OD Framework Results from the OD Network Group

1. Organisational Development – One Page Framework Search Results
The search
Background
A colleague asked me whether anyone had a one-page organisational development framework that
clients (in this case internal to her organisation) would love.
I put this question to the Organization Development Network on LinkedIn over 4 weeks in May 2011
and received some great responses which have been collated in this document. We had over 100
people expressing an interest in the outcome of this search.
Thanks to everyone who provided information and expressed an interest in this topic – thanks for a
great conversation. I’ve personally used Galbraith, Weisbord, and the work of Ken Wilbur. At the
moment I’m working on building complexity thinking and cognitive neuroscience into organisational
development strategies and executive coaching which have been a great success. After this exercise
I’m going to try to find a way to build these into a one-page development model.
Amanda Martin http://blog.proofofleadership.com
LinkedIn > Select More > Select Slideshare Presentations and upload. Then return to this group site
and attach the web address for others to access (no more individual emailing for anyone).
The Results!
From Daniel Stewart at Kohl’s – see Attachment 1
Daniel Stewart | Organization Development, Human Resources | Kohl’s Department Stores
N56 W17000 Ridgewood Drive | Menomonee Falls, WI 53051 | office: (262) 703-7969 | fax: (262)
703-6373 | e-mail: Daniel.Stewart@kohls.com
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2. John Kuypers of PERFORMANCE SHIFT CONSULTING www.performanceshift.com “Here is the one-
page “big picture” that I use. It works because it connects the dots between outside world, strategy
and internal alignment. It drills down into more detail of course. I hope you find it useful! It’s also
viewable at http://www.performanceshift.com/strategy.htm” John is also author of Who's The
Driver Anyway? Making the Shift to a Collaborative Team Culture
Sharif Mansur provided us with a different approach again – see Attachment 2
Please contact Sharif at sharif.mansur@yahoo.com if you you’d like to follow up.
Otto Pretorius
Provided a set of broad transformational OD frameworks. Unfortunately his document was too
long to attach here, but please contact him if you would like more information. Principal
Thought Leader & Director | Qbit Group E-mail: opretorius@qbit.co.za
Website: www.qbit.co.za
Galbraith’s Star Model
A number of people pointed me to Galbraith’s Star Model – see Attachment 3. Thanks to Greg
Goodman, Ed.D, Doris Miller and Jane Smith-Stage, MEd, ADR, PCC who use the model
Burke-Litwin Model
Robert Taylor recommended this model for diagnosing organisational performance and change
Find the Wind Model
Ian Sergo shared the Find the Wind(TM) framework which is available at
http://www.cognascents.com/leadership/framework - ian.sergo@cognascents.com
Elva Castaneda de Hall (elva@valuestech.com provided some great models that couldn’t be
translated into this document – please contact her for more information.
Chris Forando provided a very insightful reflection:
Amanda, is there a particular OD focus that you are interested in? I used a framework with our
executive management teams that was a synthesis of multiple models, but mainly represents an
Ackoff-Lewinian design. Embedded in the framework is a substrate for business innovation and
creativity. I have also used another model for increasing organizational intelligence through
knowledge generation and distribution. French & Bell (1970) offer one of the best models and
approaches that existed before OD was fragmented into corporate parcels. Also look at Bennis'
work in the 60s. Practitioning then was more systematic and integrated, and since then has
become characterized by disjointed, misaligned, and ineffective segments - talent management,
OD, training and development, talent acquisition, assessment, and process improvement. OD
was once the umbrella that incorporated all those and provided for a comprehensive approach
to capability alignment.
Any model that is used though should be grounded in psychology (human cognition and
behavior) since it is the only subsystem capable of learning and adapting to changing
environments. Process, technology and product are all inert, and incapable of self-modification
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3. and organization. Each is only as effective as the human behind it. The human element maintains
the exclusive right to change.
Star models (3 pt, 4 pt, 5 pt, and even Kilburgh's 17 pt) all offer advantages as well as limitations.
It is important to note that there is an assumption of the presence of knowledge on the part of
the user/practitioner regarding the complex interdependencies of the vrious points of these
models. I have found that that a hybrid of models offers the greatest breadth, depth, and
flexibility for applicability and the ability to generate results. The current model I use is a
construct drawing from the works of Burke-Litwin, Galbraith, Lewin (force field analysis), Ackoff
(idealized design) and Kilburgh (a psychodynamic perspective), built on a substrate of Von
Bertalanffy's contention that to truly understand an organization and its functionality, one must
be grounded in biology, physics, psychology, and social psychology.
I can recall a major intervention in which a former employer invested nearly $750,000 in lean
experts and after 9 months had not achieved any improvement in operations and productivity.
Once the team adopted a psychodynamic perspective we uncovered the root cause in less than
three weeks and decreased production time by nearly 50% in less than 4 months.
Russ Ackoff once told me that people are the basis for every organizational issue, for they are the
ONLY organic (living and therefore capable of learning and adapting) domain of the
organizational system. While processand technology are invaluable, they cannot detect
environmental (market/consumer) changes and therefore cannot self-organize to align with the
environment. No alignment, no sustainability (think Blockbuster). Understand the psychological,
and in some regards the physiological domain, and you can master the art and science of
organizational effectiveness Feel free to contact me at forando@comcast.net for further
exchanges of information..
Gilley Performance Alignment Model
One model to explore is the Gilley performance alignment model. His key learning is that it is
critical to do an internal/external stakeholder analysis, use that information to inform your
overall business strategy and then align all other systems around that. From Melanie Kruger
The Right Management Model
Looks great – just contact Jeremy N. Borys, Ph.D. Vice President, Talent Management
Right Management jeremy.borys@right.com www.right.com
Bernard Tollec
Please find the link to find the tool I use sometimes in my OD work. You'll find a French and English
version – you may use them. http://bit.ly/jB8lPE
http://www.involve-consulting.com/blog/7-ressources/outils/
Rosie Dolan Baker
Weisbord's 6 Box and a 7 S Model are decent models too. Integral theory by Wilbur has a four box
that includes internal and external as well as individual and collective components
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5. Attachment 1 - OD Purpose
To support Kohl’s growth by balancing the company’s structure, leadership, workforce,
behaviors, and management practices through strategic organization design and
effectiveness programs.
OD Intent
 Manage the executive talent pool to ensure bench strength
 Provide effective workforce planning practices
 Drive the right performance and promote continuous learning through performance
management
 Manage advancements and promotions around business needs
 Position effective and adaptive organizational structures that support career paths, role clarity,
and internal equity
 Clearly define organizational capabilities and competencies for each level
 Ensure strategic alignment with Kohl’s Key Initiatives and Core Values
Scope of Service
Organization Effectiveness Workforce Design
Leader Alignment Organization Strategy and Design
• Talent Management • Organization Design
• Succession Planning • Job Design
• Executive & High Potentials Coaching • Career Pathing
Performance Management Process Reengineering
• Performance Evaluation • Best Practice Research
• Competency Management • Process/Workflow Design
• Promotion Guidelines
Change Management
Talent Acquisitions
•Change Planning
• Candidate Assessment •Executive Alignment
• Selection Process •Communication Planning
• Executive On-boarding •Change Readiness & Benefit Realization
Business Planning
• Operational Planning
• Workforce Planning
• Project Portfolio Management
Attachment 2 – From Sharif Mansur
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6. OD Framework
OD, Learning
and
Training
Performance Information
Management Technology
Business
Strategies
Org. People and
Structure Processes
Leadership
Development
Business Strategies/Organizational Effectiveness
• Alignment and communication of goals, objectives and resources
o Optimizing human, technical and capital resources
o Vision, mission
• Measure and record results
o Return on investment
o SWOT
o Long/short term
o Immediate
• Establish desired results
o Competencies
• Gap Analyses
o Prioritize, implement and manage
• Best in class practices from each unit
o Case studies
o Trends
• Strategy/business development and planning
o Anticipatory or reactive
• Organizational diversity
• Strategic vs. tactical
o Into operational initiatives
Organizational Structure
• Culture and climate
• Design and role clarification
• Resource utilization
• Management style
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7. People and Processes
• Staffing strategies
o Recruiting, selecting and hiring
• Relationship managing
• Systems and structures
• Vendor selection
Performance Management
• Career development, management and pathing/planning
• Appraisal and review process
o Surveys and assessments
• Improvement
• Defining success
o Benchmarks
o Results
• Action plans
• Talent management and succession planning
Organizational and Employee Development, Learning and Training
• Change management
o Organizational review
• Coaching
o One-on-one
o Trust and relationships
o Team/group
• Enhance individual and team performance
o Assessments and action plans
• Employee engagement
• Training
o Technical
o Transferable
• Customer service
• Management skills
• Organizational behavior/Human relations
o Planning
o Organizing
o Controlling
o Leading
Information Technology
• Link information together
• Processes for access and storage
• Connect units and programs
Leadership Development
• “Fitness” – baseline competencies and performance
• What executives look like and want to look like
o How much talent
 “A” and “B” players
• Indicators of leadership success
• Succession planning and execution
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8. o Structure and depth
o Recruit and retention
o Future needs and succession readiness
• Talent management and talent assessment/analysis
o Build or acquire
 Promotion of high potential
 Early career identification
 First-time leader
• On-boarding
• Competency development
o Core skills/drivers of good leadership
• Skills/training
o Interpersonal
 Adaptability, teamwork, collaboration, cross cultural, information sharing,
trust, listen, self-development
o Business acumen
 Business strategies
 Finance
 Success identification
 Global perspective
 Customer
 Manage growth
o Functional expertise
 Technical excellence
 Innovation
 Process improvement
 Project management
o Leadership/change
 Accountability
 Decision making
 Developing talent
 Influence/energy
 Leading change
 Producing results
 Strategic outlook
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