1. Organization Development (OD): Strategic planning perspective
Training for Senior Officers of Nepal Police

2. “If you don’t have a strategy, you will be …
“If you don’t have a strategy, you will be …. part of somebody - else's strategy.
- Alvin Toffler 2

3. Mind Reading
What comes to your mind while talking about Strategy? Please create a PICTURE within 5 minutes that expresses the term- ‘Strategy’.
An officer will draw a concept first and others will build on the concept already drawn
NO COMMUNICATION while drawing
Circulate your drawing to other groups
Share learning in plenary in 5 minutes

5. Five Ps of Strategy (Mintzberg)
Plan
Perspective
Strategy
Ploy
Position
Pattern

6. Five Ps of Strategy PLAN
Consciously intended course of action, a set of guidelines to deal with the situation
PLOY
Specific maneuver intended to outwit an opponent or competitor
PATTERN
In a stream of actions…consistency in behavior whether or not intended
POSITION
Means of locating an organization in an environment
PERSPECTIVE
An engrained way of perceiving the world

7. Strategic Thinking

8. Strategic Thinking

9. Strategic Thinking

10. Strategic Management
… is the application of strategic thinking to the job of leading an organisation.
“Managing strategically”, in other words:
‘Diagnosing situation strategically’, and
‘Applying knowledge strategically’
“… is continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment.”
Certo and Peter

11. Strategic Planning
Strategic Planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organisation is, what it does, and why it does it with a focus on the future (JM Bryson). It focuses on the best ‘fit’ between an organisation and its environment. It is defined as the process of addressing the following questions:
The resulting document is Strategic Plan for performance improvement to achieve desired goals. A living document that has ability to create successful future of the organization.

12. Strategic Planning
SWOT
VMO
Strategy
The resulting document is Strategic Plan for performance improvement to achieve desired goals. A living document that has ability to create successful future of the organization.

13. Strategic Planning Process
It is an ongoing process and involving a series of steps to be followed.
Getting Ready (Agreement)
Environmental Scanning (SWOT Analysis)
Strategy Formulation (Identification of Strategic Issues, Vision,Mission, Objectives, Roles, Strategies)
Strategy Implementation (Strategic Actions (Action Plan): Actions/Activities, By whom, By when, Resources, Indicators, Critical factors)
Evaluation and Control

14. Organization Development
Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.
A process of fundamental change in organizational culture
Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

15. OD Cycle INSIGHT Assessment Analysis Diagnosis ACTION RESULTS
Change Plan
Implementation
RESULTS
Evaluation

16. OD Needs Assessment
A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

17. Environmental Analysis
Analysis and diagnosis of an organization, often referred to as an Organization Audit or SWOT analysis.
It is undertaken to assess an organisation’s ability to deal with its environment by identifying strengths, weaknesses, opportunities and threats (SWOT).

18. Internal (Supply Side) Analysis
An analysis of internal organizational factors which reviews and investigates the prevailing resources, processes and performance of organization. The analysis identifies major strengths and weaknesses - of all the key functional elements (Structure, Functions, HR, Finance, IT, Rules, Procedures, etc.).
What are major internal Strengths and Weaknesses in terms of Structure, Resources, Processes, Performance, Culture, etc. ?

19. External (Demand Side) Analysis
The analysis indicates the opportunities and threats faced by the organization from its relationship with external stakeholders. Major categories of external environment: 1. Forces and trends – PEST 2. Clients, customers, or payers 3. Actual or potential competitors or collaborators What major external Opportunities and Threats (Political, Economic, Social, Technology, Legal, Stakeholders, etc.) do the organization face?

20. Considerations
Use precise, verifiable statements ("Cost advantage of Rs……/unit in sourcing resources x", rather than "Good value for money")- be specific.
Reduce long lists of factors, and prioritize them, so that you spend your time thinking about the most significant factors.

21. It’s not what you know, but how you know it
Needs (gaps) are identified in 4 ways:
Types of Need
Normative
Relative
Expressed
Perceived

22. Form of Needs Normative
Defined as falling below a standard criterion established by custom, authority, or general consensus.
Strength:
Allows planners to use objective targets
Weakness:
Need levels change with time and must be re- evaluated

23. Forms of Needs Relative
Measured by the gap between the level of service between similar communities
Strength:
Can lead to a priority for distribution of limited resources
Weakness:
Limits resource allocation to under-performing areas

24. Forms of Needs Expressed
Defined in terms of the number of people who actually have sought help
Strength:
Focuses on situations where people have taken action
Helps to determine barriers
Weakness:
Not all people with Needs seek help
Loss of the bigger picture
Misses latent Needs

25. Forms of Needs Perceived
Defined in terms of what people think their needs are or feel their needs to be
Strength:
Easy to come by
Weakness:
Subjective

26. Each type of need may paint a different picture of the Gap !

27. Organization-Level Diagnostic Model
Inputs
Design Components
Outputs
General
Environment
Industry
Structure
Technology
Strategy Structure
HR Measurement
Systems Systems
Effectiveness
Organization
Culture
Cummings & Worley, 7e (c) 2001

28. Group-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Goal Clarity
Task Team
Structure Functioning
Group Group
Composition Norms
Team
Effectiveness
Cummings & Worley, 7e (c) 2001

29. Individual-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Group Design
Personal
Traits
Goal Variety
Task
Identity Autonomy
Task Feedback
Significance about Results
Individual
Effectiveness
Cummings & Worley, 7e (c) 2001

30. SWOT Profile

31. SWOT Profile
Strengths
Weakness
opportunities
Challenges

32. Intervention
To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them.
Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley

33. We are busy !

34. Dimensions of OD Intervention
People
Technology
Structure

35. McKinsey’s 7 S Framework

36. OD interventions
The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo.
An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness.
A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity.
- Cumming, 1993

37. OD interventions
In a sense, intervention is any event, directed toward improving organizational effectiveness, that disrupts an organization’s normal way of operating.
- Smither, R. et al.,1970
Interventions sometimes involve a consultant from outside the organization, but many times management itself intervenes to make organizational changes.

38. Purpose of interventions
Interventions are vehicle for causing change, which:
Disrupt the Status Quo
Address organizational problems
Organizational transformation
Enhance efficiency and effectiveness
Improving HR capacity

39. OD Canvas Work in your group
Discuss appropriate intervention techniques (reference listed) for your identified need
Ask yourself why this technique is appropriate
Peer Review your group work

40. Perceived Org. Performance
OD Framework
OD Interventions Output Outcome
Individual
Intervention
Selection
T&D
Counseling
Promotion
Structural
Org. design
Job design
Down sizing
Process
Goal setting
Team building
Decision making
Human Output
Individual commitment & Involvement
Perceived Org. Performance
Improvement in Key Result Areas
Beer, 1980

41. Integrated approach

42. Intervention mode Level of Organization Target Group
Top (Policy) Level
Middle Level
Operational Level
Target Group
Individual
Team
Organization
Organizational Elements
Human
Technical
Structural
Process

43. Individual level intervention
Life and Career Planning activities
Education and Training
Mentoring, Coaching and Counseling
T-group (Sensitivity training)
Job redesign
Behavior modeling
Reflection
Responsibility charting
Individual goal setting / 360 degree feedback
Performance appraisal
Leadership development
Values Clarification and Value Integration
Conflict Management
Action Learning
Self-Awareness Tools

44. Team level interventions
Team building: task / process directed
Interdependency exercise
Appreciative inquiry
Responsibility charting
Role analysis technique
Decision making, problem solving, planning, goal setting in team
Conflict management/ Confrontation meeting
Job enrichment
MBO
Appreciations and concerns exercise
Visioning
Quality of work life programmes
Quality circles
Force field analysis
Self managed teams
Process consultation

45. Organization level interventions
Socio-technical systems
MBO
Cultural analysis
Confrontation meetings
Visioning
Strategic planning
Performance management
Employee wellness / Reward system
Diversity management KM
Interdependency exercise
Survey feedback
Appreciative inquiry
QWL programmes
TQM
Physical settings
Large scale systems change
Succession planning
Structural changes / Restructuring: Downsizing, Decentralization and Centralization

46. Change is tricky !
People want to change everything and, at the same time, want it all to remain the same.

47. Change and People
People change not organizations. Change occurs when individual change matches the stages of organizational change. But there is overemphasis on process of change rather than people affected by that change and that led for failure rate of organization change projects to be 60 to 70 percent.

48. Change as transition
Change happens to people and transition happens inside people’s minds when they are presented with change. We should regard how people feel psychologically as organization change.
Ending, losing and letting go
The neutral zone
The new beginning

49. Managing CHAGE Create Tension Harness Support Articulate Goals C
Nominate Roles G
Grow Capabilities E
Entrench Change

50. Eight Steps

52. Change and Learning Curve

53. Stakeholder mapping High INTEREST Low Low High INFLUENCE
SHOW CONSIDERATION
Make use of interests through involvement in low risk areas, keep informed and consult in interest area, potential supporter, , goodwill ambassador
KEY PLAYERS
Focus efforts on this groups, involve in governance/decision making bodies,, engage and consult regularly
High
INTEREST
LEAST IMPORTANT
Inform via general communications, newsletter, websites, mail
MEET THEIR NEEDS
Engage and consult in interest area, try to increase level of interest
Low
Low
High
INFLUENCE

54. Concluding thought
“The secret of change is to focus all of your energy not on fighting the old but on building the new”
- Socrates

55. Discussion/Feedback Basanta Raj Sigdel
Nepal Administrative Staff College
Cell