Accelerate May 2015 - Page 24

Organisational Development In short, you can have the best intentions, and the best plans, but if you don’t understand your organisation, you’re setting yourself up to fail. Manchester Metropolitan University have just published their evaluation of our work with 7 National Health Service (NHS) Trusts that has really highlighted the importance of organisational readiness – and of robustly establishing it before diving straight in. vision? Do staff know what it is? Do they know how they contribute to that? • Does your organisation have desired values and behaviours? Do staff know what they are? Do they mean anything to staff? • Does your organisation have a culture of performance? Do your employees engage in continuous and challenging performance conversations? One of our most useful exercises is when you ask leaders to step through the looking glass and get them to In order for change to be accepted, areas of conflict should be debated – and not just by those at the top of the organisation. Everyone needs to be on board. We learned early on, that even when Trusts felt they had everything in place to help them embrace and embed change (in this instance, it was a shift to WorkPAL – our electronic performance management platform), in practice, it was never quite that simple. Here are some of the organisational readiness questions we have developed over the years– and which need robust answers: • Do you know what you want to achieve (impact/outcomes) through your performance management? If so, what? Do you have strong leadership to champion it? • Do you know what matters to your staff? If so, what? • Does your organisation have a clear 24 May 2015 describe their leadership messages as their staff see them. Very interesting indeed! Organisational Development vs Organisational Readiness As we know, if any organisation wants to get to, and stay at the top of their ‘field’, they have to strive to continuously evolve and improve – always pushing the boundaries of delivery. That’s where organisational development comes in. Organisational development doesn’t work without our staff, though – we have to provide the environment to allow them to think innovatively, to push the boundaries of performance, to take ownership and responsibility – but first, we have to understand where they’re coming from. That’s where