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 OUTLINE
SECTION 1: Introduction
Welcome
SHRM competency model
Learning objectives
Agenda
 
SECTION 2: What is OD?
What makes OD different?
Where does OD help?
The OD process
Discussion: OD today
OD in practice
OD skills assessment
 
SECTION 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
 
SECTION 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
 
SECTION 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
 
SECTION 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
 
SECTION 7: Data Gathering and Data Feedback
Data collection
Data gathering methods
Key considerations for data gathering
Feeding data back
The meeting canoe
Meeting agenda
 
SECTION 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
 
SECTION 9: Evaluating and Sustaining Change
Evaluation
Adoption
Separation
Challenges through transition
Organizational learning
Skills re-evaluation
 
SECTION 10: Conclusion
Program objectives
The Knowledge Center
Program follow-up
 
Recertification
SHRM: 15 PDCs