Organizational Development - a Few Tools

General Tools

Corporate Development

We work through the day-to-day dynamics of groups to enhance effectiveness. We also help build the strategic and policy frameworks necessary to create effectiveness for the present and for the long-term.

Interpersonal Development

Even with a good recruitment system in place, the occasional problem does arise, and moreso when groups are being newly integrated. In the absence of good recruitment, more interpersonal difficulties tend to arise ... for which we have substantial experience in terms of coaching, conflict resolution, and skill development.

Community Development

The same principles apply as for Corporate and Interpersonal, except the scope tends to be greater and more complex. We have had success in orienting communities strategically to achieve their long-term goals.

Specific Tools

Encouragement & Support

Mutual Respect

Broad Consultation

Participative change

Participative change means involving the maximum number of employees from a maximum number of levels in the maxiumum number of activities surrounding changes in, or modifications of, the organization. The key dynamic is this: "Involvement leads to a sense of ownership, ownership leads to interest, interest leads to commitment." Commitment melts away most resistance to change, which is probably the number one problem in the corporate world today. Image a workplace where people work together for a common goal, and do so harmoniously and creatively. The savings in time and frustration are enormous.

Virtual Trust

Virtual Trust is equivalent to "presumed innocence" in a courtroom. Virtual trust is what is needed for people to work harmoniously together, even if they have never met or even spoken together. For the ad hoc organization of our times, "quick strike" units must be formed in a minimum of time to address immediate and often short-term needs. Virtual trust is an essential component., and requires the influence of enlightened leadership - individuals who lead, and trust, by example.

Back-casting

Back-casting is a planning tool which starts at the end we wish to achieve – the future / outcome – and not at the end we wish to leave – the present. Trying to move forward from the present elicits significant resistance for a number of reasons, good and bad. Back-casting requires us to define the future/outcome in tangible terms, as though the future were already accomplished, then to ask the question, "Since we are already there, what did we do to get there?" The answers to that question become the components of our new Action Plan.

Using Conflict to achieve Goals

Conflict is elicited only when there is interest in the activity at hand. Competing interests clash. The trick is to agree on the result we are looking for, and then use that agreement to redirect conflict towards achieving the results. "How will your (conflicting) idea help us achieve the results we are looking for?" Thus we avoid ego-entrenchment, and positional bargaining.

Sanity Centres

A Sanity Centre is the start point for all success. It is an abstract concept that generates major tangible results. It is a place in the mind where calm, order and clear purpose reign. A Sanity Centre is arguably the point of origin of all organizational success – effectiveness, high morale, good working relationships, and purposeful leadership. This principle applies equally to organization at all scales – individuals, families, and large collectives such as Federal Government Departments.