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My Organization
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Contents
Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result Top Drag Me
Contents
Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result
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morale amongst its nurses. But as I spoke to different stakeholders, the issue became more complex. The HR managers told me that morale amongst nurses was at an all time low. At the same time the hospital was trying to change its culture to become more patient and profit centric.
It started off as a morale problem. But as I spoke to different stakeholders, it becam e more complex.
The matron of the hospital was concerned about the poor relationships between the nurses, their unit managers and the doctors. The unit managers were upset by the way that doctors by-passed them and shouted at their nurses. The nurses and their managers blamed arrogant doctors for the poor morale in the hospital. The CEO was concerned that the doctors, who he saw as clients and partners of the hospital, were not happy with the service they were getting. The doctors, chose to locate their independent practices at the hospital, but had the freedom to take their business to another hospital, anytime they wanted. Losing specialists to competing hospitals would affect his hospital's brand and offering - as well as its profitability. He was also tired of being the only leader in the organization, and wished that the managers would begin to take responsibility and act like leaders.
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about their future in the hospital. Help the managers to identify the core changes they would need to make to achieve the future they wanted. Help them identify projects that would help them to implement those changes. To do all of this in a way that would build a leadership team. One in which team members take responsibility and support one another.
The organizational development tool I chose for this complex OD intervention was
"The Change Puzzle Kit."
A set of water soluble pens which allows the delegates to write directly onto the laminated charts. The charts can be wiped clean and used again. A box of clue cards to help the groups think about the 20 organizational elements from an Organizational Development and systems thinking perspective, as they complete their charts.
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4 groups of 8 delegates per group. These groups were mixed to provide as much variety as possible. We mixed the groups so we had different functions (HR, marketing, administration & nursing), and people of different ages and races working together in each group. Each group had their own change puzzle kit to work with. I used this diagram to explain the process we would be following which was: We would take a 'systems thinking' photograph of the hospital as it was today - with all its frustrations and all its strengths. To do this we would use The Organisation of Today charts and cards. We would do a right brained exercise to look at what the hospital would be like 3 years into the future, if it was delighting its patients, was profitable, and a place where the managers would be proud to work. We would translate that right brain 'vision of the future' back into left brained, systems thinking. We would look at the elements that would need to be in place for that vision to work. To do this we would use 'The Ideal Organisation Of The Future charts and cards. We would then compare what came out of our two charts. From this, we would choose a few core changes. Changes that would help us to solve the most important of today's problems, and move us towards the future we wanted. We would then create some projects to make achieve these changes.
Step 2. The groups analyze their organization as it exists today - using 'The Organisation of Today' charts and cards.
2.1 Instructions: Each group was given the chart "The Organisation Of Today" plus the 20 clue cards about the current organization. They were also given a set of water soluble pens. They were asked to write on their chart how they saw their hospital today in terms of each puzzle piece or OD element. They could use the clue cards to help them. Each person was encouraged to write how he/she viewed the situation independently of their group as the group didn't need to achieve a consensus. I also explained that some people see things in a positive light, others in a negative light and others prefer to put down facts. All of these views were equally valuable. 2.2 Activity: Each group spent about an hour recording their answers. Then instead of having formal feedback, each group simply read what the other groups had written on
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their charts. This was to prevent a very tedious feedback process - and potential conflict. 2.3 What came out: The three groups were surprised that they had similar responses. For example: They felt their roles were not clear enough. They were too 'rank obsessed.' They felt doctors had too much status and that they needed to be empowered more. There was too much gossip. People operated in cliques. No one was taking responsibility. They felt they needed to acknowledge one another more. They wanted to create a culture where people 'don't feel intimidated when someone shares skills.' But most of all, they were surprised by how much negativity came out. 'Surely there are some good things too?' One person asked. 2.4 Why this happened: Their common responses were due to two design factors - the mixing of the groups, and the systems thinking behind the design of the chart they used. Negative responses are common amongst groups when they analyze their current situation. Groups are more positive when they create their own future.
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change roles with one another. They decided to have a programme where as managers, they would 'go back to the floor' for a day, to better understand some of the issues that both nurses and doctors faced. They would visit the receptionists of doctors to find out all the doctors preferences. Then they would educate one another and their nurses on how to provide great service to each doctor. They decided that one thing that would demonstrate patient centered care, was to think of ways for caring for families of patients who came from out of town. They created slogans for themselves that demonstrated customer care. They decided to lead their teams by getting each unit to develop their own vision linked to the hospital vision. The team became quite excited about what was possible. 4.3 Why this happened. The groups' energy had already turned during the previous exercise. Building on this, we know that groups are always more positive when they are allowed to be creative, and when they focus on the future. The "Ideal Organisation of the Future" charts are designed in a way that combines creative thinking and a future vision. Also, by analyzing all the OD elements that would be in place to support their vision, the group could see that achieving their vision was possible and practical. This made them feel hopeful about their future.
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to help an executive and management team to develop a comprehensive plan to implement their strategy.
Member tools:
Poor morale in the workplace - a diagnostic tool Based on a complex decision tree, this powerful coaching tool provides a quick way to diagnose your particular morale problem. It provides over forty possible solutions and helps you choose the best solution for your particular problem. How to rebuild morale after an organizational restructure. 4 OD interventions to rebuild trust, focus, morale and commitment after an organizational restructure. A CEO's guide to implementing strategy What to do after you've developed a strategic plan. How to use your vision to lead an executive team. The 12 steps for aligning your organization to your strategy and getting them to implement it. Develop an innovation system that results in a cultural change. How to develop an innovation culture in your organization.
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Team leader skills - Managing Morale Managing morale is a key leadership skill because it determines whether or not a team has the energy, confidence and commitment to perform at their best. Inspiration at work How to inspire and motivate your team at work. Practical EQ and SQ tips for leaders. Restructuring Organizations: Leadership problems after an organizational restructure.Typical problems experienced by leaders after a restructuring exercise. The role of a change agent during an organizational restructure.The role a change agent can play during a restructure. When to do strategic planning. Strategic planning as an OD intervention.
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