Organization Design: The Collaborative Approach

321 Pages·2004·2.3 MB·english

by  Naomi Stanford

Organization Design:
The Collaborative Approach
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Organization Design:
The Collaborative
Approach
Naomi Stanford
AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD
PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO
Elsevier Butterworth-Heinemann
Linacre House, Jordan Hill, Oxford OX2 8DP
30 Corporate Drive, Burlington, MA 01803
First published 2005
Copyright © 2005, Naomi Stanford. All rights reserved
The right of Naomi Stanford to be identified as the authors of this work has been
asserted in accordance with the Copyright, Designs and Patents Act 1988
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Library of Congress Cataloguing in Publication Data
A catalogue record for this book is available from the Library of Congress
ISBN 0 7506 6367 7
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Contents
Foreword xi
Acknowledgements xiii
Introduction 1
‘The importance and value of a systematic design plan cannot be
underestimated.’
Carter, L. et al. (2001).Best Practices in
Organization Development and Change. Jossey-Bass.
Chapter 1 What is organization design? 5
‘You can still be in a fog when surrounded by databases, information
systems, knowledge sharing, learning environments, and people full of
wisdom.’
Jensen, B. (2000).Simplicity. Perseus Publishing.
Overview 5
Learn Something About Organization Design and Structure 6
Know the Systems Approach to Organization Design 11
Familiarize yourself with the Five Phases of the
Organization Design Method 13
Start Planning your Communications 15
Useful Tools 15
Self-check 16
Do’s and Don’ts 18
Summary – The Bare Bones 18
References/Useful Reading 18
Chapter 2 You and organization design 19
‘Leaders who take the same risks they ask of others – changing their
own behavior and giving up a measure of comfort and control – truly
inspire and energize others.’
Hesselbein, F. and Cohen, P. M. (1999).
Leader to Leader.Jossey-Bass.
Overview 19
Think about Your Organization Design Skills 19
Contents
Work Out Your Respective Roles 21
Know What You Each Need to do in Each Phase 24
Be Open with Each Other about Your Capability 24
Useful Tools 27
Self-check 32
Do’s and Don’ts 33
Summary – The Bare Bones 34
Chapter 3 Finding the right sponsor 35
‘In excellent companies, the role of the sponsor is not to supervise
the project manager but to make sure that the best interests of both
the customer and the company are recognized.’
Kerzner, H. (1998).In Search of Excellence in
Project Management. John Wiley & Sons, Inc.
Overview 35
The Role of the Sponsor 35
Why You Need a Sponsor 36
How to Find Your Sponsor 38
Useful Tools 41
Self-check 43
Do’s and Don’ts 44
Summary – The Bare Bones 45
Chapter 4 Phase one – Preparing for change 47
‘Changing the formal organization is sometimes the most effective
way to influence the informal operating environment.’
David A. Nadler and Michael L. Tushman (1997).
Competing by Design. Oxford University Press.
Overview 48
Your Roles in Phase One 55
The Data Gathering Exercise 56
Is Your Organization Ready for an OD Project? 57
Useful Tools 59
Self-check 67
Do’s and Don’ts 70
Summary – The Bare Bones 70
Chapter 5 Phase two – Choosing to re-design 73
‘People have to be grouped so that they can have the power, information,
knowledge, and rewards that allow them to coordinate their efforts
and cause them to feel collectively responsible for their performance.’
Lawler, E. (1996).From the Ground Up. Jossey-Bass.
vi
Contents
Overview 74
The Vision, Purpose, Boundaries, and Principles 81
Your Roles in Phase Two 85
More About Scope 87
Useful Tools 89
Self-check 92
Do’s and Don’ts 95
Summary – The Bare Bones 95
References/Useful Reading 95
Chapter 6 The communications plan 97
‘Inadequate description of change often results in implementation
breaking down at lower levels and employees questioning
management’s knowledge of the details.’
Timothyt J. Galpin (1996).The Human Side of Change.
Jossey-Bass.
Overview 97
The Elements of a Communication Plan 100
The Details of a Communication Plan 102
Measuring Effective Communication 106
Useful Tools 108
Self-check 110
Do’s and Don’ts 113
Summary – The Bare Bones 113
References/Useful Reading 113
Chapter 7 Managing stakeholders 115
‘How companies define their stakeholders can make an enormous
difference in how they implement their business idea.’
Schwartz, P. and Gibb, B. (1999).When Good Companies
Do Bad Things. John Wiley & Sons, Inc.
Overview 115
Managing Stakeholders 116
Supporting Personal Change 122
Trust and Risk Taking 125
Useful Tools 128
Self-check 130
Do’s and Don’ts 132
Summary – The Bare Bones 132
References/Useful Reading 132
vii
Contents
Chapter 8 Phase three – Creating the high-level design
and the detailed design 133
‘The roles design team members play during an event alternate
between thinking and acting as participants and thinking and acting
as a design team.’
Jacobs, R. W. (1997).Real Time
Strategic Change. Berrett-Koehler Publishers.
Overview 134
Your Roles in Phase Three 143
Not Enough Time 146
Ten Principles of Good Design 148
Useful Tools 150
Self-check 154
Do’s and Don’ts 157
Summary – The Bare Bones 157
References/Useful Reading 157
Chapter 9 Risk 159
‘It is not enough to identify and quantify risks. The idea is to
manage them.’
Lewis, J. P. (1998).Mastering Project Management.
McGraw Hill Professional Book Group.
Overview 159
Thinking about Risk: Understanding the Context, Clarifying
the Objectives,Identifying Risks 161
Getting Started – Analysing, Assessing, and Responding to Risk 163
Sustaining Risk Control 171
Useful Tools 175
Self-check 179
Do’s and Don’ts 180
Summary – The Bare Bones 181
References/Useful Reading 181
Chapter 10 Project management 183
‘A project is a unique set of coordinated activities, with definite
starting and finishing points, undertaken by an individual or
organisation to meet specific objectives within defined time, cost,
and performance parameters.’
BS 6079 – 2:2000. Project Management. Vocabulary.
Overview 183
What is Project Management? 183
Project Management Approach 185
viii
Contents
Roles and Responsibilities 197
Useful Tools 200
Self-check 201
Do’s and Don’ts 204
Summary – The Bare Bones 204
References/Useful Reading 204
Chapter 11 Phase four – Handling the transition 205
‘Neither fit nor commitment is sufficient by itself; both are needed.’
Jay R. Galbraith (1995). Designing Organizations. Jossey-Bass.
Overview 206
Your Roles in the Transition Phase 210
Handling the ‘Shadow Side’ 213
Getting Results 214
Useful Tools 219
Self-check 221
Do’s and Don’ts 224
Summary – The Bare Bones 224
References/Useful Reading 224
Chapter 12 The people planning 227
‘Nothing is more crucial to the success of your transition than
how you select and treat people.’
David van Adelsberg and Edward A. Trolley (1999).Running
Training Like a Business. Berrett-Koehler Publishers.
Overview 227
People Planning Framework 233
Selection Options and Consultation Processes 233
The Difficult Conversations 237
Useful Tools 240
Self-check 242
Do’s and Don’ts 245
Summary – The Bare Bones 245
References/Useful Reading 246
Chapter 13 Phase five – Reviewing the design 247
‘One of the most common reasons that re-designs fail is the all too
common assumption that the job essentially ends with the
announcement of the new design.’
David A. Nadler and Michael L. Tushman (1997).
Competing by Design. Oxford University Press.
ix