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Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result Top Drag Me
Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result
The organizational problem.
I was called into a hospital by their HR manager. The hospital needed to improve
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But not in a way that would degenerate into a negative gripe session about the doctors. Help the managers to develop a common focus for the future. The CEO. The matron of the hospital was concerned about the poor relationships between the nurses. In choosing my design for the workshop. The doctors. and wished that the managers would begin to take responsibility and act like leaders. and to start seeing the doctors as important customers of the hospital. They wanted the workshop objective to be: "To help the managers to develop a common focus regarding what they would need to do as a united team. Losing specialists to competing hospitals would affect his hospital's brand and offering ." The thinking behind the design of the OD intervention. morale amongst its nurses. An employee morale problem. But as I spoke to different stakeholders. It started off as a morale problem. The HR managers told me that morale amongst nurses was at an all time low.OD interventions case study. matron and HR manager all agreed that they wanted a one-day workshop for all internal managers in the hospital. And far more than even the problems they had briefed me on. Allow the managers to vent their frustrations in a way that allowed every manager to be heard. the issue became more complex. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud. over the next 18 months. At the same time the hospital was trying to change its culture to become more patient and profit centric. chose to locate their independent practices at the hospital. but one that would make them excited 2 of 7 4/9/2013 2:36 PM . Get them to take responsibility and begin acting as leaders. He was also tired of being the only leader in the organization. it becam e more complex.not only their own problems. Get the managers to see all the problems facing the hospital . One that not only solved their frustrations. anytime they wanted. Support the move to a patient centered and profit oriented culture.. The Organizational Development intervention they wanted. I needed a tool that would: Build trust. The CEO was concerned that the doctors. The nurses and their managers blamed arrogant doctors for the poor morale in the hospital.as well as its profitability. were not happy with the service they were getting. Get the managers out of the habit of blaming doctors or the hospital for problems that they could resolve themselves. I knew that I had to provide far more than what they'd asked for in their workshop objective.. The unit managers were upset by the way that doctors by-passed them and shouted at their nurses. But as I spoke to different stakeholders. but had the freedom to take their business to another hospital. who he saw as clients and partners of the hospital. their unit managers and the doctors. Get them to stop seeing themselves and their nurses as being victims of the arrogance of doctors. Help them to identify the most important issues that they as a leadership team need to deal with.
The first chart is called The Organisation Of Today. The second chart is called The Ideal Organisation Of The Future.. The tools I decided to use in the one day workshop. 2. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud. I divided the larger group into 3 of 7 4/9/2013 2:36 PM . as they complete their charts. A box of clue cards to help the groups think about the 20 organizational elements from an Organizational Development and systems thinking perspective. These workshop activity cards are designed like recipes. Therefore the way in which the group developed their own solutions. ownership. build the managers confidence and energize them. In this workshop. Help the managers to identify the core changes they would need to make to achieve the future they wanted. 1. in a very practical and very participative way.. (A1 size). the process would be as important as the content. This is the process I followed.OD interventions case study. The secondary tool I used was a single activity from The Powerful Facilitation cards. There would be 32 people in the group. To ensure that everyone could participate. I chose a card that helped a group to create a vision in a way that created fun and positive energy. I chose The Change Puzzle Kit because it allows a group to do the complex systems thinking they needed to do to solve their own problems. They provide detailed workshop activities to achieve specific workshop goals. The workshop design. The hospital could only afford the time for a one-day workshop. One in which team members take responsibility and support one another. An employee morale problem. The organizational development tool I chose for this complex OD intervention was "The Change Puzzle Kit. Help them identify projects that would help them to implement those changes. To do all of this in a way that would build a leadership team. The main tool I used was The Change Puzzle Kit I had one kit for each group of 8 delegates. The constraints I needed to work within. We needed a process that would encourage participation. The charts can be wiped clean and used again. was as important as the solutions they developed. about their future in the hospital. buy-in." A set of water soluble pens which allows the delegates to write directly onto the laminated charts. The design on each chart is of the organization as a puzzle comprising 20 organizational development pieces. Each kit consists of: Two laminated charts.
and people of different ages and races working together in each group. They were also given a set of water soluble pens.OD interventions case study. I also explained that some people see things in a positive light. Provide an overview of the change puzzle The attention span of most groups for listening to a presentation is less than half an hour. Changes that would help us to solve the most important of today's problems. We would then compare what came out of our two charts. They could use the clue cards to help them. others in a negative light and others prefer to put down facts. We mixed the groups so we had different functions (HR. So.1 Instructions: Each group was given the chart "The Organisation Of Today" plus the 20 clue cards about the current organization. An employee morale problem. and move us towards the future we wanted. We would do a right brained exercise to look at what the hospital would be like 3 years into the future.with all its frustrations and all its strengths. I used this diagram to explain the process we would be following which was: We would take a 'systems thinking' photograph of the hospital as it was today . 2. From this. I provided a very quick overview of the charts and clue cards they would be using. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud. The groups analyze their organization as it exists today .2 Activity: Each group spent about an hour recording their answers. Each group had their own change puzzle kit to work with. Step 2. and a place where the managers would be proud to work. administration & nursing). we would choose a few core changes. We would translate that right brain 'vision of the future' back into left brained. To do this we would use The Organisation of Today charts and cards. Step 1. To do this we would use 'The Ideal Organisation Of The Future charts and cards. We would look at the elements that would need to be in place for that vision to work. Then instead of having formal feedback. Each person was encouraged to write how he/she viewed the situation independently of their group as the group didn't need to achieve a consensus. 4 groups of 8 delegates per group... systems thinking. to keep the group's attention. All of these views were equally valuable. We would then create some projects to make achieve these changes. was profitable. How I used the change puzzle kit. each group simply read what the other groups had written on 4 of 7 4/9/2013 2:36 PM . 2. marketing. They were asked to write on their chart how they saw their hospital today in terms of each puzzle piece or OD element. if it was delighting its patients.using 'The Organisation of Today' charts and cards. These groups were mixed to provide as much variety as possible.
I asked them to think about what would need to be in place for them to be able to live their visions.' I suggested they also look at the future clue cards to generate even more creative ideas. This is because I wanted them to come up with more than simply the opposite of the problems they'd identified in their The Organization Of Today charts. They started coming up with brilliant ideas of how they could add value to the doctors. but started achieving all the objectives I'd hoped for when designing the workshop. they were surprised by how much negativity came out. I then asked the groups to complete the Ideal Organisation of the Future charts. Step 4.so that each of the four visions were now represented by members within each new group. in order to clarify roles. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud. and the systems thinking behind the design of the chart they used. onto the 'Ideal organisation of the future charts. I encouraged them to be creative. No one was taking responsibility. Groups develop a vision of the future. 'Surely there are some good things too?' One person asked.' But most of all. Groups are more positive when they create their own future. to positive and creative. In doing so. They felt they needed to acknowledge one another more. They wanted to create a culture where people 'don't feel intimidated when someone shares skills. What came out What came out of this activity were wonderful positive ideas that not only solved the problems they'd identified in their organization of today charts.OD interventions case study. they though of having a monthly picture board. and earn their respect.. their doctors and one another. For example.for their patients.and potential conflict. their charts. There was too much gossip. As they developed their right brain picture of the future hospital. Step 3. They created slogans for themselves showing how they would care . They were too 'rank obsessed. They worked well as a team. Alive. Negative responses are common amongst groups when they analyze their current situation. I used a creative activity from the Create fun and energy section of the Powerful Facilitation cards. They began laughing.1 Instructions and activity I remixed the groups . 4. the groups became energized. This was to prevent a very tedious feedback process . 2.3 What came out: The three groups were surprised that they had similar responses. Full of fun. which was far more creative than simply that of solving their frustrations of today. I wanted them to capture all the wonderful ideas they'd had in their right brain vision. I needed to turn around the group's energy from negative and powerless.4 Why this happened: Their common responses were due to two design factors . I also needed the groups to develop a vision of their future. 2. This was the turning point of the workshop. People operated in cliques. They decided to have a day where they would 5 of 7 4/9/2013 2:36 PM . For example: They felt their roles were not clear enough. An employee morale problem. 4.' They felt doctors had too much status and that they needed to be empowered more. Groups complete The Ideal Organisation of the Future charts.2.the mixing of the groups. entitled 'meet the team'..
Once again I remixed the groups. The 'To' would come from "The Ideal Organization Of The Future" charts. and because we kept mixing the groups. They needed to apply the 80/20 principle. The end result I then got the groups to list what they'd achieved as a leadership team during the day. But there were too many to implement all at once. they would 'go back to the floor' for a day. They decided to have a programme where as managers. The groups' energy had already turned during the previous exercise.. by analyzing all the OD elements that would be in place to support their vision. we know that groups are always more positive when they are allowed to be creative. You may also like: Case studies: A strategy implementation case study This describes a two-day workshop 6 of 7 4/9/2013 2:36 PM . The 'From' would be drawn from "The Organization Of Today" charts. Also. The groups choose core changes.3 Why this happened. and when they focus on the future. change roles with one another." The four groups were surprised that they all came out with the same core changes. An employee morale problem. They would visit the receptionists of doctors to find out all the doctors preferences. was to think of ways for caring for families of patients who came from out of town. They immediately started volunteering for projects around the core changes. The team became quite excited about what was possible. This made them feel hopeful about their future. This happened because of the design of The Change Puzzle Kits which gets everyone to use systems thinking. They left the session excited and motivated. They decided to lead their teams by getting each unit to develop their own vision linked to the hospital vision. the group could see that achieving their vision was possible and practical. What came out was how amazed they were at what they'd been able to achieve in one day. to better understand some of the issues that both nurses and doctors faced. They decided that one thing that would demonstrate patient centered care. I asked them to record these changes in a 'From' and 'To' table. Building on this. Step 5. The "Ideal Organisation of the Future" charts are designed in a way that combines creative thinking and a future vision.. They created slogans for themselves that demonstrated customer care. The group was blown away by all their wonderful ideas. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud.OD interventions case study. Then they would educate one another and their nurses on how to provide great service to each doctor. and what they wanted to do after the workshop. 4. I asked them to choose 2 changes that would: Solve the biggest problems identified in "The Organization of Today charts" Help them move towards their most exciting ideas in "The Ideal Organization Of The Future" charts.
How to use your vision to lead an executive team.. An employee morale problem.Managing Morale Managing morale is a key leadership skill because it determines whether or not a team has the energy. Develop an innovation system that results in a cultural change.Typical problems experienced by leaders after a restructuring exercise. Member tools: Poor morale in the workplace .. confidence and commitment to perform at their best.OD interventions case study. systems thinking or a diagnosis of a problem. focus. or for helping your executive team to plan to implement their strategy. Contains 20 cards covering the major OD interventions. this powerful coaching tool provides a quick way to diagnose your particular morale problem.a diagnostic tool Based on a complex decision tree. Practical EQ and SQ tips for leaders. When to do strategic planning. file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud. Strategic planning as an OD intervention. Participative tools to use in OD interventions The Change Puzzle KitA powerful tool for any OD intervention that requires group participation. A CEO's guide to implementing strategy What to do after you've developed a strategic plan. Inspiration at work How to inspire and motivate your team at work.The role a change agent can play during a restructure. Powerful Facilitation CardsA set of OD activities to choose from to use in your OD intervention workshop. It provides over forty possible solutions and helps you choose the best solution for your particular problem. Restructuring Organizations: Leadership problems after an organizational restructure. morale and commitment after an organizational restructure. Articles: Team leader skills . Winning the Game of Change A powerful planning tool for developing an OD strategy for your organization. The 12 steps for aligning your organization to your strategy and getting them to implement it. 4 OD interventions to rebuild trust. The role of a change agent during an organizational restructure. How to rebuild morale after an organizational restructure. How to develop an innovation culture in your organization. to help an executive and management team to develop a comprehensive plan to implement their strategy. 7 of 7 4/9/2013 2:36 PM .