Before I offer my opinion, let me say that my background is in BPR, not
HR/OD. Also, let me say that I think this is a very interesting discussion.
Organizational Development (OD) efforts, based on my employment experience,
seem aimed at (a) general employee development (e.g., developing managers,
supervisors, and staff by offering training in such areas as supervision,
negotiation, team building, etc. - skills that apply to many jobs) and (b)
assessing broad organizational needs through, for example, employee surveys
or retreats, which occasionally spawn projects to address specific issues.
OD efforts seem to be broad yet shallow, and strategic (long-term); they
focus on improving the overall health of an organization and, in some
cases, its ability to constructively and effectively deal with change. OD
is most often the responsibility of HR within an organization.
Change Management (CM) efforts, again based on my experience, are aimed at
supporting specific projects / change efforts, and are much more focused
and tactical in nature. Central to CM is stakeholder assessment
(determining how specific groups or individuals will be impacted by and
react to specific initiatives) and strategy development (developing
specific objectives and associated plans for how to work with stakeholders
to address their concerns and enable the initiative to succeed. The plans
employ mechanisms such as communication, involvement, incentives, etc.);
communications (an important mechanism) can entail one-on-ones, memos,
presentations, retreats, etc.
I belive well managed organizations do both. In the long run, successful
OD efforts make CM efforts easier. Unfortunately, in many organizations OD
efforts are not always fully appreciated and supported, and CM efforts are
often missing or given short shrift because (1) senior management says
"just get the project done - you have my support but don't ask me to spend
time promoting or explaining the project to staff, don't ask me to do
battle with so and so, and don't waste money on communications, retreats,
celebrations, etc." or (2) the project manager doesn't know the importance
of CM or how to go about doing it, or (3) there aren't enough resources
made available to do CM. The ability for groups and/or individuals to
undermine - intentionally or otherwise - an important project is often
underestimated by management.
Is the above close to others' experiences? Is an OD group generally
"supposed to" do CM for specific projects (like implementing ERP,
reenginering purchasing, or redesigning Research Administration)? Why do
OD efforts rarely yield much (I cannot think of a single retreat or
employee survey I've been to that a year later I can say made a
difference!)? Why aren't CM efforts taken more seriously?
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Richard S. Brooks, Ph.D. voice: (650) 725-7287
Director, Business Process Improvement fax: (650) 723-1137
Building 300, Room 212, MC 2000
P.O. Box 8124
Stanford University
Stanford, CA 94305-8124 email:
Richard.Brooks@Stanford.edu