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Organisational Elements and Cycles
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One window into an Organisation
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Linking your thinking to your doing …working in your context …theory and practice
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How does an organisation tick?
What are its essential elements? What kind of rhythms and cycles does it have?
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Starting with Organisational Identity
What does this consist of?
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Organisational will (feet)
Principles and leading ideas (head) Three Parts… Values, culture, relationships (heart) Organisational will (feet) What the organisation wants to do. Organisational Identity is the glue… it is what keeps an organisation together. Many organisational problems or crises are rooted in issues at this level. Can you think of any?
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Questions Can you think of any problems in your experience related to any of these three levels At the Principles and Leading Ideas (head) level? Often related to simplistic, inappropriate or unshared principles and ideas At the Values, Culture, Relationships (heart) level? Often related to inappropriate or unshared values, conflict, lack of trust, lack of respect for diversity… Organisational Will (feet) Often related to fear, doubt or resentment
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Next… Organisations have CONTEXTS in which they work…
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local, national and global levels.
It is from investigating these that we discover… Civil, economic and political conditions and relationships at local, national and global levels. …what needs our attention… …what wants to be done
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Purpose… So, working with both Organisational Identity and
B. Understanding the Context helps us to discover our Purpose…
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Knowing who you are and what you want do (Identity)
And knowing what your Context is and what it wants from you Enables you to marry what you want to do with what the world wants you to do…
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Discovering your purpose…
And Clarifying and revisiting your Purpose Are two of the most important organisational activities to ensure you stay relevant to your own will and context.
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It is necessary for both your Identity and Context to be satisfied!
The problem is… Some only do what is needed, not what they want to do, so their work is often uninspired, without passion Some organisations only do what they want to do, not what is needed, so their work is often irrelevant It is necessary for both your Identity and Context to be satisfied!
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Strategy and Approaches
Next… Strategy and Approaches
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Why How
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Approaches? These are “practical theories” that guide your work
They come out of your Principles and Leading ideas This is your deeper work…
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There are many different approaches.
e.g. You may use an Action Learning approach of helping people to continually improve what they do through more conscious learning Or You may use a transformative (U-Process approach) helping people to unlearn practices that are stalling or undermining their development There are many different approaches.
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This is translating your approaches into more concrete ideas
Strategies? This is translating your approaches into more concrete ideas e.g. Using an Action Learning approach, you may support farmers to meet regularly to share their innovations and through these meetings they may be encouraged to cooperate more.
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Next… What are you actually going to do?
What concrete, planned activities? Who? By when? What skills do you need? What resources?
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From these plans you move to action
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So far we have described what lies at the heart of organisation… what it does… its practice…
Who and where you are Why you do it How you do it What you do
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These are also the key elements of an organisation’s
P L A N I G C Y E These are also the key elements of an organisation’s Planning Cycle
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P L A N I G C Y E But what about the other organisational processes that support practice…? Ensuring that it is well-managed Keeping it doing what it does Continually improving and rethinking what it does Enabling it to be meaningfully accountable
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This requires… Developing and Managing Practice Three Cycles
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Shorter-term learning – improving practice
Y E The Monitoring Cycle Shorter-term learning – improving practice
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P L A N I G C Y E The Evaluation Cycle The Monitoring Cycle
Longer-term learning - rethinking The Monitoring Cycle Shorter-term learning – improving practice
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P L A N I G C Y E The Reporting Cycle The Evaluation Cycle
Accounting back to the context The Evaluation Cycle Longer-term learning - rethinking The Monitoring Cycle Shorter-term learning – improving practice
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Looking at the Whole Organisations are messier than the neat elements and cycles presented here. They may work with these erratically, unconsciously or without attention. Each element and cycle is a lens through which to inquire into the health of the organisation.
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What elements might be missing?
Structure - Who reports to whom? Leadership and management - How are decisions (really) made? Where do people have power? And others… However these, and other aspects, apply to all elements and cycles. E.g. How are decisions made around planning? Whose opinion matters in analysing the context? How is communication in the various cycles?
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Diagnosing Leadership
See the Leadership Polarities in Chapter Two of the Barefoot Guide for a framework for inquiring into leadership. Be conscious of the different kinds of leadership appropriate for different phases of organisational development (See Chapter 5 of the Barefoot Guide). Leaders are only one form of leadership. Some processes are leadership processes.
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Diagnostic tips Sometimes a problem appears in one element or cycle… e.g. poor practice in the field, or fruitless learning processes… but… … the source of the problem may live in another element or cycle… e.g. a lack of purpose, or low motivation/will, or inappropriate approach. Look for deeper causes Sometimes there are vicious circles or “loops”…e.g. low motivation leads to poor planning and poor practice which upsets leaders who then criticise too harshly… this can undermine motivation even more… further affecting practice… upsetting leaders more and so on. Look for causal loops.
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