Strategizing Organizational Effectiveness
When looking at an organization as a system you can get a wider view. In organization development this approach consists of three key areas of exploration: the organization, the group, and the individual.
The organization captures the qualities of the individuals that make it up, including the shared beliefs and values which inform its culture. The group is viewed as a subsystem of the organization and may include commonalities among members but not necessarily the same perspectives. The individual is independent though still connected to the other systems (Jones & Brazzel, 2014). This is a systems approach and it facilitates a clear view of flow and connectivity among all parts within an organization.
Getting Started
There is an opportunity to set forth a generalized plan of attack, an inception point, for organizations that recognize the value of an OD practice and want to initiate it within their organizations.
Start with a thorough review of current techniques and culture at each layer of the system. In their research, Bowers presents key areas of focus: organizational climate, managerial leadership support, peer leadership support, and satisfaction (1973). Consider things like organizational processes, standard procedures, work flows, hierarchy and organizational design, as well as the interconnectivity of systems. A review of this scope allows an organization to view their functions and dysfunctions within the lens of OD so that it can be quantified in a measurable way.
In capturing these key areas and tailoring their specific questions to a given organization, a quantitative picture will come to light. Upon completion of such a review, leaders gain clear insights about where their organization stands and an opportunity to intentionally solution any dysfunctions that otherwise may have gone unnoticed.
Taking Action
Turning this audit data into actionable goals is the next step for an organization. Dysfunctions can be prioritized, and change management frameworks employed. From that point, the work continues. An organization development practice branches from these initial steps. Small teams work through each action goal, driving whichever change management framework is best suited to support change at every layer of the system.
As the organization incorporates learning, new processes, improvements, often other opportunities arise. There is no end to organization development, the social sciences that support the field of OD will continue to be relevant to elevating business and creating thriving organizational ecosystems.
Maintaining Adaptability
As our world travels into the future at unprecedented speeds, advancements in organization development will continue. The global stage means more practitioners, more cross-cultural alignment, and improved data gathering in all parts of the world (Jones & Brazzel, 2014). Technology will continue to drive these processes forward while still keeping human needs at the forefront.
With organization development we have a toolbox for approaching the complex problems that our society will continue to face. Much the way athletes or novices alike must stretch before and after a big event or workout, so is OD for business; it is the mechanism for supporting, deepening, and growing business efforts as they relate to human capital.
Every organization needs OD to stay agile and increase longevity, all while improving our collective organizational ecosystems and therein, the human capital that drive them forward.
Bowers, D. G. (1973). OD techniques and their results in 23 organizations: The Michigan ICL study. the Journal of applied Behavioral Science, 9(1), 21–43.
Jones, B. B., & Brazzel, M. (2014). The NTL handbook of organization development and change: principles, practices, and perspectives. Wiley.
