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Organisation development projects are notoriously difficult to make work. The following is a list of the principles we try to follow:
No sacred cows
OD projects can have no possibility of working if there are no-go areas
Systemic
An approach must tackle both hard and soft issues; organisation structure, culture, processes and technology need to be viewed systemically
Pilot
It is best to start with a pilot as it is impossible to know in advance what will work well and less well
Expect the unexpected
There should be a budget for tackling the unknown; behaving as if things can be known in entirety in advance limits the possibility of responding to issues as they arise
Ruthless regular reviewing
The project should be reviewed regularly and ruthlessly by a steering group which includes stakeholders from a range of perspectives; there should be no shame in some changes of direction
One size does NOT fit all
Organisations have there own individual history and context and methods and themes need to be selected for the particular set of circumstances
Exciting integrative theme
Pick a theme for the project that has some interest and excitement for the organisation.
Partnership
The consultant team and the client team have to form a ‘true’ partnership – which also may include customers, consumers, and others in the ‘supply chain’. Balancing expertise, facilitation and building an effective team is no easy option.
Some articles about our experience of organisation development can be found below. We have undertaken some surprisingly large projects in this area and have gained a lot of experience – the hard way – about how to make things work.
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