strongly believe an appreciative approach results in trust, creativity, commitment and ownership.
- When implementing I coordinate and supervise the process on both individual and group level. And of course I do this in close collaboration with you and your staff. Part of this can be that I train and coach some of your staff so that they themselves will be able to facilitate the change process.
Examples from my practice
As a result of an employee satisfaction survey, a unit within a financial institution wanted to move towards a culture containing inspirational leadership, coaching, clear communication and constructive cooperation.
A ‘change journey‘, lasting about a year or so, which gradually and in co-creation took shape. With strong commitment and input from management and employees. A trajectory that included a kick-off using a Large Group Intervention for the entire unit, leadership programs for managers (cross-level), coaching workshops, world cafe sessions, short internal job rotation, an internal facilitator pool including facilitator training, newsletters and more.
Great energy, which the unit has also retained after the initial actions A different culture with inspirational leadership, a more coaching style of leadership, more and better communication and cooperation. Clarity about responsibilities and overlap so future frustration could be avoided.
Management and staff of this unit also have organized a large annual gathering in following years, with the goal to celebrate successes but also to look ahead and plan for the year to come.
Strategy & Mobilisation sessions
The management team of an organisational unit had designed a new strategy. They wanted the approx. 90 staff to embrace this strategy and shape it together.
In cooperation with the management team an active 2-day mobilisation session has been designed. On the first day the MT and all managers were working towards a first draft of an action plan, and the managers were prepared for their role as a facilitator during the second day. On day 2, all employees were present Facilitated by the various managers, and using various methods, all elaborated further on the plans. The MT assumed the role of host, lead moderator and sponsor.
Buy in on the strategy and a sufficiently detailed plan of action. Employees highly, actively involved. Clear agreements, clear responsibilities, a wealth of ideas on how to do things even smarter and work together in a better way. And, last but certainly not least, a lot of pride and energy!
Within an organisational unit a major reorganization was imminent. With great impact on it’s people. Think of dismissal, teams merging, roles changing. The request was provide a range of interventions so that managers and staff would be supported during the change.
A range of different interventions to meet various (individual)needs in the best way possible. Think of transition workshops for managers, workshops for employees to help them deal with the change and (career) coaching. But also a toolkit with different tools and tips for managers, on how to deal with their teams and individual staff members. Those tools matched the various phases of the change process.
A wide range of interventions, tailored to different needs. Support also for employees, in addition to the support from their own managers.
Two teams were recently merged. Even though their work was similar, the individual members did not really know each other. The request was to help accelerate teambuilding in order for them to be faster able to communicate and work together in an easier way.
An off site with the entire, intact team, during which they worked on the theme of personal leadership. The type of questions and exercises they were asked to work on, allowed them to bring out the human being in themselves and each other. Not just the colleague.
By having the share their answers and stories in various pairs, an atmosphere of trust, openness and connection was created This provided a sound fundament for the team to continue to work on a joint strategy and actionplan.