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MARY SLACK, PMP, MA EISELE AND ASSOCIATES, INC. STEPHANIE MCGOVERN, MAIR HIGH PERFORMANCE SYSTEMS Training and OD: Why Can’t we be Friends?

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Presentation on theme: "MARY SLACK, PMP, MA EISELE AND ASSOCIATES, INC. STEPHANIE MCGOVERN, MAIR HIGH PERFORMANCE SYSTEMS Training and OD: Why Can’t we be Friends?"— Presentation transcript:

1 MARY SLACK, PMP, MA EISELE AND ASSOCIATES, INC. STEPHANIE MCGOVERN, MAIR HIGH PERFORMANCE SYSTEMS Training and OD: Why Can’t we be Friends?

2 Objectives Articulate the relationship between Training and Organizational Development Analyze case studies to determine transfer of learning challenges Generate assessment questions that incorporate a systems perspective Identify 2 or more ways to share power to improve business results

3 Agenda A “behind the scenes” look at the training and OD dilemma Case studies Relationship between training and OD – A system’s perspective Group Brainstorm – questions that uncover the system issues Anatomy of a power struggle Creating shared power – Power Cards Q & A

4 Improv

5 Dilemma OD can be both a methodology to approaching work and/or a title or function within an organization. Ideally, everyone (all titles) take an organization development approach, including training

6 Case Studies What problems do you see? What possible actions could you take? Who would you partner with to make this a successful intervention?

7 Definition of OD Organization Development focuses on assuring healthy inter and intra relationships and helping groups initiate and manage change. Organization Development’s primary emphasis is on relationships and processes between and among individuals and groups. It’s primary intervention is influence on the relationship of individuals and groups to effect and impact on the organization as a system. McLagan, 1989

8 © McGovern & Slack 2008 Framework for Organization Transformation Structure Job/task Design Organization Design Systems/Processes Technology Measures, Rewards, Goals Key Processes Values/Culture Leadership Behaviors Desired Behaviors “Known For” Guiding Principles People Rewards Skill Development Partnerships Right people in Right Jobs Mission Operational Performance Adapted from: Galbraith’s star model, Weisbord’s six-box model, Nadler and Tushman’s congruency model and Kotter’s organization dynamics model

9 © McGovern & Slack 2008 Action Research Model Action Planning Implementation Data Gathering Evaluation Contracting Feedback Adoption/ Separation Entry

10 OD Interventions - Individual Coaching/counseling Training Individual goal setting Performance appraisal systems Statistical process control Job descriptions Values clarification Procedure manuals Process improvement

11 OD Interventions – Team/Dept Team building Job enrichment Engagement strategies Continuous improvement initiatives Department goal setting Conflict management Process improvement Improving group interaction

12 OD interventions - Intergroup Work flow planning Schedule review Culture assessment and alignment Intergroup conflict management Cross functional training

13 OD Interventions – Total Organization Strategic planning Work redesign Reward systems/performance management process Structural change Quality and productivity systems People policy development Survey feedback Re-engineering Customer service development

14 Table Brainstorm Choose a recorder Put yourself in the following situation: A business leader comes into your office and says: “We just had the worst group meeting. We can’t make a decision to save our life. Can you come and do some decision-making training?” Brainstorm responses to the following question: What questions could you ask to increase the likelihood of a successful intervention ?

15 Keys to a Successful Intervention 1. In general, try to address the core issues not symptoms 2. Be realistic - Consider the readiness and willingness of client 3. Collaborate with other HR and business partners to increase ownership 4. Stay focused on the goal--but be flexible with process 5. Know the limits of your experience and skill 6. Sharing power in service of a larger goal increases your power

16 Anatomy of a Power Struggle (or how to keep everyone small) 1. Lack of an inspiring, overarching goal 2. Assumption of power scarcity 3. Unaware of personal power 4. Unaware of how to increase system power 5. No support system

17 Sharing Power Power Card Exercise Think of a situation where you would like to partner more effectively to increase business results Using the two power cards randomly assigned to you… Stand up and trade with others until you have at least one card that will help you improve the impact of an intervention.

18 Guiding Principles Use the least money, time and resources to accomplish the most good. The client owns the problem and the solution. Everything you do is an intervention. Everything is a source of data. Get and keep perspective – if you can’t see what’s going on in the system, you have become part of it. Leverage strengths, manage weaknesses. Maintain personal integrity.

19 Q & A What questions do you have?

20 Contact Information Mary Slack (763) Website: Stephanie McGovern (612) Website:

21 Final Thought "A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system....A system must be managed. The secret is cooperation between components toward the aim of the organization. ” W. Edwards Deming, The New Economics


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