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Organizational Development

Who Should Attend?
This program is ideal for individuals who are directly/indirectly involved in organizational development initiatives at their workplaces or who work for organizations that are in constant change.

 

Program Overview
In this enlightening program, you will learn a systems approach and evidence-based data strategies to address performance gaps and initiate and sustain meaningful organizational change. Through interactive, real-life workplace scenarios, you will acquire new knowledge on organizational development (OD) theory, models and frameworks that can be applied to organizations of all sizes in all sectors. You will compare and contrast OD and change management strategies, examine common use cases for OD, and evaluate the role of OD in achieving overall business objectives. Using a seven-phase action research framework, you will begin developing your organization’s OD strategy by aligning the workforce to meet critical business needs.

 

Program Objectives
This program is designed to provide you with the knowledge and skills necessary to:
•    Assess current performance needs and design a strategy for using OD processes within your organization
•    Explore foundational OD theory and values while evaluating types of initiatives that OD practices address
•    Apply the tools and insights needed to diagnose, gather data and take action when considering OD interventions
•    Communicate OD initiatives and impacts with organizational stakeholders to strengthen long- term sustainability
 
Program Modules
This program includes the following modules:

 

Module 1: Introduction
•    Welcome
•    SHRM competency model
•    Learning objectives
•    Agenda

 

Module 2: What is OD?
•    What makes OD different?
•    Where does OD help?
•    The OD process
•    Discussion: OD today
•    OD in practice
•    OD skills assessment

 

Module 3: Organizations as Systems
•    The systems thinking approach
•    Role of an OD in an organization
•    The business case for OD
•    Aligning strategy formulation to business goals
•    The McKinsey 7S Model
•    Using McKinsey 7S
•    Case study

 

Module 4: Framing Organizations
•    The four frame model
•    Reframing change
•    Reframing leadership
•    Understanding the culture of an organization
•    Talking culture transformation
•    Case study
•    Trending uses for OD
•    HR’s role in team development
•    Team performance model: Creating stages
•    Team performance model: Sustaining changes

 

Module 5: Action Research and Change Management
•    Relationship between change management and OD
•    Change management and OD commonalities
•    Change management in organizations
•    The action research model
•    Value of action research
•    Drivers of change
•    Entry
•    Contracting
•    Managing change
•    Change scenario
•    Case study

 

Module 6: Assessing Organizations through Analysis
•    Forecasting the future of OD
•    Implications for OD practitioners
•    Impact
•    Organizational analysis
•    How to SOAR
•    Individual organizational plan – part 1

 

Module 7: Data Gathering and Data Feedback
•    Data collection
•    Data gathering methods
•    Key considerations for data gathering
•    Feeding data back
•    The meeting canoe
•    Meeting agenda

 

Module 8: Action Planning and Intervention Design
•    Components of change action plans
•    Assessing change complexity
•    Change commitment curve
•    Managing change resistance
•    Role play
•    Implementation
•    Types of interventions
•    Individual organizational plan – part 2

 

Module 9: Evaluating and Sustaining Change
•    Evaluation
•    Adoption
•    Separation
•    Challenges through transition
•    Organizational learning
•    Skills re-evaluation


Module 10: Conclusion
•    Program objectives
•    The Knowledge Center
•    Program follow-up

Organizational Development

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