1. Organisational interventions Some normally forgotten basics!

2. Interventions should be systematic - or should they? The systematic view is the beginning, not the end, not the rule book. The systematic view is the beginning, not the end, not the rule book. The intervention itself is an exciting unpredictable, roller coaster. The intervention itself is an exciting unpredictable, roller coaster. If you pretend to do ‘the plan’ you will have difficulties. If you pretend to do ‘the plan’ you will have difficulties.

3. Initial thoughts on intervention Nature of the process is quite simple bt it can get very complicated. Nature of the process is quite simple bt it can get very complicated. Meetings and organisational communication is very important to get shared ownership of process Meetings and organisational communication is very important to get shared ownership of process Examples from health care and manufacture Examples from health care and manufacture

4. General model of organisational intervention – Eight stages Acceptance Acceptance Goal definition Goal definition Data gathering Data gathering Data Analysis Data Analysis Evaluation Evaluation Intervention Intervention Monitoring Monitoring Iteration Iteration

5. Acceptance Acceptance of what? Acceptance of what? It varies, but generally of peoples fallibilities and the realities of a situation. It varies, but generally of peoples fallibilities and the realities of a situation. From this acceptance can come real insight and innovation From this acceptance can come real insight and innovation And the loss of preconceived strait jackets And the loss of preconceived strait jackets Its not easy. Many people never get through this. It’s a major challenge for consultants and managers. Its not easy. Many people never get through this. It’s a major challenge for consultants and managers.

6. Goal definition What it is you are trying to achieve What it is you are trying to achieve This is not as simple as it sounds This is not as simple as it sounds Needs to be possible, practicable and affordable Needs to be possible, practicable and affordable Unachievable goals lead to pretence and organisational dishonesty Unachievable goals lead to pretence and organisational dishonesty

7. Data gathering Full panoply Full panoply –Interviews –Questionnaires –Observation And so on And so on

8. Data Analysis Can cover a complete range of methods. Can cover a complete range of methods. Stats (yawn) Stats (yawn) Graphical representations Graphical representations Comparisons Comparisons Time based analysis/trends Time based analysis/trends Nothing is out of the frame. Nothing is out of the frame.

9. Evaluation Look at the information gleaned Look at the information gleaned Talk about it Talk about it TaK it (secret method!) TaK it (secret method!) Turn it around & upside down: Sleep on it Turn it around & upside down: Sleep on it The truth will appear!! The truth will appear!! Be prepared for the unpalatable Be prepared for the unpalatable What you want and what you need may be different. What you want and what you need may be different.

10. Intervention At long last we get to the action! At long last we get to the action! Its like decorating a room. All is wasted without preparation. Its like decorating a room. All is wasted without preparation. Everything is an intervention. Doing nothing can be an intervention Everything is an intervention. Doing nothing can be an intervention

11. Monitoring Find out what is happening. Things NEVER go to plan Find out what is happening. Things NEVER go to plan Take cotton wool from ears: place in mouth. Take cotton wool from ears: place in mouth. Triage you perceptions and reactions Triage you perceptions and reactions OI/OD is a process not a discrete event OI/OD is a process not a discrete event Beware of neo-Cartesian dualism (nCd) Beware of neo-Cartesian dualism (nCd) nCd is you enemy. nCd is you enemy.

12. Iteration Schrödinger's organisational intervention! Schrödinger's organisational intervention! The context can change The context can change You may need to fine tune your You may need to fine tune your –Acceptance Goal definition: Data gathering: Data Analysis: Evaluation: Intervention: Monitoring: Iteration

13. Some Different types of intervention Specific vs. general Specific vs. general Simple vs. complex Simple vs. complex Training and development Training and development Restructuring Restructuring Redesign of jobs Redesign of jobs Empowerment Empowerment Recruiting new staff/Redundancies Recruiting new staff/Redundancies

14. Specific vs. general Is a narrow generic approach ever useful? Is a narrow generic approach ever useful? Do generic, branded approaches work at all or in spite of themselves or because of the practitioners. Do generic, branded approaches work at all or in spite of themselves or because of the practitioners. Or do we need to reinvent the wheel afresh, every time. Or do we need to reinvent the wheel afresh, every time.

15. Simple vs. complex Simple is best Simple is best Complex is not complex, but an optimistic approach to a problem on a number of fronts. Complex is not complex, but an optimistic approach to a problem on a number of fronts. If its too complex we can all blame each other and go home. If its too complex we can all blame each other and go home. That’s why interventions need a project manager at different stages. That’s why interventions need a project manager at different stages.

16. Training and development Development is the key word Development is the key word Its an ongoing process Its an ongoing process If you are worried about being caught out with poor training, don’t do a training needs analysis! If you are worried about being caught out with poor training, don’t do a training needs analysis! This is a common strategy This is a common strategy A little story from Romania A little story from Romania

17. Restructuring Pulling something to bits is much harder than putting it together. Pulling something to bits is much harder than putting it together. GPs surgery changes GPs surgery changes Academic department Academic department University University Understanding resistance to change (Iteration!) Understanding resistance to change (Iteration!)

18. Redesign of jobs A common and sensible story over the past two years A common and sensible story over the past two years But is not a cheap option if its design properly. But is not a cheap option if its design properly. Need to address culture competence base and ownership of changes Need to address culture competence base and ownership of changes

19. Empowerment Making people feel ‘part of’ Making people feel ‘part of’ Guru-istic speakers Guru-istic speakers Outward bound (to no change) Outward bound (to no change) TQM – detergent vs. laxative TQM – detergent vs. laxative

20. Recruiting new staff/Redundancies Easy to get rid of people Easy to get rid of people Hard to replace them Hard to replace them Staffing changes are major changes Staffing changes are major changes Both opportunities and threats arise. Both opportunities and threats arise.

21. Consulting Models Models Internal vs external Internal vs external

22. Models Technical Expert Technical Expert Medical model Medical model Coaching Model Coaching Model

23. Internal vs external Objectivity Objectivity Organisational familiarity Organisational familiarity Technical knowledge Technical knowledge

24. Ensuring permanence of change Important Important Impossible Impossible Hard to attempt Hard to attempt Needs a thoughtful and reflective process Needs a thoughtful and reflective process TaK it! TaK it!

25. Some issues to think about Creativity versus control Creativity versus control Uses and abuses of procedures and standards Uses and abuses of procedures and standards Flat vs. tall organisational structures Flat vs. tall organisational structures The importance of communication The importance of communication The overriding importance of culture The overriding importance of culture

26. The nature of management Peters principle Peters principle Operational Management Operational Management Tactical Management Tactical Management Strategic management Strategic management Small vs large organisations Small vs large organisations

27. What it takes to be a good manager People - a balanced view People - a balanced view Deal with uncertainty Deal with uncertainty Make decision with incomplete information Make decision with incomplete information Plan effectively Plan effectively