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OD Process to Guide Change Shirley J. Caruso, M. A. Human Resource Development © 2011.

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Presentation on theme: "OD Process to Guide Change Shirley J. Caruso, M. A. Human Resource Development © 2011."— Presentation transcript:

1 OD Process to Guide Change Shirley J. Caruso, M. A. Human Resource Development © 2011

2 Agenda for OD Process to Guide Change  Review of What OD Is  Marketing and Positioning OD  Effectively Engaging with the Client System  Assessment, Action Planning, and Implementation  Did the Implemented Plan of Action Work?  Moving Forward After Closing an OD Engagement  Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

3 Review of What OD Is  OD is an effort planned, organization-wide, from the top, to increase organization effectiveness and health through planned intervention in the organization’s processes, using behavioral science knowledge.  OD is a process of fundamental change in an organization’s culture.  Organizational Development, on the other hand, is any effort to improve an organization. Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

4 Marketing and Positioning OD  Determining your value proposition (p. 188). Market NeedCapability Passion Three Areas and Four Conditions for Value Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

5 Market Need  Focus on the benefit for your potential client, not your methodology – there must be a pre-existing need (p. 186).  Decrease the number of eye injury accidents (Good value proposition)  Create a performance support system (Poor value proposition)  Increase the number of successful bids (Good value proposition)  Perform a task analysis of the of the bidding process (Poor value proposition) Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

6 Market Need  You try it Think of two examples of good value propositions and two examples of poor value propositions. Provide a rationale for your examples. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

7 Capabilities  What were some of the skills we discussed last week?  Excellent communication skills  Innovative  Resilient  Problem solver  Authentic Needs analysis Team Building Conflict Analysis Data Collection Data Analysis Project Management Consulting Training & Development Interviewing Skills Good Listening Skills Relationship Building Leadership Management Skills Macro/Micro thinking Advocate Expert Counselor -- Mentor Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

8 Marketing and Positioning OD  Determining your value proposition (p. 188). Market NeedCapability Passion Three Areas and Four Conditions for Value Market and capability without passion gives you little motivation. You do not take “ownership” of the outcomes. Remember the three consultant roles? You are a pair of hands. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

9 Passion  Without passion, the work is tedious.  Rothwell et. al. recommends you isolate the competencies and needs you are most passionate about, and focus on them.  I am most passionate about instructional design. In particular, the design, development, and implementation of performance support systems.  My consulting business targets the needs of specialty trade contractors.  WISE’s Marketing Plan is available for your review.  Share with the group your passion. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

10 Marketing and Positioning OD  Determining your value proposition (p. 188). Market Need Capability Passion Three Areas and Four Conditions for Value Need + Capability – Passion = Little Motivation Need + Passion – Capability = No Real Cure Capability + Passion – Need = Solutions to problems no one cares about Combination of all three will make you an effective marketer. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

11 Marketing and Positioning OD  Identify your buyer  Economic buyer-has power to fund project.  Feasibility buyer-sends your proposal elsewhere for approval.  Get around feasibility buyers by bringing the economic buyer into the discussion. What are your thoughts on getting around the feasibility buyers? Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

12 Marketing and Positioning OD  Establish routes to reach that buyer  What can an external consultant do?  What can an internal consultant do? Work together to brainstorm some ideas. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

13 Marketing and Positioning OD  Review Marketing Plan Outline Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

14 Marketing and Positioning OD  Achieve conceptual agreement – some items to think about.  What are the deliverables?  How will progress be measured?  Who is accountable?  What are the start and stop dates?  What methodologies will be employed?  What are the client’s options?  What is your fee?  How and when will you be paid?  What are the guarantees? Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

15 Marketing and Positioning OD  Let’s talk about your fee  Then we’ll talk about the components of an agreement Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

16 Marketing and Positioning OD  Create a proposal to close business  Outcomes  Measuring progress (timeline?)  Who is accountable?  Start and stop dates  What methods will you use?  What are the options for clients?  Review Sample Proposal for inclusion of all of these considerations. Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

17 Effectively Engaging with the Client System  Front End Work  Who is client/sponsor?  What is the climate/culture like?  Where do you come in?  How will you demonstrate credibility? Think about your practicum project. Share some thoughts on your sponsor, the climate, how you fit in, and how you will demonstrate credibility. Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

18 Assessment - Action Planning - and Implementation  Who have you involved in the project?  What data is needed and how will it be collected?  How will you analyze the data?  What is your feedback strategy?  Action planning equals engagement.  Maintain engagement.  Manage resistance (let’s look at page 265).  Discuss resistance you have encountered and how you overcame it. Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

19 Did the Implemented Plan of Action Work?  Kirkpatrick’s four levels of evaluation.  Phillips’ fifth level of evaluation.  Share your plans for evaluating your practicum projects. Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

20 Moving Forward After Closing an OD Engagement  What do you feel good about?  What have you learned?  What feels unfinished and incomplete?  Are there actions to take?  Your practicum projects most likely represent organizational rather that organization development. Nevertheless, you can reflect upon them and decide on future actions. Will you terminate, recycle, or extend? Thoughts? Conclusion Shirley J. Caruso, M.A. Human Resource Development Copyright 2011

21 Conclusion  Review of What OD Is Review of What OD Is  Marketing and Positioning OD Marketing and Positioning OD  Effectively Engaging with the Client System Effectively Engaging with the Client System  Assessment, Action Planning, and Implementation Assessment, Action Planning, and Implementation  Did the Implement Plan of Action Work? Did the Implement Plan of Action Work?  Moving Forward After Closing an OD Engagement Moving Forward After Closing an OD Engagement Shirley J. Caruso, M.A. Human Resource Development Copyright 2011


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