Organisational Organisational interventionsinterventions

Some normally forgotten Some normally forgotten basics!basics!

Interventions should be Interventions should be systematic - or should they?systematic - or should they?

• The systematic view is the beginning, The systematic view is the beginning, not the end, not the rule book.not the end, not the rule book.

• The intervention itself is an exciting The intervention itself is an exciting unpredictable, roller coaster.unpredictable, roller coaster.

• If you pretend to do ‘the plan’ you If you pretend to do ‘the plan’ you will have difficulties.will have difficulties.

Initial thoughts on Initial thoughts on interventionintervention

• Nature of the process is quite simple Nature of the process is quite simple bt it can get very complicated.bt it can get very complicated.

• Meetings and organisational Meetings and organisational communication is very important to communication is very important to get shared ownership of processget shared ownership of process

• Examples from health care and Examples from health care and manufacturemanufacture

General model of General model of organisational intervention – organisational intervention – Eight stagesEight stages• AcceptanceAcceptance

• Goal definitionGoal definition

• Data gatheringData gathering

• Data AnalysisData Analysis

• EvaluationEvaluation

• InterventionIntervention

• MonitoringMonitoring

• IterationIteration

AcceptanceAcceptance

• Acceptance of what?Acceptance of what?• It varies, but generally of peoples It varies, but generally of peoples

fallibilities and the realities of a situation.fallibilities and the realities of a situation.• From this acceptance can come real From this acceptance can come real

insight and innovationinsight and innovation• And the loss of preconceived strait jacketsAnd the loss of preconceived strait jackets• Its not easy. Many people never get Its not easy. Many people never get

through this. It’s a major challenge for through this. It’s a major challenge for consultants and managers.consultants and managers.

Goal definitionGoal definition

• What it is you are trying to achieveWhat it is you are trying to achieve

• This is not as simple as it soundsThis is not as simple as it sounds

• Needs to be possible, practicable and Needs to be possible, practicable and affordableaffordable

• Unachievable goals lead to pretence Unachievable goals lead to pretence and organisational dishonestyand organisational dishonesty

Data gatheringData gathering

• Full panoplyFull panoply– InterviewsInterviews– QuestionnairesQuestionnaires– ObservationObservation

• And so onAnd so on

Data AnalysisData Analysis

• Can cover a complete range of Can cover a complete range of methods.methods.

• Stats (yawn)Stats (yawn)

• Graphical representationsGraphical representations

• ComparisonsComparisons

• Time based analysis/trendsTime based analysis/trends

• Nothing is out of the frame.Nothing is out of the frame.

EvaluationEvaluation

• Look at the information gleanedLook at the information gleaned

• Talk about itTalk about it

• TaK it (secret method!)TaK it (secret method!)

• Turn it around & upside down: Sleep on itTurn it around & upside down: Sleep on it

• The truth will appear!! The truth will appear!!

• Be prepared for the unpalatableBe prepared for the unpalatable

• What you want and what you need may be What you want and what you need may be different.different.

InterventionIntervention

• At long last we get to the action!At long last we get to the action!

• Its like decorating a room. All is Its like decorating a room. All is wasted without preparation.wasted without preparation.

• Everything is an intervention. Doing Everything is an intervention. Doing nothing can be an interventionnothing can be an intervention

MonitoringMonitoring

• Find out what is happening. Things Find out what is happening. Things NEVER go to planNEVER go to plan

• Take cotton wool from ears: place in Take cotton wool from ears: place in mouth.mouth.

• Triage you perceptions and reactionsTriage you perceptions and reactions• OI/OD is a process not a discrete eventOI/OD is a process not a discrete event• Beware of neo-Cartesian dualism (nCd)Beware of neo-Cartesian dualism (nCd)• nCd is you enemy.nCd is you enemy.

IterationIteration

• Schrödinger's organisational Schrödinger's organisational intervention!intervention!

• The context can changeThe context can change

• You may need to fine tune yourYou may need to fine tune your– Acceptance Goal definition: Data Acceptance Goal definition: Data

gathering: Data Analysis: Evaluation: gathering: Data Analysis: Evaluation: Intervention: Monitoring: IterationIntervention: Monitoring: Iteration

Some Different types of Some Different types of interventionintervention

• Specific vs. generalSpecific vs. general

• Simple vs. complexSimple vs. complex

• Training and developmentTraining and development

• RestructuringRestructuring

• Redesign of jobsRedesign of jobs

• EmpowermentEmpowerment

• Recruiting new staff/RedundanciesRecruiting new staff/Redundancies

Specific vs. generalSpecific vs. general

• Is a narrow generic approach ever Is a narrow generic approach ever useful?useful?

• Do generic, branded approaches Do generic, branded approaches work at all or in spite of themselves work at all or in spite of themselves or because of the practitioners.or because of the practitioners.

• Or do we need to reinvent the wheel Or do we need to reinvent the wheel afresh, every time. afresh, every time.

Simple vs. complexSimple vs. complex

• Simple is bestSimple is best• Complex is not complex, but an Complex is not complex, but an

optimistic approach to a problem on optimistic approach to a problem on a number of fronts.a number of fronts.

• If its too complex we can all blame If its too complex we can all blame each other and go home.each other and go home.

• That’s why interventions need a That’s why interventions need a project manager at different stages.project manager at different stages.

Training and developmentTraining and development

• Development is the key wordDevelopment is the key word

• Its an ongoing processIts an ongoing process

• If you are worried about being If you are worried about being caught out with poor training, don’t caught out with poor training, don’t do a training needs analysis!do a training needs analysis!

• This is a common strategyThis is a common strategy

• A little story from RomaniaA little story from Romania

RestructuringRestructuring

• Pulling something to bits is much Pulling something to bits is much harder than putting it together.harder than putting it together.

• GPs surgery changesGPs surgery changes

• Academic departmentAcademic department

• UniversityUniversity

• Understanding resistance to change Understanding resistance to change (Iteration!)(Iteration!)

Redesign of jobsRedesign of jobs

• A common and sensible story over A common and sensible story over the past two yearsthe past two years

• But is not a cheap option if its design But is not a cheap option if its design properly.properly.

• Need to address culture competence Need to address culture competence base and ownership of changesbase and ownership of changes

EmpowermentEmpowerment

• Making people feel ‘part of’Making people feel ‘part of’

• Guru-istic speakersGuru-istic speakers

• Outward bound (to no change)Outward bound (to no change)

• TQM – detergent vs. laxativeTQM – detergent vs. laxative

Recruiting new Recruiting new staff/Redundanciesstaff/Redundancies

• Easy to get rid of peopleEasy to get rid of people

• Hard to replace themHard to replace them

• Staffing changes are major changesStaffing changes are major changes

• Both opportunities and threats arise.Both opportunities and threats arise.

ConsultingConsulting

• ModelsModels

• Internal vs externalInternal vs external

ModelsModels

• Technical ExpertTechnical Expert

• Medical modelMedical model

• Coaching ModelCoaching Model

Internal vs externalInternal vs external

• ObjectivityObjectivity

• Organisational familiarityOrganisational familiarity

• Technical knowledgeTechnical knowledge

Ensuring permanence of Ensuring permanence of changechange

• ImportantImportant

• ImpossibleImpossible

• Hard to attemptHard to attempt

• Needs a thoughtful and reflective Needs a thoughtful and reflective processprocess

• TaK it!TaK it!

Some issues to think aboutSome issues to think about

• Creativity versus controlCreativity versus control

• Uses and abuses of procedures and Uses and abuses of procedures and standardsstandards

• Flat vs. tall organisational structuresFlat vs. tall organisational structures

• The importance of communicationThe importance of communication

• The overriding importance of cultureThe overriding importance of culture

The nature of managementThe nature of management

• Peters principlePeters principle

• Operational ManagementOperational Management

• Tactical ManagementTactical Management

• Strategic managementStrategic management

• Small vs large organisationsSmall vs large organisations

What it takes to be a good What it takes to be a good managermanager

• People - a balanced viewPeople - a balanced view

• Deal with uncertaintyDeal with uncertainty

• Make decision with incomplete Make decision with incomplete informationinformation

• Plan effectivelyPlan effectively