BSBMGT615 Learner Resource V1.5

BSBMGT615 Contribute to
organisation
development – Learner
Resource
Learner Resource
Student Name
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BSBMGT615 Contribute to organisation development 2

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TABLE OF CONTENTS
TABLE OF CONTENTS........................................................................................................................3
APPLICATION....................................................................................................................................5
UNIT SECTOR....................................................................................................................................5
ELEMENTS AND PERFORMANCE CRITERIA........................................................................................5
FOUNDATION SKILLS........................................................................................................................7
TOPIC 1 – DEVELOP ORGANISATION DEVELOPMENT PLAN...............................................................9
ANALYSE STRATEGIC PLANS TO DETERMINE ORGANISATION DEVELOPMENT NEEDS AND
OBJECTIVES......................................................................................................................................9
CONSULT WITH RELEVANT GROUPS AND INDIVIDUALS TO PROFILE THE ORGANISATION’S CULTURE
AND READINESS FOR ORGANISATIONAL DEVELOPMENT...............................................................13
DETERMINE WHO WILL TAKE KEY ROLES IN THE ORGANISATIONAL DEVELOPMENT PROCESS AND
CONFIRM THEIR COMMITMENT.....................................................................................................15
COLLECT AND ANALYSE DATA ON AREAS OF THE BUSINESS EXPERIENCING PROBLEMS OR THAT
NEED REALIGNMENT......................................................................................................................19
DETERMINE AND AGREE ON OBJECTIVES AND STRATEGIES FOR ORGANISATIONAL DEVELOPMENT
.......................................................................................................................................................22
CONSIDER CHANGE MANAGEMENT TECHNIQUES REQUIRED TO ACHIEVE THE WORKPLACE
CULTURE OUTCOMES AND BUILD THEM INTO THE ORGANISATION DEVELOPMENT PLAN.............25
DEVELOP COMMUNICATION/EDUCATION PLANS TO ACHIEVE COMMUNICATION OBJECTIVES IN
RELATION TO THE DESIRED WORK ENVIRONMENT AND DESIRED APPROACH TO PROBLEM-
SOLVING AND DEVELOPMENTAL ACTIVITIES..................................................................................28
TOPIC 2 - IMPLEMENT ORGANISATION DEVELOPMENT ACTIVITIES................................................31
IDENTIFY AND IMPLEMENT CONSULTATIVE PROCESSES TO MAXIMISE PARTICIPATION IN THE
ORGANISATION DEVELOPMENT PROCESS......................................................................................31
UNDERTAKE TEAM DEVELOPMENT AND TRAINING ACTIVITIES TO DEVELOP COLLABORATIVE
APPROACHES TO PROBLEM-SOLVING AND DEVELOPMENT............................................................34
FACILITATE GROUPS TO ARTICULATE PROBLEMS AND TO PROPOSE MEANS FOR RESOLVING THE
PROBLEMS......................................................................................................................................37
MANAGE CONFLICT BETWEEN INDIVIDUALS AND/OR GROUPS TO ACHIEVE CONSENSUS OR
AGREEMENT...................................................................................................................................40
UNDERTAKE INTERVENTIONS IN ACCORDANCE WITH THE ORGANISATION DEVELOPMENT PLAN. 43
BRAINSTORM ALTERNATIVE PROPOSALS AND NEGOTIATE AND AGREE ON OUTCOMES...............46
TOPIC 3 - MAINTAIN ORGANISATION DEVELOPMENT PROGRAM...................................................48
UNDERTAKE SURVEYS TO IDENTIFY ANY LOSS OF SUPPORT FOR ORGANISATIONAL DEVELOPMENT
PROGRAMS AND ACTIVITIES...........................................................................................................48

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MAINTAIN REGULAR TEAM MEETINGS AND INDIVIDUAL FEEDBACK IN ACCORDANCE WITH

COMMUNICATION PLAN................................................................................................................50
SET OUT ACTIVITIES AND INTERVENTIONS IN THE ORGANISATION DEVELOPMENT PLAN AND
MAINTAIN, EVALUATE AND MODIFY THEM AS REQUIRED..............................................................52
ENSURE SENIOR MANAGEMENT REINFORCES ORGANISATION DEVELOPMENT PROGRAM BY
ONGOING MESSAGES OF SUPPORT AND APPROPRIATE RESOURCE ALLOCATION..........................54
EVALUATE ORGANISATION DEVELOPMENT PLANS IN TERMS OF COSTS AND BENEFITS, INCLUDING
OPPORTUNITY COSTS.....................................................................................................................56
SUMMARY......................................................................................................................................58
REFERENCES...................................................................................................................................59

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APPLICATION
This unit describes the skills and knowledge required to contribute to the creation of an
organisation development plan which ensures that the organisation will become more effective
over time in achieving its goals.
It applies to individuals with organisation wide responsibilities who are critically involved in
shaping and focussing the organisation so that it can adapt to new technologies, challenges and
markets.
No licensing, legislative or certification requirements apply to this unit at the time of

publication.
UNIT SECTOR
Management and Leadership – Management
ELEMENTS AND PERFORMANCE CRITERIA
ELEMENTS DESCRIBE
PERFORMANCE CRITERIA DESCRIBE THE PERFORMANCE
THE ESSENTIAL
NEEDED TO DEMONSTRATE ACHIEVEMENT OF THE ELEMENT.
OUTCOMES.
1. Develop organisation 1.1 Analyse strategic plans to determine organisation development
development plan needs and objectives
1.2 Consult with relevant groups and individuals to profile the

organisation’s culture and readiness for organisational development
1.3 Determine who will take key roles in the organisational

development process and confirm their commitment
1.4 Collect and analyse data on areas of the business experiencing

problems or that need realignment
1.5 Determine and agree on objectives and strategies for

organisational development
1.6 Consider change management techniques required to achieve the

workplace culture outcomes and build them into the organisation
development plan
1.7 Develop communication/education plans to achieve

communication objectives in relation to the desired work
environment and desired approach to problem-solving and
developmental activities
2. Implement organisation 2.1 Identify and implement consultative processes to maximise

development activities participation in the organisation development process
2.2 Undertake team development and training activities to develop

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collaborative approaches to problem-solving and development
2.3 Facilitate groups to articulate problems and to propose means

for resolving the problems
2.4 Manage conflict between individuals and/or groups to achieve

consensus or agreement
2.5 Undertake interventions in accordance with the organisation

development plan
2.6 Brainstorm alternative proposals and negotiate and agree on

outcomes
3. Maintain organisation 3.1 Undertake surveys to identify any loss of support for
development program organisational development programs and activities
3.2 Maintain regular team meetings and individual feedback in

accordance with communication plan
3.3 Set out activities and interventions in the organisation

development plan and maintain, evaluate and modify them as
required
3.4 Ensure senior management reinforces organisation development

program by ongoing messages of support and appropriate resource
allocation
3.5 Evaluate organisation development plans in terms of costs and

benefits, including opportunity costs

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FOUNDATION SKILLS
THIS SECTION DESCRIBES LANGUAGE, LITERACY, NUMERACY AND EMPLOYMENT SKILLS
INCORPORATED IN THE PERFORMANCE CRITERIA THAT ARE REQUIRED FOR COMPETENT
PERFORMANCE.
Skill Performance Description

Criteria
Learning 2.2  Participates in team development and training
activities to develop skills and knowledge
Reading 1.1, 1.4, 1.5, 1.6, 1.7,  Evaluates and integrates facts and ideas while
2.1, 2.5, 3.1, 3.2, 3.3, reviewing and interpreting organisational
3.5 development processes
Writing 1.1, 1.4, 1.5, 1.6, 1.7,  Researches, plans and prepares documentation
2.1, 3.1, 3.2, 3.3, 3.4, using vocabulary, grammatical structure and
3.5 conventions appropriate to context and audience
Oral 1.2, 1.3, 1.5, 2.1-2.6,  Applies appropriate strategies to extract main ideas
Communication 3.1, 3.2, 3.4 from oral texts across a range of contexts in an effort
to improve organisational development
Numeracy 1.1, 1.4, 1.5, 3.5  Selects and interprets a range of mathematical
information to analyse performance, determine
objectives and calculate cost-benefits of
organisational development
Interact with 1.2, 1.3, 1.5, 2.1-2.6,  Recognises the importance of taking audience,
others 3.1, 3.2, 3.4 purpose and contextual factors into account when
making decisions about what to communicate, with
whom, why and how
 Recognises the importance of supportive interaction
and building rapport in order to establish positive
and effective working relationships
 Collaborates with others to achieve joint outcomes,
playing an active role in encouraging innovation and
facilitating effective group interaction, influencing
direction and taking a leadership role
 Manages conflict in the workplace through the
recognition of contributing factors and by
implementing resolution strategies
Get the work 1.1, 1.3, 1.4, 1.5, 1.6,  Develops flexible plans for complex, high impact
done 1.7, 2.1, 2.2, 2.5, 2.6, activities with strategic implications that involve
3.1, 3.3, 3.5 multiple stakeholders with potentially competing
demands
 Systematically gathers and analyses all relevant
information and evaluates options to make decisions

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about organisational development

 Considers whether others should be involved in
decision making and, if so, uses collaborative
processes
 Uses analytical and lateral thinking to review
current practices and develop new ideas
 Actively identifies systems, devices and applications
with potential to meet current and or future needs
with the help of specialists

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TOPIC 1 – DEVELOP ORGANISATION

DEVELOPMENT PLAN
ANALYSE STRATEGIC PLANS TO DETERMINE ORGANISATION

DEVELOPMENT NEEDS AND OBJECTIVES
When creating a development plan for an organisation the first step is to analyse the
strategic plans within the organisation to determine the organisational development
needs and objectives.
A strategy is a plan of action that has been designed in order to achieve a specific goal or
resolve a specific problem. A strategic plan is an internal document used to
communicate and explain the organisations goals, each of the actions that need to be
carried out in order to achieve these goals and all of the other critical planning steps and
elements related to the organisational goal in question.
In order to determine how current strategic plans are aligned with the organisations
overall goals and actions it is important to conduct a strategic analysis of the
organisation and the strategic plans that are already in place in order to determine the
strength and weakness that are present within your organisation so that future
strategic planning and organisational development plans can be created in order to
ensure that the organisation is in fact focusing its energies in the right direction and has
clear and realistic plans to achieve its goals.
A SWOT analysis of the current situation and current strategic plans is an effective tool
to be used during strategic analysis.
A SWOT analysis will assess and determine the main STRENGTHS, WEAKNESSES,
OPPORTUNITIES and THREATS that your organisation is currently facing and that the
current strategic plans present.
In order to correctly carry out a SWOT analysis, it is important to define the problem
you are trying to resolve of the situation that you are attempting to assess.
Typical strategic plans will be related to items such as:
 Increasing market share

 Improving organisational image
 Refining logistics
 Improving production
 Improving operational systems

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When performing a SWOT analysis, you will need to determine the parameters of
exactly what it is you are measuring and what sections of the organisation are involved
in each strategic plan. Analysing the entire organisation as once is extremely difficult
and will provide answers that are too broad to be helpful it is important to conduct a
SWOT for each of the problems, strategies and related sections within the organisation.
You will then need to gather all of the information that will be used to determine each of
the categories of the SWOT analysis. This information will need to be gathered in many
different forms and form many different departments within the organisation.
A range of different market research and internal research techniques can be used to
obtain quantitative and qualitative information from within the organisation and also
external information regarding the market and competitors and their performance and
these include:
 Statistical research through marketing statistic collection companies and data bases
 Profiling competitors
 Competitors websites
 Engaging competitors
 Customer surveys
 Target Market surveys
 Focus groups
 Analysis of public information kept on companies
 Stock market analysis
 Internal documentation
 Internal plans
 Internal performance figures
Once you have gathered all of this information, it is important to divide it into the four
SWOT sections STRENGTHS, WEAKNESSES, OPPORTUNITIES and STRENGTHS.
Opportunities may include:
 Cooperative ventures
 Extending, expanding or otherwise changing an existing business
 Franchising
 Joint ventures
 New products or services for existing markets
 New products or services for new international settings or within other regions of
existing international settings
 Potential for greater penetration of existing markets with existing products or
services

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 Strategic alliances
 Improved productivity
 Fewer complaints
 Higher customer and staff satisfaction
Threats may include:
 Competitors brand name

 Competitors market share
 Competitor products
 Competitor alliances with other competitors
 Competitor Price
 Competitor marketing strategies
 Competitor business plans
 Competitor marketing plans
 Poor internal productivity
 Poor internal planning
 Customer dissatisfaction
 Price of production
Weaknesses may include:
 Improvements that you need to make

 Situations that you should avoid
 Factors that threaten market shares
 Factors that threaten business relationships
 Factors that threaten alliances
 Factors that affect your sales
 Factors that affect your business image
Strengths may include:
 Any advantages that your organisation has over the competition

 Factors that make your company stronger than the competitors
 Certain resources you may have that others do not
 Your company image
 Your market share

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All of this information can then be used to determine methods for utilising
opportunities and strengths and managing threats and weaknesses.
This type of strategic analysis should be conducted on all strategic plans and will
determine a list of potential developmental needs that your organisation has. These can
be used to make new strategic plans and developmental plans to assist the organisation
in achieving its overall goals and objectives.

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CONSULT WITH RELEVANT GROUPS AND INDIVIDUALS TO

PROFILE THE ORGANISATION’S CULTURE AND READINESS FOR
ORGANISATIONAL DEVELOPMENT
Once these developmental needs have been identified it will be necessary to consult
with personnel who have knowledge about the issue being dealt with and the expertise
to assist the decision-making process, to profile the organisations culture and its
readiness for organisational development.
Organisational culture is the overall behaviours of the individuals within an

organisation and the reasons that cause the individuals to attach to those behaviours.
An organisation culture involves factors such as:
 The organisations vision

 Values
 Systems
 Symbols
 Language
 Assumptions
 Beliefs
 Habits
Organisational culture also includes the collective assumptions and behaviours that are
taught to new staff for the existing members this can include even the way that an
employee thinks, perceives and even feels. Organisational culture impacts on many
different aspects of how the organisations individuals and groups behave and interact
with each other, customers and other stakeholders. The organisations culture can also
impact on the level of productivity, success, absenteeism, diversity and even how it
adapts to change.
It is important that an organisation understands its own culture and ensures that it
promotes the type of cultural influences that is wanted and reduces negative cultural
trends within the organisation.

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An understanding of an organisations culture can be achieved by profiling the

organisations cultural influences. There are a number of tools and theories that can be
used when determining organisational culture and these include:
 Hofstede’s Cultural Dimensions

 Maslow’s Hierarchy
 Gerry Johnsons Cultural Web
One of the most useful manners of determining and profiling the culture of an
organisation is by consulting its decision makers and strategic planners and other
relevant stakeholders from the stakeholder groups. Consultation should be conducted
in a manner that best suits the needs of each of the stakeholder groups that you are
consulting with in order to obtain the most relevant and useful information.
When deciding on the methods that you will employ to consult the various groups
available to within the organisation, it is advisable to conduct an audit of all of the
different stakeholder groups and write down there attributes and potential knowledge
in the areas of profiling the organisation and then plan a method of consultation that
will be most beneficial in collecting the information that you need.
Data could be organised in a table similar to this:
Stakeholder Key Type of Number of Number of Method of

Group attributes knowledge in stakeholders personnel consultation?
culture and in this group? we wish to
strategic consult
decision from
making group
Consultation will need to be conducted on all of the different areas that make up an
organisations cultural profile and these include:
 Vision: What is the general makeup of the organisation, its vision, its missions its
main strategic goals and objectives.
 Control systems: This includes all of the monitoring processes and ways that
individuals work within and respond to the organisations control systems.

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 Organisational structure: The different types of lines of reporting, hierarchical

makeup and the ways that work and information flow through the organisation,
including the way that groups and individuals respond to the constraints and
opportunities that exist within the structure.
 Power structure: The different types of decision making processes and how widely
spread the power within the organisation is will impact how the Who makes the
decisions, how widely spread is power, and on what is power based?
 Symbols: This includes the designs and logos and how the individuals within the
organisation feel about them. There are also other symbols within an organisation
that can have a cultural effect such as car spaces, executive offices and executive care
spaces that may have an impact on organisational culture.
 Rituals and routines: This includes any variety of habitual behaviour this may
include items such as management or tool box meetings that happen in such a way
that they are now more habitual than really necessary anymore.
 Stories and myths: These are stories and myths that are told by employees about
other individuals that were once or are still a part of the organisation they build
people up and demonstrate what is important within an organisation.
 Uptake of change: All of these factors will contribute to the organisation readiness
for change and development. Once you understand the organisations cultures you
can approach it in a way that will give change the most realistic chance of being
accepted. Consultation should also be conducted on previous changes and
developments within the organisation and how they were accepted.
Determining the readiness for organisational change or development within an
organisation is a very important aspect of the strategic and development planning
processes.

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DETERMINE WHO WILL TAKE KEY ROLES IN THE

ORGANISATIONAL DEVELOPMENT PROCESS AND CONFIRM
THEIR COMMITMENT
The next step in the organisational development process is determining what the key
roles should be, the part that they will play. Once these key organisational development
roles have been identified and confirmed it will be necessary to obtain and confirm the
commitment of the various personnel to their role in the organisational development
process.
Most companies have a small number of key roles central to the planning and running
processes within organisation. There are usually a small number of individuals that
perform the core decision making roles within an organisation. When enacting
developmental change within an organisation, it is essential that all of these people of or
groups of people are actively involved in the process.
The ultimate goal in the organisational development is to engage all employees in the
process superficially those in key roles. It is important that all of the members of an
organisation are responsible and involved in making any transitions that arise during
the organisational development process. To get this whole organisational involvement it
will be necessary to recruit individuals from all levels of the organisation from the
highest senior management officials to frontline supervisors.
The five key organisational development change process roles are:
 Change management resource team: will construct and apply a structured

developmental change management process, formulate related strategies to support
change, develop change process plans and support other members of the
organisational development team.
 Senior management and executives: Will participate in a visible and active
manner to demonstrate support of the entire process, build a coalition of supporters
for the developmental change and communicate directly with employees, as it is
important for all members of the organisation to hear about developmental change
from senior management.
 Supervisors and middle management: Individual from this group will be required
to communicate directly with employees, advocate and support the change
throughout the undertaking of all job tasks, coach employees, liaise with other
development change personnel. Supervisors and middle management are also in the
best position to impact positively on any resistance to the change process and
engage employees.

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 Project team leaders: This group of personnel designs the actual change, engages
with the change management team, manages the technical side of the change
management process and integrates all of the change management resources teams
plans into their own plans.
 Project support personnel: these personnel will come from a wide variety of
departments such as Human Resources, Learning and Development, Communication
specialists and Subject matter experts; they will be used to support the whole
developmental change management process and will use their experience and
expertise as a tool to assist in the success of the program.
Once key personnel in each of these areas have been identified and activated, it will be
much easier to obtain organisation wide change and development as planned.
According to Prosci’s Change management engagement model in order for key

personnel to be able to commit to the change it is important that they understand the
following factors:
 Awareness: of the need for the development and the change process that surrounds
it.
 Desire: feelings of wanting to participate in the developmental change process.
 Knowledge: of different ways to support develop organisational change.
 Ability: to implement the skills and behaviours to conduct their role in the
developmental change process.
 Reinforcement: the ability to use varied resources in order to sustain the
developmental change process.
In order for all of the key personnel that you have identified as important to your
organisations developmental change process to be effective in the change process they
will need to be excited and informed and have the required resources. A series of
information sessions and training and planning sessions will need to take place in order
to gain the commitment of these personnel.
A clear task list and responsibility outline will need to be provided to all personnel
along with timelines and checkpoints to measure for success along the way. It is
important that this document fully details the responsibilities and tasks that each of the
key personnel will be required to take throughout the developmental change process.
Once each of these documents has been presented to each of the key personnel, it is
important that they sign off on the document and formally confirm their commitment to
the change process and their own role within it.
These signed documents will need to be kept with all of the documentation for the
organisational development process and may need to be referred back to throughout

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the organisational change process to ensure that each of the key personnel are
effectively contributing to the change process as they agreed.

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Collect and analyse data on areas of the business experiencing problems or that need
realignment
It is important to ensure that you collect all information that is required by the
organisational development team regarding areas of the business that are experiencing
problems of need development in a timely manner. So that this information answers all
of the questions it is intended to and informs on the needs of the of the development
plan, it must be adequate and relevant.
When data is considered to be adequate, it means that’s it is as much as necessary to fill

the requirement or purpose that the data intends to fill. Excessive data can be confusing
overloading or and irrelevant. Data collecting should always be relevant meaning that it
significantly and directly pertains to the questions that you need answered or the area
that you are seeking the information for. It is important to conduct a strategic analysis
on all of the areas within the organisation that are underperforming.
Types of data that may be collected to inform on areas of the business that are
experiencing problems or may need realignment are:
 Performance related data and figures

 Complaints that pertain to that area
 Benchmarks or other departments performance that can be used as comparative
data to demonstrate performance
 Data related to why the area is underperforming
 Human resources information on workers in those areas
 Budgets
 Related legislation
It is important to clearly define what the purpose of the information is in order to be

able to correctly ascertain exactly what information you require in order to adequately
inform on the task at hand.
There are two types of data that will make up the information that you will collect these
are:
 Quantitative information: Collects data in the form of numbers. This means that
aspects of performance in the workplace can be measured and expressed in
numbers as percentages or ratios. Quantitative Research tells us ‘how many’, ‘how
much’, ‘to what extent’ or ‘what size’ something is.
 Qualitative information: Collects exploratory data, it asks a variety of carefully
planned questions that seek the underlying reasons, opinions and motivation behind
different actions and situations.

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Information that is required for analysis of areas of the business that may be
underperforming or need re-alignment may be collected either manually or using
technology and will be collected either internally or externally depending on the type of
data that it is.
Careful planning is needed to ensure that you are aware of all of the exact needs of the
information you will collect and the timeframes that this must be completed by. You will
need to lay out an exact information collection timeline with strategies and procedures
laid out on exactly how you will achieve this task.
Once you have collected all of the relevant data, it is necessary to analyse it in a way that
successfully informs on the performance and performance gaps within the area that is
being investigated. For data collected to be useful and able to be used to make informed
strategic decision it will need to be analysed, interpreted and presented in a way that
shows the performance, the gaps and the reasons for each of these.
Analysing information is the systematic process of examining the data collected in a way
that illustrates the correlations, interrelationships and in patterns in data. It is
important that analysis is conducted so that trends and developments that are shown in
the information that you have collected about a subject can be reported on. These
trends and developments can then be used to advice on issues and support strategic
decision making. Understanding the intended use of the information is important when
analysing and presenting raw data so that it can be formatted and delivered in a way
that best suits the needs of the area that the information is intended to advise on.
Careful analysis of information can provide:
 The answers to certain problems

 The relationship between two or more different factors
 Why events have occurred
 The probability of an event occurring
 Supporting information for an existing theory
 Information related to performance
There are many different ways that data can be analysed to report on different types of
trends, information or relationships.
Information that is intended to demonstrate frequency of occurrence, percentages or

comparisons could be analysed and presented as a:
 Pareto Chart
 Column Chart
 Pie Chart

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 Bar Chart
Information that is intended to demonstrate a variation that is not related to time could
be analysed and presented as a Histogram.
Information that is intended to demonstrate trends or patterns that occur over time
could be analysed and presented as a:
 Control Chart
 Run Chart
 Line Graph
Information that is intended to demonstrate a relationship or correlation between two
factors could be analysed and presented as a Scatter Diagram.
Once you have collected analysed and organised your data it will be able to be used in
the creation of developmental plans and strategic decision making

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DETERMINE AND AGREE ON OBJECTIVES AND STRATEGIES FOR

ORGANISATIONAL DEVELOPMENT
Once all of the information regarding the areas of business that will need to be
developed and require improvement have been decided on through strategic analysis of
systems and current strategic plans, consultation and other planning processes is
complete. The next phase of developing your organisational development plan is to
determine and agree on objectives and strategies for organisational development.
This will need to be done in conjunction with all of the individuals and groups that are
involved in the organisational change process.
Strategies and objectives can be decided upon during a series of activities such as:
 Planning meetings
 Consultation
 Brain storming sessions
 Strategic analysis of options
 Board meetings
Each of the departments that are involved will need to put forward proposals for each of
the strategies and objectives that they believe are crucial to the development of the
organisation.
Effective resource proposals require submissions that describe realistic options,

benefits, costs and outcomes presented in a way that proves that the resource request
has been seriously considered and will assist the organisation in achieving its goals and
objectives.
Development proposals must be based on facts and figures. Information and data can be
collected from a variety of different departments to support your proposal. Data to
support resource proposals could include information collected form:
 Colleagues
 Customers
 Suppliers
 Other departments
 Other Stakeholders
 Shareholders
 Current strategic plans
 Analysis of underperforming departments
 Mission statements
 Budgets

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 Feedback
 Consultation information
In determining and arguing the need for new development objectives and strategies you
will need to analyse all of the information collected and ascertain the gap between the
current situation and the desired situation. Once this gap has been ascertained, you can
then begin to develop options for how to close this gap. With all business options there
will be costs, benefits and risks involved. To support effective development proposal, it
is important to demonstrate that all of these factors have been considered information
explaining them should be provided so that appropriate decisions can be made.
When you write a proposal, it is important to offer several different solutions and also
to indicate which of these solutions you believe to be the most desirable. In some
situations, the option that would be most desirable may not be attainable due to
resource restrictions and, therefore, a lesser option may need to be used in the
meantime. A well written development strategy or objective proposal will demonstrate
why this strategy is critical to the success of the organisation.
A well-written proposal will contain the following sections:
 An introduction and explanation of the key points

 Reasons that the development proposal is being made
 Options to select from
 Risks and contingencies
 Impacts on business
 Conclusions and recommendations
 Information will need to be collected to advise on the following factors:
 What is causing the need for this specific organisational development strategy?
 What are the costs associated with each of the options?
 What are the costs associated with not acquiring the resource?
 What are the risks of each of the options?
 What are the risks in doing nothing?
 How long will it take to implement the new item/system?
 What surrounding factors will be affected during and after?
 Who will need to be involved?
 Are there any legislative issues in relation to this decision?
 Are there any ethical decisions in relation to this decision
 What are the benefits and drawbacks for each option?
 What will be the overall impact on the business in all scenarios?

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All of this information will help you to determine realistic options, benefits, costs and
risks. Then the organisational development team can weigh up all of the options and
agree on the organisational strategies that will best suit their organisation.
These agreements must be documented and signed off on by all parties before the
structuring of the formal development plans can be drawn up.

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CONSIDER CHANGE MANAGEMENT TECHNIQUES REQUIRED TO

ACHIEVE THE WORKPLACE CULTURE OUTCOMES AND BUILD
THEM INTO THE ORGANISATION DEVELOPMENT PLAN
When creating an organisational development plan, it is important to consider how the

type of change management techniques that are used will achieve the workplace culture
outcomes that are desired. In order for change and new organisational development
plans to be accepted across the organisation, the entire culture of that organisation will
need to be changed. There are many change management techniques that can be
employed across the organisation to assist with the creation of desired culture
outcomes within the organisation. These must be developed and then built into the
organisational development plan.
Change management techniques that may be include:
Business re-engineering: Business re-engineering is a process which involves the re-

designing of all of the core business processes in order to achieve the goals of the
organisational and development plans. Core processes may be re-engineered in order to
improve productivity, cycle times, and customer satisfaction, increase profits and
improve the overall culture of the organisation. This can be achieved through careful
planning and consultation with stakeholders during the re-engineering process.
Consultative processes: Consultative processes are an extremely important technique

that must be widely used during change management processes. Involving members
from all across the organisation has multiple benefits and these include:
 Using all of the organisations human resources in decision making

 Enacting innovation across the organisation
 Causing feelings of ownership and engagement in organisational decisions
 Generating change across the entire organisation
 Supporting cultural change
 Ensuring employees feel listened to and supported
 Ensuring the changes made are suited to the needs of the individuals and groups
within the organisation
Consultative processes must be used at every stage of organisational development and
can make a large impact in achieving the desired cultural change within an organisation.
It is important that consultative processes are written in the organisational
development plan.
Job redesign: Different jobs and roles can be designed to meet the needs of the
organisational development plan. Job re-design is an important change management
technique, it is important to have job flexibility within an organisation that embraces
change, this is also a good tool in ensuring that staff feel valued for their skills and can

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complete different job tasks as the organisation develops and changes. Having staff that
can perform many tasks can work for the organisation in the way that it can reduce the
number of staff that they have employed at any one time and can benefit the employees
by increasing their skill base and worth to the organisation. Techniques related to ways
that jobs may need to be re-designed should be included in the developmental plans of
the organisation.
Organisational redesign: Another effective tool in the change management processes

is organisational redesign. Aspects of the organisation may need to be re-designed due
to the needs of the development plan, organisational re-design must be included in
change management and development plans as when there is a fundamental change
within an organisation that may result in the need for organisational re-design.
Organisational re-design must be included in the in development plans along with
methods for improving the engagement and culture of the overall business at the same
time.
Sensitivity training: can be used as a change management techniques as it provides

employees with a set of skills that makes them more adaptable and tolerant and asks
them to look into themselves and question why they do and fell certain things. It can
improve culture by creating a more sensitive and inclusive workforce that is more
responsive to change and takes chance of how it feels including making sure that there
is a strong culture of assistance and support within the workforce. This can assist when
conducting change management processes at it will assist the workforce in adapting to
the change and supporting and being aware of other throughout the process.
Systems redesign: When developmental change is occurring throughout an

organisation, it will be necessary to re-design the systems within the organisation to
meet the needs of the development plan and the new strategic and organisational goals
and objectives. Systems re-design will need to be written into development plans for the
organisations. Systems re-design can assist with developing a desirable culture and an
acceptance of change can be developed by designing systems in conjunction with
stakeholders and designing systems to better suit their needs and the needs of the
organisation.
Work re-organisation: When performing developmental planning another vital change

management technique is the re-organisation of work to meet the needs of the new
plan. Original work plans will need to be analysed to see which aspects of the original
role should remain the same and which aspects will need to be changed. Work re-
organisation should be written into development plans.
When writing and creating organisational development plans it is important to take all
of the above change management techniques into consideration, all of these techniques
can assist in ensuring that the organisation on a whole will be systematically changed to
meet new organisation needs. Involving all stakeholders on many levels across the
organisation is very important in making sure the change management is successful and
contributes to an overall cultural change within the organisation that will support the
changes that need to be made within the organisation.

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DEVELOP COMMUNICATION/EDUCATION PLANS TO ACHIEVE

COMMUNICATION OBJECTIVES IN RELATION TO THE DESIRED
WORK ENVIRONMENT AND DESIRED APPROACH TO PROBLEM-
SOLVING AND DEVELOPMENTAL ACTIVITIES
Developmental change is a difficult process and in a lot of cases is unsuccessful due to

poor planning and implementation. It is essential in order to get full organisational
involvement that all stakeholders are fully informed regarding why and how these
changes are taking place. It is important that all employees understand the benefits of
the change and how this will impact on them. The best method in achieving this is to
develop communication and training plans that will provide all stakeholders with all of
this information in a strategic and structured manner. These communication and
education plans should consist of a documented range of activities designed to ensure
all affected groups and individuals (and other relevant parties) obtain sufficient
knowledge to allow them to understand what is happening and why, and to allow them
to participate where appropriate, including strategies that are designed to solve
problems that may arise during the developmental process.
Communication and training is constant in a workplace and effective communication

and training increases productivity and the quality of workplace relationships and
promotes the success of the entire business. Effective communication and training can
also be used to develop a strategic approach to the dissemination of developmental
information and change procedures. Individuals within a diverse workplace such as a
community services provider will have individuals with many varied and diverse needs,
this can create challenges for the business when attempting to meet all of these needs.
Carefully tailored strategies to meet all of the diverse needs of the individuals within the
workplace will need to be created for the following areas:
 Written - electronic, letters, memos

 Verbal and non-verbal
 Presentations
 Discussions
 Conflict management
 Critical listening and questioning
 Constructive and supportive feedback
 Use of translators
 Use of languages other than English
 Formal training sessions
 Informal training
 Instrctional information

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Effective communication and training strategies for organisational development

processes will need to cover the following areas:
 Communication: The aims and objectives of the communication strategies will need
to be effectively documented and communicated to all staff so that everybody is
aware of the new strategy.
 Training: All staff will need to receive training in what the strategy means, how it
will be implemented and what staff will need to so in order to ensuring that the
strategy will reach its desired outcomes.
 Implementation: The strategies will need to be implemented within the companies’
policies and procedures so that the strategy will start to take effect. Job tasks and
procedures will need to be created that uphold the objectives of the new strategy.
To ensure that communication and training is correctly tailored to each individual and
group, list and define all of your audiences. You will need to communicate to and train a
variety of different people and each of these communications or training sessions will
have different goals attached to them. List and explain each the different needs and
each of their objectives. Choose a communication method for each of the different
audiences. These may vary depending on the message but there will be preferred
channels and styles of communication. Select several different methods for the different
types of messages you may need to communicate.
Plan the message for each group. Consider the following questions:
 What is it that we need to communicate to this audience?

 When will we need to communicate to this audience?
 What is the regular or preferred channel of communication for this audience?
 For this particular message what is the best way to get this message across?
 Can this message be tailored to suit the individual needs of the group?
 Will the training be formal or informal?
 Does the training need to be in-depth or just instructional?
Place all of your findings into a communications plan template. See example below:
Individual Communication and Message Communicatio

Needs training n and training
Objectives Method

Once these needs have been clearly defined you will be able to start writing and
planning the communication and training strategy to be implemented in support of
organisational development. There are many different resources that can be used to

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facilitate effective communication and training within the workplace and it is important
to utilise a variety of these when developing communication and training strategies to
assist with organisational development processes.
It is important that communication and training strategies and plans are created in
consultation with all key members of the developmental change process and key
stakeholder groups throughout the organisation. This can be achieved through
consultation with:
 Target group members

 Individuals and groups that have different communication and training needs
 Change management experts
 Communications analysis and trainers
 Human resources personnel
 Learning and development co-ordinators
 Senior management
It is important that all aspects of the organisational development are included
supported and advocated through the communications and training plan; these plans
will have a huge impact on the overall success of the organisational development
change process and its acceptance across the organisation.

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TOPIC 2 - IMPLEMENT ORGANISATION

DEVELOPMENT ACTIVITIES
IDENTIFY AND IMPLEMENT CONSULTATIVE PROCESSES TO

MAXIMISE PARTICIPATION IN THE ORGANISATION
DEVELOPMENT PROCESS
Consultation is an extremely important step in performing organisational development

processes. It is essential that all opportunities for effective consultation are identified
and implemented throughout the organisational development process.
Consultation on organisational development has two main benefits and these are:
 Consultation seeks information from all key individuals and groups within the
organisation on so that is may understand the opinions, desires, needs and
expectations of key stakeholders so that the development plan can be designed in a
way that successfully addresses all of these needs.
 Consultation actively engages and involves members from all over the organisation
and encourages them to become involved and participate in the developmental
process.
So by conducting successful consultation you will not only be able to collect vital
information to inform on organisational development plans and processes but you will
be maximising stakeholder engagement and participation at the same time. It is often
discussed that the failure of developmental plans and their acceptance within an
organisation is due to the fact that consultation was not conducted successfully or at all
and this can result in poorly focused plans that do not meet the needs of the stakeholder
groups and individuals and also a poorly engaged and resistant workforce. Resisting
change is a natural human behaviour and when you actively engage individuals within
planning and change processes they become a part of the change and feel a sense of
power and responsibility, therefore, are more likely to advocate and support the change
process on a whole.
There are many different methods that can be used for consultation and these include:
 Open Developmental Plan Meetings: Stakeholders and key individuals are invited
to come to a meetings or series of meeting where they will be informed about the
item they are being consulted on. Consultation views and information can then be
collected from the participants using a variety of methods including:
o Discussions

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o Surveys
o Brainstorming
o Group exercises
o Consultation forms
 Surveys of Developmental Plans: Stakeholders may be invited to complete a
survey in written or online form with carefully worded questions regarding their
needs, expectations, concerns, and opinions regarding different aspects of the
developmental plan. Good surveys will ask for both qualitative and quantitative
information.
 Focus Groups on Developmental Plans: These are a collection of small group
meeting where participants are shown various pieces of information and asked a
series of questions regarding their opinions and thoughts on the items at hand.
Focus groups tend to include both individual and group responses to questions and
some group discussions. These are a great way of taking an in-depth look into a
particular aspect or scenario in relation to developmental planning processes,
objectives and outcomes.
 Invitations to submit written responses on Developmental Plans: These are
useful when there are written reports or draft or even final copy developmental
plans or related strategies and actions plans that can be reviewed and a written
response or report can be created in response. This is generally useful for senior
management and change management teams or other expert decision making
personnel.
 Informal Developmental Plan Meetings: This is where you may invite a large
group and ask them to watch a presentation and then mingle with the guests and
have a series of informal discussions and chats, this is a good method for getting
very honest opinions regarding the feelings and needs of the stakeholder groups in a
non-confronting atmosphere.
Consultation should be conducted at every stage of the developmental planning
process.
Examples of when consultation could be beneficial include:
 Determining the need for organisational developments

 Strategic analysis of current strategies and action plans
 Determining which areas in the organisation are under performing
 Identifying options for development
 Planning communication and training strategies for developmental planning process

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 Agreeing on options for development

 Determining new changes across the organisation
Consultation strategies and plans should be formally planned for the best outcome and
written into the developmental planning process. It is important that all participants of
the consultation process feel supported and able to give honest answers regarding the
developmental planning process. Different types of consultation may work better for
some situations or groups and this will need to be decided during the consultation
strategy planning process. Effective consultation is one of the key factors that will
determine the success of your developmental planning process and so should be
seriously considered and carefully planned for the best outcomes including information
collected and maximum participation.

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UNDERTAKE TEAM DEVELOPMENT AND TRAINING ACTIVITIES

TO DEVELOP COLLABORATIVE APPROACHES TO PROBLEM-
SOLVING AND DEVELOPMENT
It is a worthwhile strategy to undertake team development and training activities that

can assist your workforce in developing collaborative approaches to both problem
solving and development. The skills and knowledge of your team should be
continuously updated and providing a range of training ad team development
opportunities is a great way to increase the skills they will need in order to collaborate
effectively and problem solve efficiently.
Collaborative problem solving is the ability to collaborate with others to address an

issue or idea, discuss the needs of all of the groups involved, discuss and agree on varies
options for resolving the problem or contributing to solutions or development and then
taking the steps with a team in order to resolve the problem or issue.
There are a variety of different team activities and training that could be undertaken to
best enhance the skills of your team in the areas of collaborative problem solving
practices.
Team development and training activities may include:
 Computer-based training: Participants could be given a learning activity that

involves a series of information presented in a logical manner and then a series of
questions and answers or activities that pertain to the information. They could also
play games and perform problem solving activities that build their ability to think
logically and laterally.
 Group work: Group work can be given to participants so that they have to work
together on team projects which involve problem solving activities in a group
environment. Or activities and games can be played that can build skills and
knowledge regarding:
o Group cohesion
o Problem solving
o Team work
o Team communication
o Allocation of tasks
o Working together
o Conflict resolution
o Building rapport
o Strategy development

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 One-on-one sessions: One on one sessions can be planned and carried out that
build on the participants knowledge of what problem solving and team work are and
how these two things can be utilised to effectively collaboratively solve problems.
One on one sessions can be beneficial as you can focus on the individual that you are
training and can easily monitor their progress which is sometimes more difficult in a
group environment.
 Informal coaching: Informal coaching is a great tool to enhance collaborative
problem solving when it is combined with other methods of training and
development. Informal coaching can provide the opportunity for ongoing feedback
and re-direction as required throughout the learning and skills development
process.
 Mentoring: Assigning a buddy or mentor to your personnel is a great way of both
causing the mentor to further develop their own skills and also to provide the
participant with ongoing support and assistance throughout their own collaborative
problem solving tasks.
 Sensitivity training: Is an excellent tool to assist with collaborative problem solving
as it provides employees with a set of skills that makes them more adaptable and
tolerant and asks them to look into themselves and question why they do and feel
certain things. By creating a more sensitive and inclusive workforce that is more
responsive and aware of how other may be feeling and what they may be attempting
to communicate can assist participants in behaving in a more supportive and
reasonable manner during collaborative problem solving activities.
Strategies related to team development opportunities and training in regards to
collaborative problem solving should be written as a part of the developmental planning
process. They are essential to the developmental planning process as they can
contribute to:
 A more innovative workplace

 A better workplace culture
 A culture that accepts change
 A more supportive and inclusive culture
 Higher levels of participation in developmental planning
 More acceptance and better management of changes that may occur within the
organisation
 More focused developmental plans
 Higher level of organisational development

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It is important to write a team development and training strategy for enhancing the
teams skills in relation to collaborative problem solving in a way that is continuous and
varied so that the training is relevant and engaging and also informative. Assistance in
planning targeted training and development strategies can be sought from:
 Human resources experts

 Learning and development experts
 Key stakeholders
 Participant consultation
 Problem solving and team training experts
Planning these strategies in collaboration with the team members and other relevant
stakeholders will also assist in the engagement and uptake of the program and in
ensuring that the training and development program meets the needs and skill level of
the individuals and groups that will undertake the training.

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FACILITATE GROUPS TO ARTICULATE PROBLEMS AND TO

PROPOSE MEANS FOR RESOLVING THE PROBLEMS
When dealing with collaborative problem solving within groups it is important that the
individuals within a group are able to clearly and accurately explain and articulate
problems so that they may be able to be successfully resolved. The process of successful
articulation and presentation of problems may need to be supported and explained in
order for group members to be able to successfully bring problems to the attention of
the group and then work together so that they may be able to be effectively resolved.
Sometimes individuals can find raising and explaining problems within a group in a
constructive manner so that they may be able to be effectively resolved a difficult or
confronting process. It is important that all members of the group are aware of the
process for presenting issues or problems to the group and that they feel comfortable
and supported in doing so. Building a team that works together and values the
contribution and opinions of others is an important step in facilitating the group to raise
issues in a constructive manner.
Bringing a problem or issue to the attention of the other group member should be seen
as a positive action and an opportunity for individual and group growth and positive
organisational development. It is important to foster a culture of respect and inclusivity
within the group so that when issues or problems arise they can be easily resolved in a
manner that suits the needs of the group, the individuals involved and the organisation.
When an issue is discovered it is important that it is clearly articulated and explained in

a way that informs the group on all of the factors surrounding the issue so that a
collaborative decision can be made on resolving the problem.
Group members should be given opportunities to raise issues these can include:
 Appointing a designated member of the group to present problems to

 Asking the members of the group for feedback
 Providing a drop box or problems box for feedback
 Providing complaint forms
 Team meetings where any issues or problems can be raised
It is important that the team members are aware of what information will need to be
provided when they are raising an issue and how this could be presented. Training and
instruction can be provided in this area to ensure that all members are aware of this.
Typical information that may need to be provided regarding an issue or problem that
has arisen could include:
 A clear dot point explanation of the problems

 The time the problem occurred or was noticed
 Surrounding factors related to the problem

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 Individuals involved
 Possible causes for the problem
Team members should be encouraged to present the problem in writing in a clear and
logical format. It is also important that they are aware that when a problem has been
identified and articulated it is important to also include information or solutions that
may be useful in resolving the issue.
Typical information that may assist in the resolution of the issue or problem could
include:
 Strategies and solution options for resolution

 Information on how the problem could be avoided in the future
 An explanation of steps that may have already been taken in attempting to resolve
the problem or issue
 Information on what may occur if the issue is not successfully resolved
When all of this information has been clearly articulated and explained it is important to
share it with the other group members if appropriate and then work together on a
solution.
It is extremely important to remember that blaming and personalising any issues that
have arisen is a pointless exercise and should be avoided at all costs. The group
members will need to be encouraged to look at the problem objectively and search for
possible solutions together.
All reasonable solutions to the problem should be presented in a manner that clearly
explains the following:
 What the solution is

 How this particular solution could resolve the situation
 What will need to be done in order to implement this solution
 Who will need to be involved
 Any potential risks or problems that could arise in choosing this solution
All reasonable and clearly stated solutions should be equally and fairly considered by
the group and in particular the individuals directly involved and weighed up against
each other to determine what the best course of action will be in resolving the issue or
problem.
Once a solution has been selected and agreed upon by the group, it will be important to
document the issue and the solutions and the reasons for this particular solution being
selected.

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The next step will be to create an action plan for implementing the solution and
resolving the issue. This must be documented, agreed upon and signed off by all
relevant group members.
Once the steps have been taken to resolve the issue it is important to review how the
process went from start to finish and if all members are satisfied with the process from
the initial articulation of the issue to its resolution. Any points of learning that have
occurred throughout this process should be shared with the group to assist with future
problem solving activities.

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MANAGE CONFLICT BETWEEN INDIVIDUALS AND/OR GROUPS

TO ACHIEVE CONSENSUS OR AGREEMENT
When managing a team or group, you will be dealing with a varied and diverse team
whose personalities and working styles will be just as varied as their skills and
knowledge. The fact that conflict will occur is inevitable. Conflict within a team does not
necessarily have to be negative and if handled correct conflict can provide an
opportunity for significant benefits for the team and the team members. It is important
to successfully manage the any conflict that may arise between individuals are groups in
a way that an agreed consensus and resolution can be achieved. The purpose of conflict
resolution is to come to an agreement that suits the needs of both parties and the
individuals that are involved.
Effective management of conflict can result in:

 Increased understanding and awareness
 Increased group cohesion
 Improved self-knowledge
Within every organisational development plan, there should be an effective conflict
management and dispute resolution strategy. It is important to ensure that conflict and
disputes are resolved correctly and using appropriate processes. Disputes that are left
unresolved or handled poorly can have a massively negative impact on the team and the
overall organisational development plan and the culture of the organisation.
Poorly managed conflict resolution techniques can result in:
 Poor productivity
 Lowered morale
 Negative attitudes
 Team breakdown
 Potential risk to the end result of the team objectives and development planning
objectives
 An unsupportive or negative workplace culture
There are many different styles of conflict and disputes, and so the dispute resolution
plan needs to accommodate all of the different needs and considerations.
A good dispute resolution strategy will be created in conjunction with team members
and will include the following eight stages.
 Stage 1 – Set the foundation for effective resolution: Explain the fact the dispute may
have resulted from the actions of both parties and that the best path to resolution is
a calm and organised discussion that negative emotions are best left out of. Set
yourself up at the mediator and explain that you are there to find a resolution that

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suits both parties and not assign blame. In order to effectively set the foundation for
effective resolution you will need to:
o Ask the parties to restate the nature of the dispute
o Paraphrase the nature of the dispute to confirm understanding
o Summarise the dispute to clarify
 Stage 2 – Gather the information required to find a solution: During this stage, you
are seeking to understand the needs concerns and interests of the two parties. You
will also need to ascertain what impact this dispute is having or could have on the
project tasks and project outcome. The following activities can assist in the
information gathering process:
o Ask questions
o Use “I” statements to avoid confrontation
o Display empathy
o Remain calm and flexible
o Clarify the feelings of both parties
 Stage 3 – Agree on the problem: Sometimes during conflict it can be difficult for both
parties to agree on what the problem actually is; different views, perspectives and
needs that can impact on each parties understanding of the problem. If both parties
do not agree on what the problem is then, resolution will not be possible.
 Stage 4 – Identify possible solutions together: Identifying possible solutions
collaboratively will greatly improve on your chances of being able to find and decide
on a possible solution that will satisfy both parties.
 Stage 5 – Negotiate a solution: By this stage of the dispute resolution process, the
conflict may already be resolved as both parties should have a better understanding
of each-others positon, the cause of the conflict and possible solutions.
 Stage 6 – Agree on a solution: It is important to agree formally on the solution and
work out plan to implement it. The decision should be documented and an action
plan will need to be written to ensure effective resolution of the issue.
 Stage 7 – Implement the solution: The agreed steps will need to be taken in order to
successfully resolve the conflict as agreed.
 Stage 8 – Review the management of the conflict: Like with all processes that are
conducted within a business environment it is important to review the success of the
resolution and the conflict management techniques that were used during the
management of the conflict. If any changes to the conflict management strategy need
to be made they should be applied following the correct organisational policies and

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procedures. Continual improvement of all practices and strategies is encouraged

throughout all areas of business practices.

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UNDERTAKE INTERVENTIONS IN ACCORDANCE WITH THE

ORGANISATION DEVELOPMENT PLAN
It is essential to commit to conduct business interventions as required by the

organisational development plan. The development plan has been written and put in
place to action development and improvement within areas of the business that require
it and in some cases across the entire organisation.
Business interventions and strategies are focused change management techniques that
involve planned and deliberate efforts to improve the performance of the organisation
in line with the organisational development plans.
A variety of different techniques and approaches can be used when conducting business
interventions but most of them will involve dramatic change or redevelopment of the
core business practices, business systems, business structure or business processes.
Business interventions are designed to drastically improve the performance of a
particular area that has been identified as underperforming or in need of re-
development as per the developmental planning process.
Business interventions have been designed to systematically cause change and

improvement to a section of the business and can be used to impact on the basic beliefs,
attitudes, values and culture within an organisation.
There are three instances that business interventions may need to be actioned and
these are:
 As planned and decided upon as a part of the developmental planning and overall
business planning processes
 In response to a dramatic change in the business or environment that caused the
changes to be necessary in order to ensure the success of the business
 In response to a dramatically underperforming department that has caused major
contingency plans to be enacted in order to save or preserve the continuity and
success of the organisation
Each of these instances will be written into the developmental plan for improvement of
overall business practices and business interventions must be conducted in any of these
situations as long as the outcomes are in line with the overall business development
plan.
A business intervention seeks to provide a framework for the implementation of change

and is designed to be the cause of essential and most desirable outcomes and contribute
to the overall sustainability of the organisation.
In many cases and intervention strategy is the only way and in most cases the most
successful way to force a business into performing the way it was intended. Business
intervention strategies are typically aimed at underperforming areas of an organisation.

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There are often many different strategies that may work in each situation and your own
investigations and past success, along with resource allocation and the urgency of the
need for the change will determine the best intervention method for your business.
A typical intervention strategy that would be included in a developmental plan would

involve the following six steps:
 Step 1: Identify the department or area that the intervention strategy needs to be
created for. Collect information regarding the current state of performance and the
contributing factors to the gap between the desired outcome and the current
situation.
 Step 2: Determine and set a goal for the department. It is important to write all goals
included within an intervention using the SMART acronym to ensure that they are
Specific, Measurable, Achievable, Realistic and Time Constrained. So that success
will be able to be successfully achieved and measured.
 Step 3: Determine and list the factors or situations that are causing the department
to be underperforming at this time.
 Step 4: Determine and list a number of different options and actions that may
contribute to the required improvement within the department in questions. It is
important to be innovative and creative when identifying relevant solutions as most
often the most daring options will create the biggest impact.
 Step 5: Create a detailed plan that can be used to implement the required actions in
order to achieve the change required. This must include all aspects of who, why,
what, when and how.
 Step 6: Create a process that can be used to monitor and evaluate the success of the
intervention. This will need to include in what ways the intervention strategy will be
monitors and how often this will occur and what measurements of success and
deviation may be required. Information related to what types of circumstances will
cause the intervention to be ceased.
Interventions are an excellent tool when created and used in an innovative and
dramatic manner in causing great change within an organisation.

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BRAINSTORM ALTERNATIVE PROPOSALS AND NEGOTIATE AND

AGREE ON OUTCOMES
When creating a list of alternative proposals or solutions, an effective tool that can be
utilised during the organisational development process is brainstorming. Once a
selection of reasonable alternatives has been created it will be necessary to negotiate
and agree of which of the alternatives would be the most appropriate choice to enact
positive organisational development.
Brainstorming is a process that can be used in a group situation for generating a series
of ideas through and intense process of free thinking and active contribution. All
participants are encouraged to think out loud and suggest a constant stream of ideas
even if they may seem unusual or ridiculous. It is through this pattern of allowing free
thought and pushing boundaries that can create new ideas that would not have
previously been thought of as one idea pushes into and creates another.
Brainstorming within a group of people or within a team can be a powerful and effective
method of coming up with a set of proposals to be used as solutions to a problem or
answers to a question.
Effective use of the brainstorming technique can have many positive outcomes such as:
 Innovative problem solving

 A large range of reasonable proposals or solutions can be determined
 Fluid and collaborative ideas can build on each other to create a proposal or
alternative that would not have been able to be created using other methods
 Encourages team collaboration
 Building on the ideas of many to create new ideas
 Motivates and engages teams in developing solutions
Some people think that brainstorming is just the collective purging of ideas this is in fact
only one aspect of the brainstorming process. It is important to ensure brainstorming is
conducted in a structured manner in order to achieve desired outcomes and follow on
and evaluate the options that have been suggested during the brainstorming activity
and select an appropriate option. If these follow on phases from the original activity are
not completed then the brainstorming activity will have been a waste of time.
When conducting a brainstorming activity most of the pressure and reliance will be on
the facilitator or organiser of the activity, they must ensure that the group is managed in
a way that allows for free thinking and all suggestions to be put forward and ensuring
that everyone is involved and respectful of each other’s ideas. The only way that
brainstorming can be effective is if all participants engage fully with the process and
suggest ideas as they come to mind no matter how ridiculous those ideas may sound or
seem at the time. It is also the role of the person conducting the brainstorming activity
to then manage all of the follow up activities to the brainstorming process and ensure

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that all of the suggestions are equally considered, decided upon and implemented.
When brainstorming is conducted in an efficient and controlled manner, it can be an
exceptionally valuable tool in innovation and business decision making processes.
A structured brainstorming process should include the following steps:
 Step 1: Set the objectives: Determine and agree upon the objective of the
brainstorming activity. What is it that you are attempting to develop alternative
proposals or solutions for?
 Step 2: Perform the brainstorming activity within a specific time limit: The
brainstorming activity should be performed with all of the ideas that are suggested
being recorded on a flip board or similar item, so that other may be able to see and
consider the other options that have already been put forward during the activity. A
time limit should be set so that there is both a sense of urgency and a reasonable end
time predefined. The time frame may differ from 15 minutes to 1 hour depending on
the complexity of the issue at hand although it has been shown that shorter time
frames work best when performing brainstorming activities.
 Step 3: Categorise/condense/refine and combine: Reduce the list of options and
categorise them into reasonable groups, such as long term, risky, safe, best choice
and not realistic.
 Step 4: Evaluate the options: Have a more detailed look at each of the options
suggested and discuss with the group the pros and cons of each of the options.
 Step 5: Prioritise and rank alternatives suggested: Rank the alternative based on
the reasonability, cost, impact and effort involved for each option.
 Step 6: Negotiate and agree on options selected: Discuss all of the ranked options
and choose which option the group all feel is the most appropriate, cost effective and
influence choice that has been suggested.
 Step 7: Control and monitor the follow up process: Ensure that the option that
has been selected is effectively planned and implemented and review it for its
success against original desired outcomes.

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TOPIC 3 - MAINTAIN ORGANISATION

DEVELOPMENT PROGRAM
UNDERTAKE SURVEYS TO IDENTIFY ANY LOSS OF SUPPORT FOR

ORGANISATIONAL DEVELOPMENT PROGRAMS AND ACTIVITIES
As the organisational development program continues, it is possible that there will be a

loss of support in the activities. In the beginning employees and other stakeholders will
have momentum and feel as though the development plan will directly impact on them
and the organisation in a positive manner; if the initial planning and introduction
stages have been executed well. But as time goes on it is common for the organisational
plans and activities to become less popular or less focused on what is really needed by
the stakeholders within the organisation. It is important that surveys are conducted at
certain intervals throughout the program in order to maintain, support, engagement,
motivation, momentum, and to ensure that the developmental plan or program is still
meeting the needs of the stakeholders and the organisation on a whole.
A cultural relationship with the organisational development plan is just like any other
relationship in the sense that it takes effort work and continual improvement. It is
necessary to regularly seek feedback on the nature and quality of these relationships.
Surveys should be conducted in order to seek feedback and identify any loss of support
to for the organisational development program. If any loss of support is identified then,
action will need to be taken in order to rectify this.
Surveys that collect feedback is an essential tool in gauging both what we are doing well
and what we could be doing better in relation to the management of the organisational
development plan. Surveys and feedback can be collected using both formal and
informal methods.
Surveys can be conducted by:
 Telephone
 Mail (post)
 Online surveys
 Individual one on one surveys
 Group surveys
It is important that surveys are written in a way that collects both qualitative and
quantitative information. Questions should be carefully written in order to ensure that
you are collecting honest and relevant information regarding the ongoing satisfaction
and support of the developmental program. Surveys should be developed with a clear
aim in mind and also in-conjunction with members from the organisation
developmental change management team and other key stakeholders to ensure that

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they are not biased to show support that may not exist for the ongoing developmental
program.
It is important to ask questions and to analyse both the perceived performance of the
developmental program and also the nature of the ongoing relationship that the
individual being surveyed feels towards the program.
Some of the areas to seek feedback on during developmental progress surveys may
include:
 Do you understand the purpose of the ongoing development program?

 Do you feel that the program has benefited you personally?
 Do you feel that the program has benefited the organisation?
 Do you think that the actions taken so far are equal to the benefits so far?
 Do you still feel that the organisational development plan is targeted?
 Do you feel that the plan has been successful?
 Do you think that the completed plan will be successful?
 Do you think that the plan is relevant to the ongoing needs of the organisation?
 What would you change about the plan?
 How do you think the plan could be improved?
 Has the plan so far been executed to your expectations?
When we have the answers to these questions, and feedback has been collected and
collated. It can then be used to determine if the developmental plan ongoing needs
changing, or if there are any improvements that can be made to the organisational
development plan in order to keep the support for it high and for the organisation to be
successful in achieving its goals. This feedback can assist you in identifying which types
of training, professional development, communication or engagement plans that may
need to be actioned in order to gain continued support for the organisational
development plan and its progress.

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MAINTAIN REGULAR TEAM MEETINGS AND INDIVIDUAL

FEEDBACK IN ACCORDANCE WITH COMMUNICATION PLAN
In order to correctly maintain the needs and goals of the developmental organisational
plan, it is important to maintain regular team meetings and seek individual feedback as
was previously defined in the organisational developmental communication plan.
Regular team meetings are an important technique in maintaining the ongoing

organisational plan because they will assist in:
 Keeping plans on track

 Monitoring performance
 Ensuring that team members and stakeholders are still motivated
 Keeping organisational members engaged
 Keeping organisational member informed
 Identifying deviations from the plan
 Ensuring that costs are being maintained
 Ensuring communication across the organisation is maintained
 Ensuring adequate resources are being allocated
 Ensuring that benefits of the plan so far are communicated
 Ensuring that future benefits are known
 Working towards future goals
 Maintaining the overall organisational development plan
Team meetings in relation to the developmental organisational planning process should
be conducted on a regular basis and should have an agenda that represents the needs of
the organisation in relation to developmental progress.
Typical agenda items may include:
 How current plans are going

 If projections for costs and benefits are still in line with projections and forecast
 Reasons for deviations to the plan
 Additional actions that could be taken in order to get the plan back on track
They should also include general management items such as:
 Are all the related action plans and strategies being conducted as planned?
 Do any interventions or contingency plans need to be actioned?
 Budgets

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 Benefits
 Performance
Individual feedback from organisational developmental change management team
members should also be collected regularly using a variety of methods and all
information collected during team meetings and individual feedback should be used to
develop plans to maintain the development of organisational plans and performance.

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SET OUT ACTIVITIES AND INTERVENTIONS IN THE

ORGANISATION DEVELOPMENT PLAN AND MAINTAIN,
EVALUATE AND MODIFY THEM AS REQUIRED
As a part of the organisational development plan, it is essential to set out, plan and
implement the required activities and interventions that are required in order for the
plan to be successful. These interventions and activities will then need to be
systematically evaluated for success and modified as required.
Activities and interventions maybe required to be included within the overall

organisational development plan may include:
 Action research: is research that is conducted to determine methods that may be

applicable to solve issues that may arise during the developmental planning process.
 Brainstorming: is a process that can be undertaken in order to develop innovative
and new ideas and alternatives to issues or problems in relation to the
organisational development process.
 Career planning: is an important part of the overall development plan as it is
essential to have staffs that are motivated and qualified to perform the tasks that the
organisation requires in order to achieve successful development.
 Inter-group team building: is an important part of organisational development and
culture realignment. Teams must work together towards the overall organisational
goals and development plans in order for them to be successful.
 Job redesign: Jobs and job tasks will need to be strategically developed and changed
in order to meet the new needs and requirements of a developing organisation and
will need to be managed carefully in order to ensure that your work force is
contributing effectively to the correct tasks in order for overall organisation
development and improvement.
 Quality circles: A quality circle is a management technique that enlists the
participation of employees to work together to effectively resolve problems that are
related to their own job tasks. Circles of employees are created and they should meet
regularly to discuss and their own performance and possible actions for
improvement.
 Re-engineering: is the continual process of changing systems, processes and core
business functions during a developmental planning progress to ensure that the
business is working in line with its desired outcomes and plans.

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 Sensitivity training: Must be conducted to ensure that staffs are properly equipped
with the right skills and knowledge to effectively discuss and manage change and
work in a productive and inclusive environment with other team members.
Sensitivity training is an important aspect of managing the overall culture of an
organisation.
 Succession planning: Is a process for identifying and developing certain internal
staff members that may have the potential to be successful if moved into key
business leadership positions in the company. This is a part of the career planning
and job re-designing aspects that will be conducted in line with the organisational
development plans.
 Surveys (with feedback): Should be conducted throughout the management of the
organisational development plan in order to seek feedback and information on a
number of different issues that may be related to the overall developmental
planning process.
 Team building: Is an essential aspect that can contribute to overall cultural change
and improvement and can lead to better organisational development and closer
adherence to organisational development plans.
 Training: Training will be continuous and cover a vast array of areas in relation to
the organisational development plan, most aspects of the organisational
developments plan will include some kind of training or development strategy for
employees, it is important that this is carefully monitored in order to ensure the
overall upskilling and reskilling of an organisation during organisational planning
processes.
 Transition analysis: is a physiological theory and set of business practices that are
based around the behavioural aspects related to the acceptance of change and
different ways in managing and enacting that change.
Each of these different actions and many more depending on the nature of the
organisation that you are working in will need to have their own strategies, their own
methods for monitoring and evaluating for success and their own management teams
and contingency plans. Conducting organisational change is a huge undertaking and
careful planning and management of all of these aspects, as well as items including in
the actual change process, will need to be closely managed. Organisational change
cannot b actioned by one person alone and needs all of the people within an
organisation to work towards, manage and action the changes. These development
actions plans, activities and interventions will assist in doing so.

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ENSURE SENIOR MANAGEMENT REINFORCES ORGANISATION

DEVELOPMENT PROGRAM BY ONGOING MESSAGES OF SUPPORT
AND APPROPRIATE RESOURCE ALLOCATION
It is important that throughout the organisational development plan that senior

management continues to play its role in supporting the organisational development
plans. This can be done by performing ongoing messages of support for the
development and progress so far and also can be demonstrated in the procurement of
appropriate resource allocation.
All members of the organisation look up to senior management at all times during their
work within an organisation. It is important that there is a particular level or separation
and engagement with employees of all levels. It is of course not reasonable for all
members of the organisation to have the phone numbers of the senior management
team and be able to call them with any lower level issues as they arise. But it is also
important that the senior management presents itself in a manner that seems engaging
and caring to the workforce and is also visible in its actions and particularly it actions of
support.
If the CEO or senior management team is seen to be sharing information and asking the
opinions of the rest of the workforce then it makes people feel as if their actions are
required and respected and that they are in fact a part of something bigger. It is
important for the senior management team to actively communicate with the entire
organisation and reinforce its objectives and celebrate the successes of the
organisations progress with the developmental change process on a regular basis.
Previously it was discussed the role of senior management in the developmental

planning process was that “Senior management and executives: Will participate in a
visible and active manner to demonstrate support of the entire process, build a coalition
of supporters for the developmental change and communicate directly with employees,
as it is important for all members of the organisation to hear about developmental
change from senior management.”
It is essential for the success of the developmental planning process that these key role
responsibilities are maintained.

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In order for the developmental plans to be successful, senior management should have a
communication strategy that they follow in order to ensure that they are maintaining
their commitment.
Middle management and other senior role and change and development planning
personnel can provide senior management with a series of updates and information
that they can present to the entire organisation in order to ensure that they are able to
maintain this level of communication. The information that is presented in this
communication does not have to originate from the senior executives themselves it is
just important that they are the one or ones that communicate this information to the
rest of the organisation. It is important to have a communication strategy in place where
all of the successes and challenges that occur during the developmental process are fed
back to senior management so that they may be able to communicate it to the rest of the
organisation.
Reasonable methods for communication from senior executives may include:
 Memos
 Newsletters
 Company-wide intranet presentations
 Companywide addresses
 Social media
 Messages sent through to other members of the organisation
 Bulk emails that can be sent out
In addition to the communication of the successes and challenges that may be presented
throughout the developmental planning and processes it is also important that the
senior management honours its commitment to delivering the resources that are
required by the different departments and teams within the organisation to carry out
organisational development processes and procedures.
When a senior management sees a function of the business as important, it will support
and encourage that particular action or set of actions. This includes the provision of
resources to enable the people within the organisation to actually undertake the work
that they have been asked to perform. It sends a clear message to importance of a task if
senior management will not provide the resources required in order to carry out the
tasks.
It is important the senior management is kept up to date with regular status and budget
reports showing what resources are needed. What the benefits will be to these

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resources being dispersed and what current resource dispersions have already
contributed to in relation to organisational development.
EVALUATE ORGANISATION DEVELOPMENT PLANS IN TERMS OF

COSTS AND BENEFITS, INCLUDING OPPORTUNITY COSTS
Organisational development plans will need to be evaluated in terms of their costs so far
and the benefits that they have created already. It is important to include the costs or
financial benefits that the future plans will create. This is so that senior management
and other key developmental personnel can assess the success and ongoing viability of
the developmental plans so that they may be able to be continued.
Evaluations on organisational development plans will consist of an analysis of three

main aspects:
 The previous situation

 The current situation
 The projected future situation
An in-depth analysis of both qualitative and quantitative information will need to be

performed in order to determine and assess these three areas to determine if the
developmental plans are actually performing as expected, underperforming or over
performing.
A complete developmental plan break down will need to be created and maintained
throughout the developmental plan process. This lays out and defines the full scope of
the work required to complete the developmental activities. The developmental plan
break down displays the full scope in a way that shows how each of the work elements
relates to the developmental goals and benefits and costs. A Developmental Plan
Schedule can be used to determine the following:
 Developmental plan management requirements

 Assessing developmental plan risk
 Human resources management required throughout
 Performance management and tracking
 Project financial management
 Resource acquisition past, current and future
 Budgets and financial management
 Developmental plan schedule and timeline

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 Continual improvement management for the developmental plan life cycle
A clearly written and specific developmental planning schedule will be a highly useful
tool in planning and tracking a projects progress and success as well as defining the
human resource requirements.
A developmental planning schedule demonstrates the interrelationships between work

portions, costs and benifits by breaking developmental actions into smaller more
manageable parts.
The steps involved in decomposing project work into the developmental planning
schedule are:
 Identifying developmental plan deliverables.

 Identifying the work, actions, cost and benefits related to developmental plan
deliverables.
A developmental planning schedule should also include a more detailed explanation

that explains the specific requirements, measurable and costs associated with the
developmental plan for past actions, current and future.
Information that should be included in the developmental planning schedule should

include:
 A brief statement of what each of the developmental actions includes

 Defined deliverables for each developmental action
 Milestones and timelines
 Performance measurement criteria and process
 Resource requirements
 Cost estimates
The developmental planning schedule is a live document and should be updated as the
developmental planning schedule changes and evolves; this is necessary to ensure that
the documents and all of your planning efforts remain relevant.

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This information can then be used to determine the past current and future costs and
benefits in a strategic and accurate manner.
SUMMARY
Now that you have completed this unit, you should have the ability to contribute to
organisation development.
If you have any questions about this resource, please ask your trainer. They will be only
too happy to assist you when required.

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REFERENCES
Written By Enhance your Future PTY LTD

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BSBMGT615 Contribute to

BSBMGT615 Contribute to organisation development 2

BSBMGT615 Contribute to organisation development 3

MAINTAIN REGULAR TEAM MEETINGS AND INDIVIDUAL FEEDBACK IN ACCORDANCE WITH

BSBMGT615 Contribute to organisation development 4

No licensing, legislative or certification requirements apply to this unit at the time of

Management and Leadership – Management

ELEMENTS AND PERFORMANCE CRITERIA

1.2 Consult with relevant groups and individuals to profile the

1.3 Determine who will take key roles in the organisational

1.4 Collect and analyse data on areas of the business experiencing

1.5 Determine and agree on objectives and strategies for

1.6 Consider change management techniques required to achieve the

1.7 Develop communication/education plans to achieve

2. Implement organisation 2.1 Identify and implement consultative processes to maximise

2.2 Undertake team development and training activities to develop

BSBMGT615 Contribute to organisation development 5

collaborative approaches to problem-solving and development

2.3 Facilitate groups to articulate problems and to propose means

2.4 Manage conflict between individuals and/or groups to achieve

2.5 Undertake interventions in accordance with the organisation

2.6 Brainstorm alternative proposals and negotiate and agree on

3.2 Maintain regular team meetings and individual feedback in

3.3 Set out activities and interventions in the organisation

3.4 Ensure senior management reinforces organisation development

3.5 Evaluate organisation development plans in terms of costs and

BSBMGT615 Contribute to organisation development 6

Skill Performance Description

BSBMGT615 Contribute to organisation development 7

about organisational development

BSBMGT615 Contribute to organisation development 8

TOPIC 1 – DEVELOP ORGANISATION

ANALYSE STRATEGIC PLANS TO DETERMINE ORGANISATION

Typical strategic plans will be related to items such as:

 Increasing market share

BSBMGT615 Contribute to organisation development 9

Opportunities may include:

BSBMGT615 Contribute to organisation development 10

 Competitors brand name

 Improvements that you need to make

Strengths may include:

 Any advantages that your organisation has over the competition

BSBMGT615 Contribute to organisation development 11

BSBMGT615 Contribute to organisation development 12

CONSULT WITH RELEVANT GROUPS AND INDIVIDUALS TO

Organisational culture is the overall behaviours of the individuals within an

 The organisations vision

BSBMGT615 Contribute to organisation development 13

An understanding of an organisations culture can be achieved by profiling the

 Hofstede’s Cultural Dimensions

Data could be organised in a table similar to this:

Stakeholder Key Type of Number of Number of Method of

BSBMGT615 Contribute to organisation development 14

 Organisational structure: The different types of lines of reporting, hierarchical

BSBMGT615 Contribute to organisation development 15

DETERMINE WHO WILL TAKE KEY ROLES IN THE

The five key organisational development change process roles are:

 Change management resource team: will construct and apply a structured

BSBMGT615 Contribute to organisation development 16

According to Prosci’s Change management engagement model in order for key

BSBMGT615 Contribute to organisation development 17

BSBMGT615 Contribute to organisation development 18

When data is considered to be adequate, it means that’s it is as much as necessary to fill

 Performance related data and figures