Post on 21-Jan-2016
transcript
LEADERSHIP INITIATIVECOUNTY OF RIVERSIDE
4. ORGANIZATION DEVELOPMENT●
CHANGE ● EMPLOYEE ENGAGEMENT
Culture Change The tribal wisdom of the Dakota Indians, passed on from one generation to
the next, says that when you discover that you are riding a dead horse, the best strategy is to dismount. But in modern business, education and government, because heavyinvestment factors are taken into consideration, other strategies are oftentried with dead horses, including the following: 1. Buying a stronger whip.2. Changing riders.3. Threatening the horse with termination.4. Appointing a committee to study the horse.5. Arranging to visit other sites to see how
they ride dead horses.
6. Lowering the standards so that dead horses can be included. 7. Reclassifying the dead horse as "living-impaired." 8. Hiring outside contractors to ride the dead horse. 9. Harnessing several dead horses together to increase speed. 10. Providing additional funding and/or training to increase the dead horse's performance. 11. Doing a productivity study to see if lighter riders would improve the
dead horse's performance. 12. Declaring that the dead horse carries lower overhead and therefore
contributes more to the bottom line than some other horses. 13. Rewriting the expected performance requirements for all horses. And, as a final strategy: 14. Promoting the dead horse into a leadership
position and hiring an outside vendor to cause a dead horse culture.
What we will cover
Typical organization challenges Overview of Organization Development-
what it is and steps in the process Identify various tools, strategies and
interventions Employee Engagement and how that fits
with OD Change process and what it takes to
sustain change.
More available options rather than….
“We trained hard, but it seemed that every time we were beginning to form up into teams or were met with a new
situation we would be reorganized, a wonderful method for creating the illusion of progress while producing confusion,
inefficiency, and demoralization.”
Gaius Petronius Arbiter, ancient Roman author of the “Satyricon”, circa A.D. 60.
The leader’s challenge
“How to (a) fully mobilize the energy of the organization’s human resources toward achievement of high performance and (b) at the same time, so organize the work, the work environment, the communications systems and the relationships of people, that individuals need for self worth, growth and satisfaction are significantly met at work.”
Warren Bennis
Table case studies: As a group, read your scenarios and talk about how you would address the situation.
Identify:
1. The problem
2. Outcome desired
3. Method/action to get from here to there
4. Rationale for choosing this method/action
You have 10 minutes to come to agreement.
Select someone to do a 2 minute report out.
Organization development is…
the application of behavioral science technology to the planning and
management of systemic organization change in the name of improved
organization performance.
Goals of Organization Development
• Improved performance and effectiveness• Improved results• Improved quality of work life• Development of greater individual and organizational capacity
WHY ORGANIZATIONS CHANGE:
POWERFUL PAINIMMINENT DANGERPOWERFUL ENEMY
INSPIRED LEADERSHIP
OD is Action Research • Collect valid data.
• To make informed decisions
• That generate energy to take action.
OD is about:
EQUIFINALITY
Organization Development
Two approaches:
Structural Behavioral
Typical OD process:1. Presented Problem2. Collect data and diagnose the real problem3. With the client, select one or more
interventions, and design a rollout plan4. Execute on the plan5. Monitor for intended results6. Adjust the plan7. Follow up8. Evaluation
Organizational Subsystems(Lots of moving parts)
Managerial subsystem
Strategic subsystem
Human-cultural
subsystem
Technological subsystem
Structural subsystem
Inputs Which Energize the Organization
Organizational Outputs
Input-output flow of materials, energy, and information
Production of goods and services at a level of efficiency and effectiveness which will influence future resource availability and systems operation
Human, Financial, Informational, and Material Resources
Kast & Rosenswieg
Throughputs
Whole System Views
Human System Levels
• Individual• Group/Team• Inter-group• Organization• Inter-organization
Whole System ViewsWeisbord Six Box Model
• Purpose• Structure• Rewards• Helpful Mechanisms• Relationships• Leadership
Organization System Alignment• Environment• Strategy• Structure• Culture• Systems• Behavior
Need to take a5,000 foot view
Start here at the presented problem
You have arrived safely! Yay!
Systems view
Plot your specific course
Problem detected
May need to make adjustments
Purpose
What business are we in?
Structure
How do we divide up the work?
Rewards
Is there an incentive for doing all that
needs doing?
Helpful Mechanisms
Have we adequate coordinating
technologies?
Relationships
How do we manage conflict (coordinate) among people? With
our technologies?
Leadership
Is someone keeping the boxes
in balance?
Outside Environment
Everything else. What constraints and demands dies it
impose?
Weisbord Six Box Model
Key Point: start with a model
Weisbord 6 Box Burke Litwin McKinsey 7 “S” Great Place to Work Best Practice Models 6 CELL MODEL
Mind your Perspective!!
Bolman and Deal
Back of a napkin model (systems fit)
To get an idea what needs to be changed
Napkin model: systems equilibrium
work
culture or e
ngagement
dec
isio
n-m
akin
g
centralized
decentralized
routine complex
sucks or disengaged
fantastic or fully engaged
Napkin model – rubber band effect
work
culture
or engagement
dec
isio
n-m
akin
g
centralized
decentralized
routine complex
sucks or disengaged
fantastic or fully engaged
Napkin model: bow and arrow
work
culture
or engagement
dec
isio
n-m
akin
g
centralized
decentralized
routine complex
sucks or disengaged
fantastic or fully engaged
You have an idea of the gap
…between what you want and
what is. … Then what?
Issues InterventionsIndividual
Knowledge/Skill Motivation Satisfaction Development
Training & education Coaching Mentoring Career Development Job Design Assessments and feedback Learning labs - journaling
Group Alignment Composition Roles & Relationships Norms & Processes Spirit
Appreciative Inquiry Role Clarification/ responsibility charting Relationship development – conflict resolution Team Building Eidetics Confrontation meetings Outdoor Adventure
Inter-group Alignment Roles & Relationships Work Flow/processes Structure
Polarity Management Interdependence Clarification Shared Goal Setting Role Clarification Organization Design Interface Structures and Processes Perception Sharing
Issues InterventionsOrganization*
Mission, Vision Strategy Structure, Culture, Systems Alignment Performance
Planning Strategy Formulation Organization Design Culture Change Information Systems HR Systems Talent Management Productivity Improvement Appreciative Inquiry Summits Simulations Open Space Conferences Labor Management Cooperation
Inter-organization* Leadership Alignment Roles & Relationships Processes
Future Search Stakeholder Conference Coalition and Alliance Building Leadership Structures & Processes Planning Role Clarification Polarity Management Conference
1. MANAGING THREE SYSTEMS
not here not here not here
(anymore) (solely) (yet)
past transition future
What we need to know about change
CHANGING FROM ‘WHAT IS’ TO THE DESIRED FUTURE STATE
START with“WHAT IS” NOW
DESIRED FUTURE STATE
TO
Desired future
What the change path looks like
CHANGING FROM ‘WHAT IS’ TO THE DESIRED FUTURE STATE
Valley ofDESPAIR
START with“WHAT IS”
DESIRED FUTUREOUTCOMES
∆= VxDxF>R
The change formula:
success
Change tends not to be embraced
Don’t forget the 4 basic human fears:
1. Rejection
2. Failure
3. Being wrong
4. Being emotionally uncomfortable
Informal system behind the formal
NORMS
Formal Organization
Org chartJob descriptionsP & P
PR about who we areMission-vision-values…
Who’s really in charge and the way we really do things around
here
Norms are powerful in maintaining behavior
What everyone hopes to find!
WHAT’S PREDICTABLE DURING ANY CHANGE
High uncertainty – low stability*High perceived levels of perceived inconsistency High emotional stress on peopleHigh energy (often undirected) *Control becomes a major issue *Conflict increasesBlaming is rampant
Key point to remember:
The system must first attain stability
and then satisfaction
Name of thechange game:
per●sist●ence
pərˈsistəns
noun
firm or obstinate continuance
in a course of action in spite of difficulty or opposition.
"companies must have patience and persistence, but the rewards are there"
The key to successful and sustained change……
Employee Engagement
EMPLOYEE ENGAGEMENTMAKES CENT$!
Employee engagement begins with therelationship you develop with your employees
What is Employee Engagement?
https://www.youtube.com/watch?feature=player_detailpage&v=IZA94smSkQg
EQ2 Emotional Intelligence and Employee Engagement
If these stats are true….
The most recent Hay study findings (validated 2014)
• 53% of US workforce is “not engaged” (they are going through the motions)
• 18% of US workforce is “actively disengaged”
(acting out, not coming to work, in or starting litigation)
Do the math
In 2014-2015 our County budget ~$5 billion (rounding up), making that portion estimated for salaries and benefits roughly $1,600,000,000
RivCo FTEs ~ 16,000 = 2880 employees = 18% actively disengaged
• x 2080 hrs/yr pp = 5,990,400 unproductive hours
• X $25 /hr =
$14,976,000 =the cost of ‘actively
disengaged employees’
Gallup said 97% workforce are ignored + disengaged
47% of federal, state, and local government employees said they are engaged*
• 2012 and 2014 Public Sector Employee Engagement Surveys conducted by IPMA-HR
Employee Effectiveness ModelHay Group
Engagement & Enablement are Both Essential for
Optimum Performance• clear & promising direction
• confidence in leaders
• quality & customer focus
• respect & recognition
• development opportunities
• pay & benefits
• performance management
• authority & empowerment
• resources
• training
• collaboration
• work, structure & process
Drivers Employee Effectiveness
Engagement•Commitment•Discretionary Effort
Enablement•Optimized Roles•Supportive Environment
Attraction & Retention of
TalentCustomer Loyalty
Innovation
Enhanced Corporate Reputation
Productivity
Financial Performance
Case:Arrowhead County, USA
Instructions: 1. Apply the Systems Fit Model to Arrowhead County.
2. Show where you think are the culture (engagement/ quality of work life), decision-making and work/ technology points on the model axes.
3. What is your rationale?
4. Decide on your most important desired outcome. 5. Brainstorm change strategies and first steps to achieve your desired outcome. 6. Select a reporter(s) to report out.
What contributes to disengagement?
What do you think?
The Three Signs of a Miserable Job
Lesson #1Anonymity –All human beings need to be understood and appreciated for their unique qualities by someone in a position of authority.
Patrick Lencioni
The Three Signs of a Miserable Job
Lesson #2 Irrelevance – Employees need to know what the connection is between the work, the organization purpose and the satisfaction of another person or group of people.
The Three Signs of a Miserable JobPatrick
Lesson #3Immeasurement – Employees need to be able to gauge their progress and level of contribution for themselves.
Without a tangible means of assessing success or failure, motivation eventually deteriorates as people see themselves as unable to control their own fate.
from Miserable” to “Meaningful”
1. Show you care: Get to know your employees personally.
2. Link employee activities to organization vision and strategy.
3. Help employees find meaningful measurements so they can track their own progress.
High-performance organizations already know:
• Employees want to know it matters if they don’t show up.
• Employees want to contribute. • Employees want to develop.• Employees want to make a difference.• Employees ARE our technology!
For public sector employees
12 Employee Engagement Questions
1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your
work right? 3. At work, do you have the opportunity to do what you do best
every day? 4. In the last seven days, have you received recognition or praise
for doing good work? 5. Does your supervisor, or someone at work, seem to care about
you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your
job is important? 9. Are your associates (fellow employees) committed to doing
quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about
your progress? 12. In the last year, have you had opportunities at work to learn and
grow?
Wrap up: comments/questions?