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WHOLE ORGANIZATION INTERVENTION PART 2 : QUALITY AND M&A INTERVENTION …
WHOLE ORGANIZATION INTERVENTION PART 2 : QUALITY AND M&A INTERVENTION
Quality and Product Intervention
Total Quality Management
Identify customers and what they value at all levels
Identify products and services provided
Define processes
Simplify the process
Continuously improve
Reengineering
Focusing on efficiency through restructuring the whole operation
Rebuilding the process where entire organizational operations are newly created.
The organization major processes are defined and mapped to understand the work currently being done.
Six Sigma
Projects undertaken to measure and improve an organization processes.
Built on infrastructure of the organization through the establishments of several important roles.
Stress the application of these tools and diligently question existing work processes to result in immediate effect.
Intervention in Mergers & Acquisitions
High failure rate of M&A activity, both financially and personally, as many senior leaders tend to leave following a merger.
Ex: Disney and Pixar, Google and Android
The M&A process
Precontract stage
Human due diligence”: understanding the potential cultural challenges that may derail the combination
Preparation of an integration team
"Combination” stage
Determine type of acculturation: assimilation, integration, separation, deculturation
Postcombination stage
Continue to watch for integration problems even after the legalities are concluded
M&As are one of the most disruptive and challenging changes to implement, and most are unsuccessful.
The Human Side of M&A
Lowered morale
Job dissatisfaction
Unproductive behavior
Acts of sabotage
Increased absenteeism
Increased turnover
Separation anxiety from seeing coworkers terminated
Physical and mental health problems
Increased uses of drugs, alcohol
M&A Intervention Strategies
EMPATHY
Letting people know that leadership acknowledges that things have been difficult and, for at least awhile longer, will continue to be difficult.
Actions: Workshops to raise awareness of the transition, use symbols, ceremonies to end the old
ENERGY
Getting people excited about the new organizational realities and supporting them in realizing them
Actions: Clarify the vision of the new organization, create an environment for short-term wins, connect with people and provide support while accepting confusion and backsliding.
ENGAGEMENT
Creating understanding of and support for the need to end the old and accept new organizational realities
Actions: Communicate and provide opportunities for involvement, help people prioritize work, eliminate barriers to adaptation
ENFORCEMENT
Solidifying perceptions, expectations and behaviors that are congruent with the desired post-transition organization
Actions: Align systems and operating standards with the new organizational realities, track the development of the post-transition organization (metrics, rewards).
Transorganization and Interorganization Development Intervention
Situation that required multiple organizations to join together in networks or collaborative relationships with a shared purpose.
Purpose
To exchange or to pool their resources , or they may collaboratively produce a new product or service.
Examples
:fire:Production Networks
:fire:Co-ops or purchasing networks
:fire:Joint research and development consortia
Developed in three steps process
Identification
Convention
Organization
Special characteristics of transorganizational system
Hierachy and structure
Membership relationship
Trust and collaboration
Dialogic OD Interventions
Interaction and conversation are priority and participants are given ownership and responsibility to bring up the issues and topics that matter most to them.
OD practitioner will act as facilitator of the events, planner and designer.
Must create a container to assist a thinking and dialogue to take place.
Examples Open Space (Owen, 2008)
Four Principles of Open Space.
Whoever come are the right people
Whatever happens is the only thing that could have.
Whenever it starts is the right time.
When it’s over, it’s over.
ONE LAW
The Law of Two Feet
Conditions for Success:Dialogic OD
A sponsor with the authority to commandeer necessary resources and support emergent change
An effective sponsor--change agent working relationship
Reframed problem/challenge into possibility centric, future-focused issue that is personally meaningful to community members
Identification of the appropriate community for addressing the issue and a way to get them to come to the event(s)
Convening events that build the relationships among community members so that readiness to engage in the change issue is heightened.
Convening events that create and/or utilize generative images to provoke new thinking and catalyze self-generated change proposals from the community.