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Organization Development in Nonindustrial Settings: Health Care, School Systems, the Public Sector, and Family-Owned Businesses

2. Understand how organization development (OD) in nonindustrial settings (health care, school systems, the public sector, and family-owned businesses) differs from traditional practice contexts.
Describe the changes in the health care industry and how OD is practiced in this industry.
Understand how OD can support educational reform.
Explain the role of OD in government organizations.
Discuss the components of family firms and how to apply OD in those settings.

3. Trends in Health Care
Health Care Reform, Changing Incentives, and Reimbursement Models
Quality and Cost as Strategic and Regulatory Imperatives
Consolidation of Traditional Industry Segment Lines and Integration Across Different Segments
Rise of Informatics and E-Health
An Aging Workforce and Changing Patient Demographics

4. Opportunities for OD Practice in Health Care Settings
Developing Strategic, Emotionally Intelligent Leaders and Teams
Shifting Organizational Systems to a New Paradigm
Supporting Aligned Cultures
Delivering Comprehensive Learning Programs
Creating Engaged Employees

5. Trends Affecting School Systems
Changing Nature of Communication and Learning
Evolution of the Workplace and Required Skills
Increased Diversity & Competition
Tough Economic Times
Failed Reform Efforts

6. OD in School Systems Developing Professional Learning Communities
Cultivating Trust and Learning Relationships
Creating a Collaborative Vision
Improving Teaching with Action Research
Grounding Practice in Theory
Growing Leaders and Leadership Locally
Using Technology as a Catalyst for Innovation

7. Trends Affecting the Public Sector
Federal, state, and local governments operate in an environment of competing political, social and economic forces
Public-sector organizations are called to become more citizen focused and to operate as an efficient business
Americans trust, satisfaction, and participation in government is at all-time lows

8. Values and Structures of Public-Sector Organizations
Values focus on governing toward greater public good and to demonstrating responsiveness to public wants and needs
Structures are political-administrative creating an inherent tension within the organization

9. Characteristics of Public-Sector Organizations
Multiplicity of decision makers
Creates difficulty in identifying who is responsible for different steps in the governmental process
Stakeholder access
Open to the public, diverse groups of people with different and competing interests
Intergovernmental relations
Federal, state, and local governments share power, responsibility and resources

10. OD in Public-Sector Organizations
Focus on strategic change organization learning and reengineering interventions
Work flow design and structure
Create a flexible, development-oriented and performance-driven workforce
Tailor interventions to fit highly diverse, politicized situations
Continuous improvement, customer focus

11. Three Systems in Family-Owned Businesses
Ownership
Family Statement Values, Mission, Vision (Values)
Shareholder’s Agreement (Laws)
Family
Business
Family Business Protocol Policies (Rules)

12. The Parallel Planning Processes
Core Values
Management
Philosophy
Values
Strategic Thinking
Family
Commitment
Strategic
Commitment
Business
Family
Shared Future Vision
Family
Vision
Business
Vision
Formulating Plans
Family
Enterprise
Plan
Business
Strategy
Plan

13. Critical Issues in Family Business
Entering or leaving the business as a family member
Conflicts and rivalry
Ownership transfer and estate planning
Selecting a new leader
Business growth and family wealth

14. OD Interventions in Family Business Systems
Entering and contracting
Create a safe emotional environment—trust
Diagnosing the organization
Confidential interviews of stakeholders
Feedback and planning
Build good communication practices
Implementing and evaluating change