1. Organization Development (OD): Strategic planning perspective

2. Perspective on Change

3. People How are people (staff) regarded in the organization?
How the organization created awareness among people for change?
How are they involved in the change processes?
What incentives are designed for enhancing employee commitments?
How people behave with fellow members of organization and service recipients?

4. Structure What is the nature of work?
What are major functional domains of the organization?
How are the workflow processes designed?
How is reporting relationships established?
Where are decisions made?
What kind of rules and regulations are in practice?

5. Technology What is the core knowledge of the organization ?
What is the basic method of doing core function of the organization?
How is the work system designed- the relationship of input, process and outputs?
How information technology is employed? Both software and hardware?

6. Learning excursion Visit to Lalitpur District Court
Observation of workflow and processes
Interaction with concerned officials
Developing perspective on transformation of public sector organization
Learning reflection in the plenary

7. Learning reflection
Brief presentation based on groups’ observation and learning

8. Change in an Organization
People
Technology
Structure

9. Strategic thinking

10. Strategic Thinking

11. Strategic Management
Application of strategic thinking in leading organization
Diagnosing situation and take appropriate interventions
Continuous and iterative process of formulating and implementing strategic course of actions

12. Strategic management in public sector
Public service value chain
Longer term perspective
Degree of inter-dependencies among agencies
Degree of formalization and work processes, regulations
Result orientation
Sustaining value

13. Strategic Planning
A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it with a focus on the future
Focuses on the best ‘fit’ between an organization and its environment.

14. Strategic Planning
SWOT
VMO
Strategy
The resulting document is Strategic Plan for performance improvement to achieve desired goals. A living document that has ability to create successful future of the organization.

15. Organization Development
Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.
A process of fundamental change in organizational culture
Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

16. OD Cycle INSIGHT Assessment Analysis Diagnosis ACTION RESULTS
Change Plan
Implementation
RESULTS
Evaluation

17. OD Needs Assessment
A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.
Internal and External level analysis is required for identifying real OD needs

18. It’s not what you know, but how you know it
Needs (gaps) are identified in 4 ways:
Normative
Relative
Expressed
Perceived

19. Form of Needs Normative
Defined as falling below a standard criterion established by custom, authority, or general consensus.
Relative
Measured by the gap between the level of service between similar communities

20. Forms of Needs Expressed
Defined in terms of the number of people who actually have sought help
Perceived
Defined in terms of what people think their needs are or feel their needs to be

21. Each type of need may paint a different picture of the Gap !

22. We are busy !

23. OD interventions
To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them.
Planned activities set of actions designed to introduce changes in organization for improving its efficiency and effectiveness.

25. Intervention mode Level of Organization Target Group
Top (Policy) Level
Middle Level
Operational Level
Target Group
Individual
Team
Organization
Organizational Elements
Human
Technical
Structural
Process

26. Individual level intervention
Life and Career Planning activities
Education and Training
Mentoring, Coaching and Counseling
T-group (Sensitivity training)
Job redesign
Behavior modeling
Reflection
Responsibility charting
Individual goal setting / 360 degree feedback
Performance appraisal
Leadership development
Values Clarification and Value Integration
Conflict Management
Action Learning
Self-Awareness Tools

27. Team level interventions
Team building: task / process directed
Interdependency exercise
Appreciative inquiry
Responsibility charting
Role analysis technique
Decision making, problem solving, planning, goal setting in team
Conflict management/ Confrontation meeting
Job enrichment
Management By Objective
Appreciations and concerns exercise
Visioning
Quality of work life programmes
Quality circles
Force field analysis
Self managed teams
Process consultation

28. Organization level interventions
Socio-technical systems
Management By Objective
Cultural analysis
Confrontation meetings
Visioning
Strategic planning
Performance management
Employee wellness / Reward system
Diversity management
Knowledge Management
Interdependency exercise
Survey feedback
Appreciative inquiry
Quality Work Life programmes
Total Quality Management
Physical settings
Large scale systems change
Succession planning
Structural changes / Restructuring: Right sizing, (De)centralization

29. Change is tricky !
People want to change everything and, at the same time, want it all to remain the same.

30. Change and People
People change not organizations. Change occurs when individual change matches the stages of organizational change. But there is overemphasis on process of change rather than people affected by that change and that led for failure rate of organization change to the large extent.

31. Change as transition
Change happens to people and transition happens inside people’s minds when they are presented with change. We should regard how people feel psychologically as organization change.
Ending and losing
The neutral zone
The new beginning

32. Managing CHAGE Create Tension Harness Support Articulate Goals C
Nominate Roles G
Grow Capabilities E
Entrench Change

33. Factors in Managing Change
Six Components are essential for successful change
Vision
Skills
Incentives
Resources
Action Plans
Results

34. What happens when there is NO…
Vision: Confusion
Skills: Anxiety
Incentives: Resistance
Resources: Frustration
Action Plan: Treadmill
Results: Inertia

35. Change and Learning Curve

36. Concluding thought
“The secret of change is to focus all of your energy not on fighting the old but on building the new”
- Socrates

37. Discussion/Feedback basanta.sigdel@nasc.org.np