ORGANISATION CHANGE
Organisational change is defined as change that has an impact on the way that work is
performed and has significant effects on staff. This could include changes:
• in the structure of an organisation
• to organisational operation and size of a workforce
• to working hours or practices
• in the way roles are carried out
• to the the scope of a role that results in a change to the working situation,
structure, terms and conditions or environment.
Organisational change can have an impact irrespective of whether changes are viewed as
large or small.
A Six-Box Model of Organizational Diagnosis:
This well-known model1, created by Marvin R. Weisbord is often used to help diagnose
organizations and their issues. Its six categories cover various concerns that need to be
addressed when designing an organization.
1
The aspects concerned are as follows -
Purposes:
• Direction – what are we attempting to accomplish?
• Vision – what will success look like?
• Does the above match to the OPDIV’s needs for training support?
Structure:
• Staffing
• Internal Structure: organized by OPDIVs, Programs/Services, or what?
• Funding/Budget/Charge-back Issues
• Location (virtual or consolidated into one or more locations)
• Transition Process
Relationships:
• Communication
• Coordination within HHS-U and with OPDIVs
• Partnership
• Relationship of HHS-U to OPDIVs
• How are the OPDIVs learning about HHS-U?
• Possible creation of a Community of Practice for developers of HHS-U
Rewards:
• What’s in it for the OPDIVs to support this effort?
• What’s in it for the staffs to support this effort?
• What’s in it for the Department/PSC to support this effort?
Leadership:
• Leadership and Management of HHS-U– who/where?
• Decision-Making Processes
• 8 to 20 month Project Plan (milestones and contingencies) – needed ASAP
Helpful Mechanisms:
• Budgets
• Infrastructure
o Classrooms – availability and issues
o Technology – availability and issues
Survey Feedback
THE PURPOSE OF SURVEY FEEDBACK:
Survey feedback is a tool that can provide this type of honest feedback to help leaders
guide and direct their teams. Obstacles and gaps between the current status quo and the
desired situations may or may not be directly apparent. In either case, it is vital to have a
clear understanding of strategies for diagnosis and prevention of important organization
problems. If all leaders and members alike are clear about the organizational
development and change, strengths, weakness, strategies can be designed and
implemented to support positive change. Survey feedback provides a participative
approach and enables all members to become actively engaged in managing the work
environment.
SURVEY PROCESS STEPS:
1. Identify project plan and objectives
2. Brief team leaders and employees about the process
3. Administer survey
4. Conduct interviews and focus groups
5. Train leaders on facilitating team discussions
6. Analyze the data and construct a report
7. Provide feedback to leaders
8. Team leaders conduct feedback action planning and meetings
9. Leaders present reports on progress and results to Senior Management
10. Follow-up by senior leadership to ensure progress and accountability.
RESPONSIBILITY OF THE CHANGE AGENT:
Once the data has been collected and observations have been clarified, it becomes the
leader’s responsibility to familiarize the team with the findings. Next the leader involves
the team in outlining appropriate solutions and strategies that members can “buy into”
and support over the long-haul. When leaders can facilitate collaborative teaming and
become an organizational development and change agent, people in the team will
contribute creative ideas to enhance their work environment.
It is important for leaders to not underestimate the time and facilitation skills needed to
pass on the information and foster an action-oriented environment. The initial meetings
and communication sessions are just the start of a development process, not a single
event. If the survey feedback is to be effective, it must be implemented into a
comprehensive strategy that includes goals, responsibilities, time frames, revisions, and
reviews.
Prior to the action meetings, leaders need to gain a full understanding of the survey data
and begin to structure a plan for the first meeting. Once the meeting begins, the leader
should guide the group's evaluation of the results and development of solutions.
Following the initial meeting, a summary should be documented and action plans
circulated. Follow-up meetings are necessary to coordinate and evaluate changes and
progress. Action plans are the means of fully utilizing the survey feedback, without it we
simply have a snap shot of where the organization is, with no plan for positive change.
If the team feedback meeting is poorly handled, there will be low front-end commitment
on the part of the team. Of course group dynamics will be unique in every situation, and
the leader will need to consider this as the survey data is disseminated. Tailoring sessions
to meet the group characteristics will provide for a more effective discussion. In any case,
consider a few of these ideas:
• Be optimistic and excited about the information and how it can be used to better
the organization.
• Verbally express positive points.
• Ask for participation by all members and reinforce their openness and
contributions.
• Invite them to explore with you the areas that need improvement.
• Be supportive and clear about action and follow-up plans.
• Establish a clear commitment to utilize the survey feedback long-term and seek
further feedback from the group.
Most importantly, help the group understand the purpose and mission of the survey
feedback As a leader, feast on the opportunity of having clear data and truly listen and
involve members in your organizational development and change endeavor.
