9th Annual Conference

14th November 2016

Beyond the conversation

Sponsored by In partnership with

West Midlands Coaching

and Mentoring Pool

Conference

Images of Coaching in an

OD Frame

14th November 2016

Dr. Rachel Robins

Coach and Mentor

RVR Consulting

Coaching in an OD Frame

This is not about ‘doing’ coaching in an

organisation either process or models of

Coaching

Not even about does Coaching work!

The case for coaching has been made

many times

What is it about?

How an organisation can use

coaching as an OD Intervention

to create whole system

improvement

What is Organisation Development?

What

A field of knowledge to guide the development of organisation effectiveness especially during change.

How

Using processes from applied behavioural science methods, research and theory.

Outcome

To improve the health and effectiveness of organisations and the people that work within it.

Value

Respect for human differences, commitment to racial and other forms of social justice. Believe in lifelong learning.

© Mee Yan Cheung Judge

Many definitions Organisation Development is planned and systematic

approach to enabling sustained organisation performance through the involvement of its people (CIPD)

A planned process of change in an organisation’s culture through the utilisation of behavioural science technology, research and theory. (Warner Burke)

A long-range effort to improve an organisation’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioural-scientist consultants, or change agents as they are sometimes called. (Wendell French)

An effort planned, organisation-wide, and managed from the top, to increase organisation effectiveness and health through planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)

How does your organisation

define OD – and does it

matter?

Group discussion 1

Definitions may vary in emphasis, but there

are common features

OD applies to changes in the strategy, structure, and/or processes of an entire system, such as an organisation, a single plant of a multi-plant firm, a department or work group, or individual role or job.

OD is based on the application and transfer of behavioural science knowledge and practice (such as leadership, group dynamics and work design), and is distinguished by its ability to transfer such knowledge and skill so that the system is capable of carrying out more planned change in the future.

OD is concerned with managing planned change, in a flexible manner that can be revised as new information is gathered.

So OD Deals with

Causes not symptoms

Working with whole systems rather than parts

Changes culture over changes in behaviour

Change of system over changes in system

This is why it delivers continuous improvement!

Where interventions fit into the OD Process

• The contracting phase - authority and

support to act

• The diagnostic phase - understanding the

needs

• The intervention phase - what will actually

happen

• The evaluation phase - how will you know if it

has improved the organisation

Types of Coaching that can be part of a

Coaching Intervention

Coaching skills for OD practitioners

Coaching skills for managers

Coaches

Team coaching

Individual coaching

Performance coaching

Behavioural coaching

Career development/talent management coaching

Checklist for reviewing type of intervention

What level of system should our intervention aim for?

What are the target areas of change

Should the event be more task focused? If so, what task do we need the participants to learn? Should it be a process does the target group need to get better at?

Given what we know about the group, should the event be tightly structured or should it be more emergent? What would suit this group better? What will give us a better outcome?

What is the best channel to deliver out intervention? What combination of channels will work best?

What size of group should we deliver this intervention to? The whole system at once? Or smaller groups first, ending with a large group?

Pre-design list of questions

What are the objective of the intervention? What do we want

to achieve?

What are the diagnosed problems?

What is the focus of attention? Or what is the unit of

change/level of system the intervention aims to intervene

at?

What are the targeted areas of change that the intervention

needs to deliver?

What stands out from the diagnostic data and intuitive

judgement by the practitioners as to the implication of the

data on the type, sequence and timing of the intervention?

Outline of an Intervention Strategy

A clear direction and purpose for the intervention

A clear list of people/group/units of change for whom you are targeting your intervention

A clear list of intervention activities

A clear timeline

A clear sequence of how they will be staggered

A list of who will deliver these interventions

A budget

A project plan pulling together all the above

An accountability reporting structure of forum

A critical path

Where is coaching currently being

delivered in your organisation?

Group discussion 2

What can we learn

from others?

You can Develop a range of coaching

activities into an OD intervention

Strategy

www.wmemployers.org.uk/aboutthepool

Beyond the conversation

Sponsored by In partnership with

West Midlands Coaching

and Mentoring Pool

Conference