Posts Tagged ‘OD’
There are those who think only they know best when it comes to organizational decision making. And while it is perfectly ok to have strongly held opinions, it also behooves one to know when to listen to the wisdom of the crowd. Assuming that you have crossed the Rubicon and are ready to heed or at least consider the advice of those who are usually more than willing to share some, there are some guidelines that if followed can make the process not too overwhelming and perhaps increase the probability of success. This is a quick summary and the highlighted links will point you to more detailed discussions on each topic.
- Don’t try to do too much. If every manager within an organization once a year picked one meaningful thing that went above and beyond and actually made it happen, significant positive change would occur. If two things were chosen, one should support an overall organization-wide initiative and one should focus on local conditions. By limiting the number you also eliminate excuse-making. You either did it or did not. Reference: The One Thing.
- Every organization has strengths. Sometimes picking actions that build off of and are natural extension of the strengths, the skills and talents already in place will be more successful than actions that come out of left field. If you are trying something new as an action and do not know how to accomplish it, set a learning goal – how you will learn more about and develop the skills that enable you to succeed on the action. If you are very familiar with how to improve on a particular issue then set a specific measurable goal. Reference: Increasing the Wealth of Organizations.
- People are people. We can spend our time searching for the differences between us, but when it comes to the world of work and what people fundamentally want and expect out of the work environment we are all much more similar than we are different. We all more or less want the same things. Find me a person on this planet, of any age, of any gender, of any ethnicity for instance, that does not want to be treated with respect and dignity. (I exclude those with pathology). Think about how the actions you are considering can help fulfill these basic universal needs. Reference: People at work: or it is Life and Searching for a gang in Nebraska.
- There are no magic bullets – success, most of the time, boils down to some brain power, hard work and a dose of being in the right place at the right time. Those who spend their lives searching for magic bullets, elixirs, quick fixes will spend their lives searching in vain. Reference: Models, Representations of Reality
- Don’t prematurely shut down the creative process. Create a lot of good ideas in a brain storming mode. On a second or third pass through the ideas generated, narrow the field. Pick the one thread that can be most leveraged, the thread that could unravel or hold together the whole organizational tapestry. Reference 40:1
- Your actions are at risk for failure. As you plan them out, understanding common reasons why actions fail can help you avoid pitfalls. Actions can fail because of a. lack of knowledge/training, b. lack of correct business processes, c. lack of desire/support. Reference: Errors
- It can be good to measure, to create metrics to measure your progress, but just because you are not measuring does not mean what you are doing is not good. Where you can create metrics, do so. Reference: Managing what you are not measuring, and Measuring what you are Managing.
- You will make mistakes. It is a given. Mistakes and errors will occur as you pick and execute on your action plans. Don’t be so consumed with making the absolute right decision that you make no decisions or miss opportunities because of decision delays. Reference: Peanut Butter Anyone?
- Change happens- look forward not back. Reference: Well I Guess that is not Going to Grow Back.
- Openness and transparency regarding what you are doing is the best policy. If you cannot be open and transparent about it ask yourself if you should be doing it. Reference: Transparency and Organizational Success.
- Aim High. Reference: Abnormal Change.
© 2010 by Jeffrey M. Saltzman. All rights reserved.
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