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Contents

Gary McLean Berrett-Koehler Publishers PDF
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14 Reasons for Separation from the Organization

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338

OVERVIEW Periodically, it is essential for clients and OD professionals to explore their relationship to see whether there is still a need for the relationship on the part of the client, and to see whether the OD professional still believes that value is being added to the organization through the relationship. This stage becomes difficult for internal OD professionals as they are gradually co-opted by the organization’s culture.

Both the organization and the OD professional must avoid overdependency. How can a healthy relationship be maintained so that separation is not needed? How can it be determined that separation is appropriate and benefits both parties? How should separation be handled?

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he final phase of the ODP model is Separation. This phase is not central to the ongoing flow of the model, as seen in Figure 14.1, because Separation ends the involvement of the client and the OD professional. A good ending is critical to support the work that has gone before it. In the ensuing conversation, it is important to discuss what each party learned from the process, suggest ways for each to improve working relationships in the future, and keep the door open for future work as circumstances change.

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5 Action Planning and Introduction to Interventions

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OVERVIEW Based on the findings of the assessment, an action plan must be created. What goals and objectives will the organization establish, and what will the organization do as a result of the assessment and feedback? This chapter includes a form to assist practitioners in the process of doing action planning as a collaborative group, relying heavily on the use of the affinity diagram process described in the previous chapter. An overview of implementation options will be included in this chapter to suggest approaches that might be included in action plans.

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ith the assessment and feedback completed, and with the input of those receiving the feedback, the steering team can now begin the process of deciding what to do in response to the assessment. This step, the Action Planning phase, is shown in Figure 5.1.

A wide range of interventions is available to OD professionals. (An intervention is an activity designed to help achieve the goals and objectives established in the Action Planning phase.) What follows in this chapter is, first, a discussion of a process for separating training needs from other types of OD needs. This will be followed by a description of one approach to creating an action plan, followed by a brief overview of the range of implementation interventions available.

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3 Start-up and Systems Theory

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OVERVIEW What are the first steps that an OD professional carries out in entering an organization or a subpart of an organization? A critical component is setting project management in place. Establishing partnerships within the organization is also critical to the ultimate success of the project. How this is done, and with whom, will be explored in this chapter. Determining when it is time to move on to the next phase will be discussed as well. The entire OD process must be set in the context of systems thinking. A brief overview of systems theory is also presented in this chapter.

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ou have been successful in connecting with a client, and you now have a contract in hand. What happens next? The Start-up phase is important in establishing an infrastructure, including project management, that will support the work being done in the organization or subpart of the organization, though in some cases parts of this stage might have been addressed in the contracting component of the Entry phase, illustrating that there is not a clear distinction between phases of the

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8 Implementation: Process Level

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OVERVIEW The process level focuses on organizational processes, including many concepts associated with quality improvement, including continuous process improvement/total quality management, six sigma, business process reengineering, benchmarking/best practices, and sociotechnical systems.

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he term process is used in many ways. In fact, most of this book is about processes—how we relate to others, how we create and support culture change in organizations, how we work across cultures, and so on. The focus of this chapter is not about the processes that we use as

OD professionals but, rather, about the processes used by the organization to produce its products or deliver its services. As with all of the categories used to structure this book, this is a somewhat artificial distinction, as some products and services are delivered by teams, but those processes are covered in Chapter 7, while Chapters 6, 9, 10, and 11 focus largely on people processes. This chapter considers interventions that are useful in improving organizational processes. Process interventions are part of the Implementation phase shown in Figure 8.1.

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