Organization development has yet to earn a role in all organizations. Only the most progressive companies even have an organization development role, staff, department, or group. The challenge to organization development success is that it is hard to find a linear trajectory for success. Organization development may have clear goals, but the reality, there is rarely a linear path.
What is organization development and why does it seem organization development is an after-thought or only found at bigger Fortune 500 firms or identifiably progressive organizations? Is organization development really a business luxury?
The Massachusetts Bay Organization Development Learning Group [update 2015: now Boston Facilitators Roundtable] writes:
Organization development (OD) is a professional discipline with focus on improving and enhancing capabilities within organizations to meet strategic and tactical goals. That focus is directed at the performance of people: individuals, groups and teams distinct from capital or other assets at the disposal of the organization.
Unlike sales, finance, or accounting OD is not part of the playbook for organization DNA like sales, accounting, or finance. To date OD is thought of as a nice-to-have, instead of essential to operations. OD is not discussed or staffed from a firms inception and is not perceived as a critical organization function, as important as the finance office; never mind a case made that an organization development office should be placed next to the finance office.
OD professionals pay particular attention to motivation, behavior, group dynamics, skills and values development and
Some people think this focus is “soft”. Historically, there may be some truth to this assessment, but as the discipline of OD emerges and matures, attention is increasingly paid to measurement to determine value and effectiveness.
Not dissimilar to the evaluation of an income statement or balance sheet, such measurement is increasingly essential for organizations to evaluate their most valuable and cost-rich asset: their employees. Charley Matera
There is little discussion at business schools that drill into their class anything close to: “sales, finance, accounting, and organization development are vital to any organization’s success; you can’t have an organization without the four.
In clear terms what is OD? Well OD includes:
- strategic planning,
- organization design,
- leadership development,
- change management,
- succession planning,
- performance management,
- diversity, and
- talent management
All essential for a healthy, sustainable organization. Perhaps there are too many looking for OD to provide steady, linear impact. Unlike a sales trend or accounts payable records, there is little in an OD intervention, that shows linear growth.
Like joining a gym, the results of an OD effort are not obvious or evident in the first visit or the first week. However continued dedication and focus on the correct form begin to show results. Subtle at first, but dramatic in time.
OD involves people and people rarely act in predictable fashion, OD charts new discussions, new interactions, and conversations, and new innovations – this is change. Change is hard. Change is not linear.
So, don’t expect an OD intervention to immediately deliver. Like a doctor office visit, OD starts with a diagnosis and then a design or plan – like a prescription. There is rarely an immediate result or an immediate change, but change comes in increments, sometimes small, sometimes larger, and sometimes there is a backslide. The goal is that change becomes progressively iterative: the new skills built; the new competencies are reliable; the new behaviors obvious.
Why look for OD to chart improvement then? Because lack of motivation, disengagement, poor performance, and high turnover, to name a few, are symptoms. A good OD practitioner will address the disease and design an intervention to mitigate the disease. This takes a commitment. This commitment relies on performance measures and constant review. Yes, like any patient undergoing treatment or rehabilitation.
The great news: anyone, in any function, can add organization development skills to their current capability, as an individual, as a manager, within a team, or as a leader of an organization. OD, like “management” and “leadership”, is a competency, a skill, a profession, with a deep knowledge base to learn from. As a behavioral competency most effective people, not just organizations, adopt.
There are a host of people who feel seeing is believing, but more often, the reality is when you believe, you will see. Some people don’t see organization development, some see organization development in every aspect of what they do.
A great source to start your inquiry is the OD Network’s regional network search where you can find a local chapter:
- in New England there is the vibrant Massachusetts Bay Organization Development Learning Group,
- in New York, the OD Network of New York, and
- near Silicon Valley you can find the South Bay Organizational Development Network
These above groups usually include speakers series, networking, collaborative learning opportunities, and webinars.
No doubt I got some things wrong, or left out some important ideas. Please let me know what you think and suggestions you have for me to add value.