Organization Development (OD) has been described variously. The CODC views OD as a planned, systematic and participatory process of change intended to increase organizational effectiveness and develop a continuing capacity for learning. Our organization development process is participatory and focuses on people as the center nerve for change. We offer services in:
- Good governance
- System based interventions
- Institutional strengthening
- Reviews, research and studies
- Capacity development - individual and organizational
- Organizational development interventions design and process consultation
- Organizational risk and contingency management
- Organizational change management
- Human resources management
- Organization branding and marketing/ Development communication
Ant Hills as Organizations
Ants are very small insects, but they demonstrate a very high level of organization. Due to this ability, they build big, strong and very lasting hills. They run a very efficient system that is very well coordinated. They are effective strategic planners, collecting their food during favorable weather and storing it for use during the rainy season. They have well defined roles and responsibilities and each one of them understands their role in the queendom. It's amazing watching them work.
At CODC, we understand that organizations are systems, such as the ant hills and the sum of their parts must be well planned, coordinated, roles and responsibilities well defined, must be able to respond to changing environments and must have a vision for the future. And more importantly, must have a governance system that renders accountability to stakeholders. We also understand that the individual components are as important as the sum that's why we diagnose each composite part in relation to the whole organization.
Organization Development characteristics:
- The goal is not only solving current problems but increased ability to deal with future challenges
- Helps organizations to learn
- Takes a holistic, systems view
- Acknowledges organizational culture
- Concerned with conscious planned change
- Focuses on people and their relationships
- Requires a collaborative 'diagnosis'
- Uses a range of activities at various levels from macro (such as strategy development or restructuring) to micro (individual mentoring)
- Has an on going process nature
- Requires ownership
How do you know if OD is needed?
Burke outlined a number of symptoms to ascertain whether OD is needed (Hanson and Lubin 1995, p. 53):
- The same problems keep recurring
- Many efforts have been tried to solve the problem, but none work
- Morale and job satisfaction are low
- High staff turnover or absenteeism
- Closed communication and a sense of isolation
- Apathy and resistance to change and innovation
- Avoidance of conflict
- Decision-making not shared
- Little ownership of organisational problems
- Rapid changes in the external environment
Info-line (1988) also produced a checklist for how to know if OD is needed:
- Is the organisation undergoing transition from one stage of growth to another?
- Does the organisation lack direction?
- Is there a sense of unrealised potential?
- Is the organisation undergoing some form of identity crisis?
- Is the organisation clinging to obsolete services, practices or products?
- Is the organisation experiencing low morale/staff turnover?
- Has the organisation grown very quickly?
- Is there conflict about future direction?
- Has the organisation experienced major changes in its environment/technology?
- Is the organisation bogged down with inflexible rules, regulations and directives?
- Are there people in place hindering progress?
The more yes answers, the more likely the need for organisational change
Source: 'OD: What trainers need to know' (INTRAC)
