1. Leadership Initiative County of Riverside4.
ORGANIZATION DEVELOPMENT● CHANGE ● EMPLOYEE ENGAGEMENT

2. Culture Change The tribal wisdom of the Dakota Indians,
passed on from one generation to
the next, says that when you discover
that you are riding a dead horse, the best strategy is to dismount.
But in modern business, education and government, because heavy
investment factors are taken into consideration, other strategies are often
tried with dead horses, including the following:
1. Buying a stronger whip.
2. Changing riders.
3. Threatening the horse with termination.
4. Appointing a committee to study the horse.
5. Arranging to visit other sites to see how
they ride dead horses.

3. 6. Lowering the standards so that dead horses can be included.
7. Reclassifying the dead horse as "living-impaired."
8. Hiring outside contractors to ride the dead horse.
9. Harnessing several dead horses together to increase speed.
10. Providing additional funding and/or training to increase the dead
horse's performance.
11. Doing a productivity study to see if lighter riders would improve the
dead horse's performance.
12. Declaring that the dead horse carries lower overhead and therefore
contributes more to the bottom line than some other horses.
13. Rewriting the expected performance requirements for all horses.
And, as a final strategy:
14. Promoting the dead horse into a leadership
position and hiring an outside vendor to
cause a dead horse culture.

4. What we will cover Typical organization challenges
Overview of Organization Development-
what it is and steps in the process
Identify various tools, strategies and interventions
Employee Engagement and how that fits with OD
Change process and what it takes to sustain change.

5. More available options rather than….
“We trained hard, but it seemed that every time we were beginning to form up into teams or were met with a new situation we would be reorganized, a wonderful method for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”
Gaius Petronius Arbiter, ancient Roman author of the “Satyricon”, circa A.D. 60.

6. The leader’s challenge
“How to (a) fully mobilize the energy of the organization’s human resources toward achievement of high performance and (b) at the same time, so organize the work, the work environment, the communications systems and the relationships of people, that individuals need for self worth, growth and satisfaction are significantly met at work.”
Warren Bennis

7. Table case studies: As a group, read your scenarios and talk about how you would address the situation.
Identify:
The problem
Outcome desired
Method/action to get from here to there
Rationale for choosing this method/action
You have 10 minutes to come to agreement.
Select someone to do a 2 minute report out.

8. Organization development is…
the application of behavioral science technology to the planning and management of systemic organization change in the name of improved organization performance.

9. Goals of Organization Development
Improved performance and effectiveness
Improved results
Improved quality of work life
Development of greater individual and organizational capacity

10. Why Organizations Change:
powerful pain imminent danger powerful enemy inspired leadership

11. OD is Action Research Collect valid data. To make informed decisions
That generate energy to take action.

12. OD is about:
EQUIFINALITY

13. Organization Development
Two approaches:
Structural Behavioral

14. Typical OD process: Presented Problem
Collect data and diagnose the real problem
With the client, select one or more interventions, and design a rollout plan
Execute on the plan
Monitor for intended results
Adjust the plan
Follow up
Evaluation

15. Human System Levels Individual Group/Team Inter-group Organization
Inter-organization

16. Organizational Subsystems (Lots of moving parts)
Whole System Views
Organizational Subsystems (Lots of moving parts)
Managerial subsystem
Strategic subsystem
Human-cultural subsystem
Technological subsystem
Structural subsystem
Inputs Which Energize the Organization
Organizational Outputs
Input-output flow of materials, energy, and information
Production of goods and services at a level of efficiency and effectiveness which will influence future resource availability and systems operation
Human, Financial, Informational, and Material Resources
Throughputs
Kast & Rosenswieg

17. Weisbord Six Box Model Purpose What business are we in? Structure
How do we divide up the work?
Rewards
Is there an incentive for doing all that needs doing?
Helpful Mechanisms
Have we adequate coordinating technologies?
Relationships
How do we manage conflict (coordinate) among people? With our technologies?
Leadership
Is someone keeping the boxes in balance?
Outside Environment
Everything else. What constraints and demands does it impose?

18. Key Point: start with a model
Weisbord 6 Box
Burke Litwin
McKinsey 7 “S”
Great Place to Work
Best Practice Models
6 CELL MODEL

19. Mind your Perspective!!
Bolman and Deal

20. Back of a napkin model (systems fit)
To get an idea what
needs to be changed

21. Napkin model: systems equilibrium
fantastic or fully engaged
decentralized
decision-making
culture or engagement
sucks or disengaged
centralized
routine
complex
work

22. Napkin model – rubber band effect
fantastic or fully engaged
decentralized
decision-making
culture or engagement
sucks or disengaged
centralized
routine
complex
work

23. Napkin model: bow and arrow
fantastic or fully engaged
decentralized
decision-making
culture or engagement
sucks or disengaged
centralized
routine
complex
work

24. You have an idea of the gap
…between what you want and what is. … Then what?

25. Issues Interventions Individual Group Inter-group Training & education
Knowledge/Skill
Motivation
Satisfaction
Development
Training & education
Coaching
Mentoring
Career Development
Job Design
Assessments and feedback
Learning labs - journaling
Group
Alignment
Composition
Roles & Relationships
Norms & Processes
Spirit
Appreciative Inquiry
Role Clarification/ responsibility charting
Relationship development – conflict resolution
Team Building
Eidetics
Confrontation meetings
Outdoor Adventure
Inter-group
Work Flow/processes
Structure
Polarity Management
Interdependence Clarification
Shared Goal Setting
Role Clarification
Organization Design
Interface Structures and Processes
Perception Sharing

26. Issues Interventions Organization* Inter-organization* Planning
Mission, Vision
Strategy
Structure, Culture, Systems
Alignment
Performance
Planning
Strategy Formulation
Organization Design
Culture Change
Information Systems
HR Systems
Talent Management
Productivity Improvement
Appreciative Inquiry Summits
Simulations
Open Space Conferences
Labor Management Cooperation
Inter-organization*
Leadership
Roles & Relationships
Processes
Future Search
Stakeholder Conference
Coalition and Alliance Building
Leadership Structures & Processes
Role Clarification
Polarity Management Conference

27. 1. Managing three systems
What we need to know about change
1. Managing three systems
not here not here not here
(anymore) (solely) (yet)
past
transition
future

28. Changing from ‘what is’ to the desired future state
START with
“WHAT IS”
NOW

29. What the change path looks like

30. Changing from ‘what is’ to the desired future state
OUTCOMES
START with
“WHAT IS”
Valley of
DESPAIR

31. The change formula:
∆= VxDxF>R
success

32. Change tends not to be embraced

33. Don’t forget the 4 basic human fears:
Rejection
Failure
Being wrong
Being emotionally uncomfortable

34. Informal system behind the formal

35. NORMS Formal Organization Org chart Job descriptions
P & P
PR about who we are
Mission-vision-values…
Formal Organization
Who’s really in charge and the
way we really do things around
here
NORMS

36. Norms are powerful in maintaining behavior

37. What everyone hopes to find!

38. What’s predictable during any change
High uncertainty – low stability*
High perceived levels of perceived inconsistency
High emotional stress on people
High energy (often undirected) *
Control becomes a major issue *
Conflict increases
Blaming is rampant

40. Key point to remember:
The system
must first attain
stability
and then satisfaction

41. Name of the change game:
per●sist●ence pərˈsistəns noun firm or obstinate continuance in a course of action in spite of difficulty or opposition. "companies must have patience and persistence, but the rewards are there"

42. The key to successful and sustained change……
Employee Engagement

43. EMPLOYEE ENGAGEMENT
Makes Cent$!

44. Employee engagement begins with the
relationship you develop with
your employees

45. What is Employee Engagement?

46. If these stats are true….
The most recent Hay study findings (validated 2014)
53% of US workforce is “not engaged”
(they are going through the motions)
18% of US workforce is “actively disengaged”
(acting out, not coming to work, in or starting litigation)
If these stats are true….

47. Do the math
In our County budget ~$5 billion (rounding up), making that portion estimated for salaries and benefits roughly $1,600,000,000
RivCo FTEs ~ 16,000 = 2880 employees = 18% actively disengaged
x 2080 hrs/yr pp = 5,990,400 unproductive hours
X $25 /hr =

48. $149,760,000 = the cost of ‘actively disengaged employees’

49. Gallup said 97% workforce are ignored + disengaged

50. 47% of federal, state, and local government employees said they are engaged*
2012 and 2014 Public Sector Employee Engagement Surveys conducted by IPMA-HR

51. Employee Effectiveness Model
Hay Group
Engagement & Enablement are Both Essential for Optimum Performance
clear & promising direction
confidence in leaders
quality & customer focus
respect & recognition
development opportunities
pay & benefits
Engagement
Commitment
Discretionary Effort
Attraction & Retention of Talent
Customer Loyalty
Innovation
Enhanced Corporate Reputation
Productivity
Financial Performance
Drivers
Employee
Effectiveness
performance management
authority & empowerment
resources
training
collaboration
work, structure & process
Enablement
Optimized Roles
Supportive Environment

52. Case:
Arrowhead County, USA
Instructions:
Apply the Systems Fit Model to Arrowhead County.
Show where you think are the culture (engagement/
quality of work life), decision-making and work/
technology points on the model axes.
What is your rationale?
4. Decide on your most important desired outcome.
5. Brainstorm change strategies and first steps to achieve your desired outcome.
6. Select a reporter(s) to report out.

53. What contributes to disengagement?
What do you think?

54. The Three Signs of a Miserable Job
Lesson #1 Anonymity –All human beings need to be understood and appreciated for their unique qualities by someone in a position of authority.
The Three Signs of a Miserable Job
Patrick Lencioni

55. The Three Signs of a Miserable Job
Lesson #2
Irrelevance – Employees need to know what the connection is between the work, the organization purpose and the satisfaction of another person or group of people.
The Three Signs of a Miserable Job

56. The Three Signs of a Miserable Job Patrick
Lesson #3 Immeasurement – Employees need to be able to gauge their progress and level of contribution for themselves. Without a tangible means of assessing success or failure, motivation eventually deteriorates as people see themselves as unable to control their own fate.
The Three Signs of a Miserable Job Patrick

57. from Miserable” to “Meaningful”
Show you care: Get to know your employees personally.
Link employee activities to organization vision and strategy.
Help employees find meaningful measurements so they can track their own progress.

58. High-performance organizations already know:
Employees want to know it matters if they don’t show up.
Employees want to contribute.
Employees want to develop.
Employees want to make a difference.
Employees ARE our technology!

59. For public sector employees

60. 12 Employee Engagement Questions
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recognition or praise for doing good work?
Does your supervisor, or someone at work, seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission/purpose of your company make you feel your job is important?
Are your associates (fellow employees) committed to doing quality work?
Do you have a best friend at work?
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportunities at work to learn and grow?

61. Wrap up: comments/questions?