LEADERSHIP INITIATIVECOUNTY OF RIVERSIDE

4. ORGANIZATION DEVELOPMENT●

CHANGE ● EMPLOYEE ENGAGEMENT

Culture Change The tribal wisdom of the Dakota Indians, passed on from one generation to

the next, says that when you discover that you are riding a dead horse, the best strategy is to dismount. But in modern business, education and government, because heavyinvestment factors are taken into consideration, other strategies are oftentried with dead horses, including the following: 1. Buying a stronger whip.2. Changing riders.3. Threatening the horse with termination.4. Appointing a committee to study the horse.5. Arranging to visit other sites to see how

they ride dead horses.

6. Lowering the standards so that dead horses can be included. 7. Reclassifying the dead horse as "living-impaired." 8. Hiring outside contractors to ride the dead horse. 9. Harnessing several dead horses together to increase speed. 10. Providing additional funding and/or training to increase the dead horse's performance. 11. Doing a productivity study to see if lighter riders would improve the

dead horse's performance. 12. Declaring that the dead horse carries lower overhead and therefore

contributes more to the bottom line than some other horses. 13. Rewriting the expected performance requirements for all horses. And, as a final strategy: 14. Promoting the dead horse into a leadership

position and hiring an outside vendor to cause a dead horse culture.

What we will cover

Typical organization challenges Overview of Organization Development-

what it is and steps in the process Identify various tools, strategies and

interventions Employee Engagement and how that fits

with OD Change process and what it takes to

sustain change.

More available options rather than….

“We trained hard, but it seemed that every time we were beginning to form up into teams or were met with a new

situation we would be reorganized, a wonderful method for creating the illusion of progress while producing confusion,

inefficiency, and demoralization.”

Gaius Petronius Arbiter, ancient Roman author of the “Satyricon”, circa A.D. 60.

The leader’s challenge

“How to (a) fully mobilize the energy of the organization’s human resources toward achievement of high performance and (b) at the same time, so organize the work, the work environment, the communications systems and the relationships of people, that individuals need for self worth, growth and satisfaction are significantly met at work.”

Warren Bennis

Table case studies: As a group, read your scenarios and talk about how you would address the situation.

Identify:

1. The problem

2. Outcome desired

3. Method/action to get from here to there

4. Rationale for choosing this method/action

You have 10 minutes to come to agreement.

Select someone to do a 2 minute report out.

Organization development is…

the application of behavioral science technology to the planning and

management of systemic organization change in the name of improved

organization performance.

Goals of Organization Development

• Improved performance and effectiveness• Improved results• Improved quality of work life• Development of greater individual and organizational capacity

WHY ORGANIZATIONS CHANGE:

POWERFUL PAINIMMINENT DANGERPOWERFUL ENEMY

INSPIRED LEADERSHIP

OD is Action Research • Collect valid data.

• To make informed decisions

• That generate energy to take action.

OD is about:

EQUIFINALITY

Organization Development

Two approaches:

Structural Behavioral

Typical OD process:1. Presented Problem2. Collect data and diagnose the real problem3. With the client, select one or more

interventions, and design a rollout plan4. Execute on the plan5. Monitor for intended results6. Adjust the plan7. Follow up8. Evaluation

Organizational Subsystems(Lots of moving parts)

Managerial subsystem

Strategic subsystem

Human-cultural

subsystem

Technological subsystem

Structural subsystem

Inputs Which Energize the Organization

Organizational Outputs

Input-output flow of materials, energy, and information

Production of goods and services at a level of efficiency and effectiveness which will influence future resource availability and systems operation

Human, Financial, Informational, and Material Resources

Kast & Rosenswieg

Throughputs

Whole System Views

Human System Levels

• Individual• Group/Team• Inter-group• Organization• Inter-organization

Whole System ViewsWeisbord Six Box Model

• Purpose• Structure• Rewards• Helpful Mechanisms• Relationships• Leadership

Organization System Alignment• Environment• Strategy• Structure• Culture• Systems• Behavior

Need to take a5,000 foot view

Start here at the presented problem

You have arrived safely! Yay!

Systems view

Plot your specific course

Problem detected

May need to make adjustments

Purpose

What business are we in?

Structure

How do we divide up the work?

Rewards

Is there an incentive for doing all that

needs doing?

Helpful Mechanisms

Have we adequate coordinating

technologies?

Relationships

How do we manage conflict (coordinate) among people? With

our technologies?

Leadership

Is someone keeping the boxes

in balance?

Outside Environment

Everything else. What constraints and demands dies it

impose?

Weisbord Six Box Model

Key Point: start with a model

Weisbord 6 Box Burke Litwin McKinsey 7 “S” Great Place to Work Best Practice Models 6 CELL MODEL

Mind your Perspective!!

Bolman and Deal

Back of a napkin model (systems fit)

To get an idea what needs to be changed

Napkin model: systems equilibrium

work

culture or e

ngagement

dec

isio

n-m

akin

g

centralized

decentralized

routine complex

sucks or disengaged

fantastic or fully engaged

Napkin model – rubber band effect

work

culture

or engagement

dec

isio

n-m

akin

g

centralized

decentralized

routine complex

sucks or disengaged

fantastic or fully engaged

Napkin model: bow and arrow

work

culture

or engagement

dec

isio

n-m

akin

g

centralized

decentralized

routine complex

sucks or disengaged

fantastic or fully engaged

You have an idea of the gap

…between what you want and

what is. … Then what?

Issues InterventionsIndividual

Knowledge/Skill Motivation Satisfaction Development

Training & education Coaching Mentoring Career Development Job Design Assessments and feedback Learning labs - journaling

Group Alignment Composition Roles & Relationships Norms & Processes Spirit

Appreciative Inquiry Role Clarification/ responsibility charting Relationship development – conflict resolution Team Building Eidetics Confrontation meetings Outdoor Adventure

Inter-group Alignment Roles & Relationships Work Flow/processes Structure

Polarity Management Interdependence Clarification Shared Goal Setting Role Clarification Organization Design Interface Structures and Processes Perception Sharing

Issues InterventionsOrganization*

Mission, Vision Strategy Structure, Culture, Systems Alignment Performance

Planning Strategy Formulation Organization Design Culture Change Information Systems HR Systems Talent Management Productivity Improvement Appreciative Inquiry Summits Simulations Open Space Conferences Labor Management Cooperation

Inter-organization* Leadership Alignment Roles & Relationships Processes

Future Search Stakeholder Conference Coalition and Alliance Building Leadership Structures & Processes Planning Role Clarification Polarity Management Conference

1. MANAGING THREE SYSTEMS

not here not here not here

(anymore) (solely) (yet)

past transition future

What we need to know about change

CHANGING FROM ‘WHAT IS’ TO THE DESIRED FUTURE STATE

START with“WHAT IS” NOW

DESIRED FUTURE STATE

TO

Desired future

What the change path looks like

CHANGING FROM ‘WHAT IS’ TO THE DESIRED FUTURE STATE

Valley ofDESPAIR

START with“WHAT IS”

DESIRED FUTUREOUTCOMES

∆= VxDxF>R

The change formula:

success

Change tends not to be embraced

Don’t forget the 4 basic human fears:

1. Rejection

2. Failure

3. Being wrong

4. Being emotionally uncomfortable

Informal system behind the formal

NORMS

Formal Organization

Org chartJob descriptionsP & P

PR about who we areMission-vision-values…

Who’s really in charge and the way we really do things around

here

Norms are powerful in maintaining behavior

What everyone hopes to find!

WHAT’S PREDICTABLE DURING ANY CHANGE

High uncertainty – low stability*High perceived levels of perceived inconsistency High emotional stress on peopleHigh energy (often undirected) *Control becomes a major issue *Conflict increasesBlaming is rampant

Key point to remember:

The system must first attain stability

and then satisfaction

Name of thechange game:

per●sist●ence

pərˈsistəns

noun

firm or obstinate continuance

in a course of action in spite of difficulty or opposition.

"companies must have patience and persistence, but the rewards are there"

The key to successful and sustained change……

Employee Engagement

EMPLOYEE ENGAGEMENTMAKES CENT$!

Employee engagement begins with therelationship you develop with your employees

What is Employee Engagement?

https://www.youtube.com/watch?feature=player_detailpage&v=IZA94smSkQg

EQ2 Emotional Intelligence and Employee Engagement

If these stats are true….

The most recent Hay study findings (validated 2014)

• 53% of US workforce is “not engaged” (they are going through the motions)

• 18% of US workforce is “actively disengaged”

(acting out, not coming to work, in or starting litigation)

Do the math

In 2014-2015 our County budget ~$5 billion (rounding up), making that portion estimated for salaries and benefits roughly $1,600,000,000

RivCo FTEs ~ 16,000 = 2880 employees = 18% actively disengaged

• x 2080 hrs/yr pp = 5,990,400 unproductive hours

• X $25 /hr =

$14,976,000 =the cost of ‘actively

disengaged employees’

Gallup said 97% workforce are ignored + disengaged

47% of federal, state, and local government employees said they are engaged*

• 2012 and 2014 Public Sector Employee Engagement Surveys conducted by IPMA-HR

Employee Effectiveness ModelHay Group

Engagement & Enablement are Both Essential for

Optimum Performance• clear & promising direction

• confidence in leaders

• quality & customer focus

• respect & recognition

• development opportunities

• pay & benefits

• performance management

• authority & empowerment

• resources

• training

• collaboration

• work, structure & process

Drivers Employee Effectiveness

Engagement•Commitment•Discretionary Effort

Enablement•Optimized Roles•Supportive Environment

Attraction & Retention of

TalentCustomer Loyalty

Innovation

Enhanced Corporate Reputation

Productivity

Financial Performance

Case:Arrowhead County, USA

Instructions: 1. Apply the Systems Fit Model to Arrowhead County.

2. Show where you think are the culture (engagement/ quality of work life), decision-making and work/ technology points on the model axes.

3. What is your rationale?

4. Decide on your most important desired outcome.  5. Brainstorm change strategies and first steps to achieve your desired outcome. 6. Select a reporter(s) to report out.

What contributes to disengagement?

What do you think?

The Three Signs of a Miserable Job

Lesson #1Anonymity –All human beings need to be understood and appreciated for their unique qualities by someone in a position of authority.

Patrick Lencioni

The Three Signs of a Miserable Job

Lesson #2 Irrelevance – Employees need to know what the connection is between the work, the organization purpose and the satisfaction of another person or group of people.

The Three Signs of a Miserable JobPatrick

Lesson #3Immeasurement – Employees need to be able to gauge their progress and level of contribution for themselves.

Without a tangible means of assessing success or failure, motivation eventually deteriorates as people see themselves as unable to control their own fate.

from Miserable” to “Meaningful”

1. Show you care: Get to know your employees personally.

2. Link employee activities to organization vision and strategy.

3. Help employees find meaningful measurements so they can track their own progress.

High-performance organizations already know:

• Employees want to know it matters if they don’t show up.

• Employees want to contribute. • Employees want to develop.• Employees want to make a difference.• Employees ARE our technology!

For public sector employees

12 Employee Engagement Questions

1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your

work right? 3. At work, do you have the opportunity to do what you do best

every day? 4. In the last seven days, have you received recognition or praise

for doing good work? 5. Does your supervisor, or someone at work, seem to care about

you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your

job is important? 9. Are your associates (fellow employees) committed to doing

quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about

your progress? 12. In the last year, have you had opportunities at work to learn and

grow?

Wrap up: comments/questions?