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Table of Contents
CHAPTER 1 - Developing an organisational development plan ........................................................... 4
Analysing and determining an organisation’s development needs and objectives.......................... 4
Strategic plans .......................................................................................................................... 4
Strategic direction ..................................................................................................................... 6
Identifying needs ...................................................................................................................... 8
Action plans .............................................................................................................................. 9
Profiling the organisation’s culture, and identify techniques that can be applied in changing the
culture............................................................................................................................................... 9
Organisational culture ................................................................................................................... 9
Organisational culture and structure ....................................................................................... 10
Determining the culture .......................................................................................................... 11
Cultural change ....................................................................................................................... 11
Assessing an organisation’s culture ......................................................................................... 12
Organisational Culture Assessment Instrument ....................................................................... 12
Identifying and establishing who will take key roles and their commitment ................................. 13
Roles in the organisation ......................................................................................................... 13
Assignment of key responsibilities........................................................................................... 14
ARCI ........................................................................................................................................ 15
Stakeholder involvement ........................................................................................................ 16
Collecting and analysing data based on business problems as they arise ..................................... 17
Collection and analysis of data ................................................................................................ 17
Establishing, electing and implementing both strategies and objectives for organisational
development............................................................................................................................... 20
Setting objectives .................................................................................................................... 20
Stakeholder preparation ......................................................................................................... 21
Consultation process ............................................................................................................... 23
Consultative process ............................................................................................................... 25
Documenting strategies .......................................................................................................... 27
Establishing and developing communication plans that facilitate communication and
developmental activities ............................................................................................................. 28
Developing the communication & education plan ................................................................... 28
Risk management plans .......................................................................................................... 30
Chapter 2 - Implementing organisation development activities ....................................................... 31

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Identifying and implementing consultative processes to maximise organisational development ...... 31
Effective consultation and participation methods ........................................................................ 31
Effective communication for promoting employee involvement .................................................. 33
Conducting training and team development activities that encourage and develop collaborative
approaches to problem solving and development ........................................................................... 34
Team development ................................................................................................................. 34
Collaborative problem solving ................................................................................................. 35
How to identify and analyse risks ............................................................................................ 37
Facilitating groups to articulate problems and resolutions ............................................................... 38
Causes of conflict ........................................................................................................................ 38
Conflict management .................................................................................................................. 38
Conflict resolution styles ............................................................................................................. 39
Conflict resolution matrix ........................................................................................................ 39
Five conflict resolution styles .................................................................................................. 40
Steps to resolving conflict ....................................................................................................... 40
Managing conflicts to achieve agreement between individuals and groups ..................................... 42
Consensus ............................................................................................................................... 42
Consensus process .................................................................................................................. 42
Benefits of a consensus decision ............................................................................................. 43
Undertaking interventions in accordance with the organisation development plan ......................... 44
When and how interventions should occur ................................................................................. 44
Brainstorming proposals and negotiating agreeable outcomes ........................................................ 46
Brainstorming ............................................................................................................................. 46
Brainstorming alternative proposals........................................................................................ 46
Brainstorming rules ................................................................................................................. 46
Negotiating and agreeing on the outcome .............................................................................. 47
CHAPTER 3 - Maintaining organisation development programs ....................................................... 49
Undertaking surveys that identify support for the program ............................................................. 49
Maintaining the development program ....................................................................................... 49
Surveys ....................................................................................................................................... 49
Methodologies ............................................................................................................................ 50
Benchmark polls...................................................................................................................... 50
Post and pre-surveys ............................................................................................................... 50
Tracking polls .......................................................................................................................... 51

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 Designing surveys ........................................................................................................................ 51
Questions................................................................................................................................ 51
Administration method ........................................................................................................... 51
Engagement ............................................................................................................................ 52
Review of questions ................................................................................................................ 52
Test questions ......................................................................................................................... 52
Additional guide to developing survey questions ..................................................................... 52
Maintaining and undertaking regular team meetings....................................................................... 53
Maintaining regular meetings...................................................................................................... 53
Setting activities and interventions which maintain, evaluate and modify development activities as
needed ............................................................................................................................................ 54
Measures of success ............................................................................................................... 54
Benefits of evaluation ............................................................................................................. 54
Applying control measures ...................................................................................................... 54
Corrective action ..................................................................................................................... 55
Updating the plan ................................................................................................................... 57
Ensuring management supports and reinforces the organisational development program .............. 58
The value of senior management’s support ............................................................................. 58
Ways that management can support ....................................................................................... 58
role clarity............................................................................................................................... 58
Role clarity .............................................................................................................................. 59
Evaluating organisation development plans in terms of costs and benefits ...................................... 60
The purpose of evaluation....................................................................................................... 60
Considerations to make regarding evaluations ........................................................................ 60
Resources ............................................................................................................................... 61
Schedule ................................................................................................................................. 61
Results .................................................................................................................................... 61
Risk ......................................................................................................................................... 61
Methodology .......................................................................................................................... 62
Identifying cost effectiveness .................................................................................................. 62
Opportunity costs ................................................................................................................... 63

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CHAPTER 1 - Developing an organisational development
plan
The unit, BSBMGT615 Contribute to Organisational Development, reviews how an organisation
needs to function, it reviews the performance outcomes, skills and knowledge that are needed to
achieve goals set out in the strategic plan.

The content of this unit will apply to senior management, or those who can shape and focus
workplace development activities and resources.

Analysing and determining an organisation’s development needs and

objectives
Strategic plans
Strategic plans are internal documents that are used by organisations to assist in determining where
they want to be as well as how they will get there, and the actions required in doing so this includes
both short-term and long-term objectives. They provide the organisation with a clear direction,
philosophy as well as purpose, while also taking into consideration the strengths, weaknesses,
opportunities and threats.

They are generally developed by the key stakeholders that could both drive and lead the
organisation in terms of structure, systems, processes and performance, in alignment with the
organisation’s strategic plan.

Strategic plans often lead to changes which can include policies and processes, leadership structure,
performance and individual roles. By establishing a strategic direction, it allows for operational and
functional plans to be prepared that align with the organisation’s goals and objectives.

It is important that an organisation’s strategic plan is reviewed in terms of the intended state it
wants to be, and the one they currently are at.

However, more importantly and prior to planning taking place, there are several considerations that
need to be made and to take place, and there are a diversity of tools that can be used in doing so,
among the most common are:

Strategic analysis

When a strategic analysis occurs, it examines the environments in an organisation. This includes
reviewing political, social, economic and technological environments. Further to this there are also
several external factors which need to be considered, including the socio-cultural environment,
economic environment, political-legal environment, as well as the technological environment.

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SWOT analysis
A common practice in doing so is undertaking a SWOT analysis to obtain a comprehensive overview
of the organisation. SWOT is an acronym for:

Strengths
Weaknesses
Opportunities
Threats

The SWOT analysis tool was created by Albert Humphrey. The tool is designed to assist in identifying
an organisation’s development needs whilst taking into consideration an organisation’s internal and
external environment. It is organised in a manner that is logical and assists organisations to
understand and make better-informed decisions.

The SWOT analysis is generally presented as a grid and consists of four sections: one for each
heading.

STRENGTHS WEAKNESSES

SWOT analysis

OPPORTUNITIES THREATS

Things that should be considered for each quadrant include:

Strengths
• Consider what the organisation does well?
• What are the assets? What are the strongest of these?
• What gives you a competitive edge?
• What makes your organisation unique?

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 • What are you recognised by others as doing well?
• Are your prices competitive?

Weaknesses
• Are there any disadvantages you are aware of?
• Are there any financial constraints?
• Have you identified any areas of training?
• Are the processes and systems satisfactory?
• Is the data available reliable and up to date?
• Do you meet the regulatory and legislative requirements?

Opportunities
• Are there any new industry trends?
• Are there any new market trends?
• Can staff be used in other areas to highlight their strengths and to assist in meeting the
organisation’s goals?
• Are there any external influences that need to be considered?
• Is there an opportunity to drive new business?

Threats
• Are there any operational barriers that need to be considered?
• Are there any legislative or regulatory impacts that need to be considered?
• What risks are there to existing technology and systems?
• Are there any issues that need to be considered by management relating to people’s roles?
• Is commitment or leadership a risk or potential barrier to success?

Strategic direction
Undertaking an analysis allows for conclusions in relation to major issues to be addressed. With
these conclusions contributing to the strategic goals and strategies.

SMART goals
When set it is important that goals use the SMART criteria, as SMART goals bring structure and offer
clear milestones whilst working towards objectives. In addition to this SMART goals offer
transparency and clarity on why they have been set.

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SMART is an acronym for:

S – Specific
M – Measurable
A – Attainable
R – Relevant
T – Time bound

Specific
By setting goals that are SMART you can gain more clarity as well as direction on achieving set goals.

Questions that can be applied when setting objective goals can include:

• Who needs to be involved in the process

• What actions need to be taken
• When do actions need to happen by
• Where they need to take place
• Why these goals need to be achieved. Are there options in the way they are achieved?

Measurable
It is important that when goals are established they comprise of measurable components. By
creating and defining physical indicators in relation to your goals and objectives, they in return can
be clearly worked towards and reached.

Attainable
Goals need to be reviewed and considered if they are attainable. This includes reviewing as to
whether the goal is acceptable. Take the time out to consider the time, costs involved and the
benefits of achieving the goal.

Relevant
Consideration needs to be taken as to whether the goal is really what you want to achieve. Is the
goal relevant to you and do you have the relevant skills and resources to be able to achieve it?

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Time
Deadlines are a strong motivator for people to act and complete tasks, yet ensuring that they are
realistic, flexible and important. By not being flexible they can have the reverse effect of making the
goals and objectives unachievable.

Appendix 1 – SMART Goal Worksheet

Identifying needs
Another important step that needs to occur is the needs identification process. In this phase an
analysis is undertaken of changes that need to occur within an organisation, so it is more likely to
achieve strategic goals and, in some circumstances,, significant changes can be made.

Examples of changes occurring include:

Workplace Team Job

Reporting
restructure restructure responsibilities

Systems Policies Procedures Leadership

Prior to implementing changes, it is essential that diagnosis is undertaken of both the workforce and
the workplace and is highly recommended to include all stakeholders and teams, to not only assist in
identifying issues, yet also partake in creating suitable responses and solutions.

Things to consider when doing so include:

• Corporate direction
• Products and/or services
• Customers
• Processes
• Culture and value
• Legislation
• Risk & control
• Resources including technological ones

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Action plans
Once goals are established an action plan needs to occur for the strategic plan goals to be achieved,
also referred to as work plans. An action plan outlines the steps that need to occur for goals to be
achieved. This requires each set goal to have a clear objective, responsibilities, and for timelines to
be set and be specific, including resources required. In addition to this a form of measurement for
evaluating progress must be in place.

In many cases an action plan is often used in conjunction with other plans to form the organisational
development plan of an organisation.

Steps to implementing an action plan

Create solutions Generate actions Prepare a

with goals for goals timeline

Allocate Develop
resources Identify barriers strategies to
needed monitor progress

Implement the
Designate tasks Estimate costs
plan

Appendix 2- Action Plan Template

Profiling the organisation’s culture, and identify

techniques that can be applied in changing the culture
Organisational culture
Organisational culture refers to the values that hold an organisation together, which includes
principles, traditions and the way things are done. The organisational culture is based on common
attitudes, beliefs, customs and expectations that are developed over time.

The culture of an organisation can have a strong impact on an organisation’s productivity as well as
performance. Each organisation has their own unique culture, and when the need for a change to
this arises it can be difficult in implementing.

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Organisational culture can be observed through:

• The manner that an organisation runs its business, including the manner that the
organisation treats clients, as well as staff
• The amount of freedom extended to employees relating to decision making, and developing
and implementing new ideas
• The manner that information is shared through the tiers of staff
• The commitment and loyalty of existing staff in achieving objectives

Organisational culture and structure

Understanding organisational culture and structure helps decision makers do the right thing. The link
between organisational culture and structure is reflected in the manner a business is organised, in
the allocation of power and in the job roles.

Four types of organisational cultures

Charles Handy, a leading author/philosopher from Ireland, in his research categorised organisational
cultures into four categories.

Power Role Task Person

Power culture
Power culture is where power is concentrated in a small group, and decisions as well as control
originates from a central figure. In addition to this, power culture has few rules and limited
bureaucracy, meaning whatever the central figures say is adhered to. An advantage of this culture is
that decisions can be made very quickly.

Role culture
Role culture is where power is delegated, and is allocated in a highly defined and detailed structure,
and a long chain of command. Power is generated primarily from roles and positions, as opposed to
coming from experts. Within role culture control it is made very clear as to what each employee’s
role and responsibilities are. A consequence of this culture is the time it takes for decisions to be
made.

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Task culture
Task culture is when teams in organisations are created to address concerns, problems or progress
projects, with power coming from the team that has expertise against a task. It is focused on
addressing concerns, problems or progress in a team culture with those that are highly skilled and
specialised.

Person culture
Person culture is when all or a clear majority of individuals feel that they are superior, and this can
be negative in the progress of effective operations. Organisation with a person culture is basically a
collection of individuals who happen to be working for the same organisation.

Determining the culture

The culture that each organisation applied will differ, and there is no culture which is superior to
another.

Culture is determined by several factors in an organisation, including:

Performance

Retention Competitiveness

Satisfaction Innovation

Cultural change
As mentioned earlier, changing an organisation’s culture can be a difficult task and if and when it
needs to occur planning and effective communication is required to ensure that both the behaviour
and attitude changes are followed organisation members.

Cultural changes that require consideration from a planning level include:

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 Leaders It is vital when implementing changes that those in leadership roles
demonstrate their commitment to others, and assist in building trust
and respect between organisation members.

Consultation If a culture needs to occur, consulting with stakeholders is needed as

they can promote motivation and loyalty, as well as promoting
consistency and accountability.

Flexibility Incorporating change into the development plan allows organisations

the opportunity to respond to external factors. If the organisation's
culture is right it can drive high performance.

Assessing an organisation’s culture

Understanding an organisation’s culture can assist in leading an organisation from the culture they
have, to a culture they would like to work towards.

This involves several steps:

Identifying the preferred culture

Conducting an organisation-wide survey

Analysing results

Determining development requirements

Organisational Culture Assessment Instrument

Another common tool used is the Organisational Culture Assessment Instrument. This tool was
designed to assist in identifying the culture in which a company operates, and what its core values
are. It is common that each organisation’s response will differ, and this is because it reflects their
culture and the manner in which they operate.

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How the Organisational Culture Assessment Instrument works
The questionnaire is made up of six questions, each offering four options. As part of the process the
respondent is required to divide 100 points into the four alternatives, based on similarity to the
respondent’s organisation.

The initial questions refer to how the respondent sees the organisation at present, with the
following questions to be answered from the perspective of where the respondent would like to see
the organisation.

The OCAI Assessment can be accessed by referring to the website:

www.ocai-online.com, or by referring to the appendix below.

Appendix 3. Organisational Culture Assessment Instrument and Scoring Card

Identifying and establishing who will take key roles and their
commitment
After undertaking an analysis of organisational structure and culture, gaps and needs will often be
identified. It is a natural course for organisations to go through cycles during development, and with
this comes the need for changes that will have impacts and require development.

Roles in the organisation

Specific people need to be linked to defined roles, and following are the key roles required in
organisational development:

Initiator
An initiator is one who suggests development and in return becomes an initiator. The response could
come from either a significant change or even a positive one, such as business growth.

Development agent
Upon finalising the need for changes, having someone overseeing the process in terms of a project is
required. Essentially a development agent can be somewhat like a project manager. As there are
several aspects that are involved in organisational development, this could mean that there are
several development agents needed.

Champion for the development

Champion for Organisational Development is required to maintain as well as sustain the eagerness
and enthusiasm surrounding the development and applicable changes to follow. This role requires
the champion to be continually transparent and ensure that they are constantly reminded of the
features and benefits to follow in the form of results.

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Sponsor of development
The Sponsor of Development is primarily responsible for coordinating organisational development.
Who undertakes this role is dependent on the size of an organisation and could be an either
individual or a team.

Leadership, supervision and delegation

The party to undertake this role is a leader, and one who sets direction and is able to easily influence
others. In this role the responsibilities include delegating as well as supervising.

Assignment of key responsibilities

Those who are responsible in implementing these changes will and can differ in each organisation.

However, in most instances a committee will be selected by the organisation’s board or chief
executive. With those selected as part of the committee based on their:

Expertise Experience Knowledge

When selecting the team to implement change, careful consideration should be made regarding the
following factors:

Vision
•It's vital that all team members have a clear and concise vision and understanding
as to their purpose and the goals that they want to achieve. Ensuring that any
actions or decisions that take place are communicated to remove the opportunity
for any assumptions

Dynamics
•Establishing a team that is strong requires the ability to create both trust and loyalty
individuallyand as part of a team. Without having cohesion in a team, the ability to
work and interact productively will be strongly impacted

Time management
•An important aspect of implementing the plan is ensuring that the schedules and
timelines created are adhered to. This is achieved through ongoing monitoring and
review to ensure that allocated tasks are both manageable and achieveable

Diagnosis
•An important aspect of implementing the plan is ensuring that the schedules and
timelines created are adhered to. This is achieved through ongoing monitoring and
review to ensure that allocated tasks are both manageable and achieveable

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It is important when implementing an organisational development plan that specific people/teams
are allocated defined roles to ensure its efficient implementation.

By doing so this confirms the commitment of those who hold key roles in the implementation of the
organisation’s development plan.

ARCI
Appendix 4. ARCI Matrix Worksheet

A tool commonly used when allocating responsibilities is ARCI, an acronym for:

Approving
Reviewing
Creating
Input

Approving – this responsibility is allocated to the person(s) permitted to make decisions.

Reviewing – this responsibility is allocated to the person(s) to review material prior to distribution.
This includes documents such as reports or key information.

Creating – this responsibility is allocated to the person(s) who are ultimately responsible for the
creating and developing.

Input – this responsibility is for those whose roles are to primarily provide input.

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Stakeholder involvement
Once the committee is selected, it is then decided as to what each stakeholder needs to contribute.
There is a diverse array as to how stakeholders can be involved, and these include:

Workshops

Requests for
written
Stakeholder Consultation
meetings
submissions
Involvement

Questionnaires

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Collecting and analysing data based on business problems as they
arise
Often after development needs are analysed a range of other areas of development become
apparent and need to be addressed. In some cases, the issues that need to be addressed are not in
direct relation to the development strategies, but require prompt attention before any development
strategies or activities can begin.

In this identifying these issues is important and can be done by gaining both quantitative as well as
qualitative data to make factual conclusions.

Collection and analysis of data

Once the team responsible in implementing changes has been finalised, part of their role is to both
collect and analyse data to assist in driving the process.

It is important that the information utilised is:

• Unbiased
• Accurate
• Factual
• Verifiable

Data will come in several forms including both quantitative and qualitative data.

Quantitative data
The data generated as part of quantitative research is generally in the form of numbers, figures as
well as yes and no responses. Quantitative data always lies in a discreet range that allows it to be
plotted and quantified.

Quantitative data that is collected is generally used to generate statistics. In addition to this, data
can also be used to respond to a specific question or collated with additional data to respond to
several questions.

Examples of forms of accessible quantitative data include data from the Australian Bureau of
Statistics, in addition to using external organisations such as Roy Morgan.

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Quantitative data analysis
In order to analyse data, the following common analysis methods are used:

Organise data

Formulate data into information

Interpret and summarise information

Share findings

Organise data – in this phase the collected data needs to be sorted and arranged in a manner that it
can be understood. Doing so allows the data to show an overall reflection of what it is projecting.

Formulate data into information – once the data is sorted the next step is to identify themes or
trends seen in the data. There may be several patterns, but after analysing it the more prominent
ones may be seen.

Interpret and summarise information – after data is formulated conclusions can be made, however
it is important that the conclusions made are supported by the data collected.

Share findings – after drawing conclusions from the data, presenting and sharing this with others is
important to ensure that the findings made are unbiased. Discussions with those who are well
informed can enhance the quality of the conclusions made.

Qualitative data
Qualitative research is data that is collected to address multi-tiered as well as more complex
concerns. The focus of qualitative research is the individual, as opposed to a statistic.

Qualitative data provides for a deeper understanding in relation to the needs, desires and consumer
habits of the targeted market.

It is important to acknowledge that qualitative data requires individuals recounting anecdotes of

their experiences, so the responses are not as immediately readable to quantitative data.

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Qualitative data analysis
To analyse qualitative data, it is important in ensuring that it is kept as simple as possible.
Calculations that need to occur include:

Frequency

Mean (average)

Percentages

Frequency – the amount of times that something occurs in a period should be recorded.

Mean – this refers to the average of a group of numbers, this is achieved by calculating the sum of
the numbers and later diving them by the total set of numbers.

Percentages – this refers to a part in relation to the whole. To be able to calculate a percentage you
need to work out the difference between the two variants you are comparing. After this increase the
number and multiply it by 100.

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Establishing, electing and implementing both strategies and
objectives for organisational development
Having stakeholders in agreement on development plans is vital; it is important that development
plans are:

• Realistic
• Achievable
• Timely
• Clear and concise

In addition to this it is fundamental that stakeholders can relate to the development plan and how
the strategies that are applied affect the performance outcomes in the organisation.

Setting objectives
To gain both the agreement and to establish objectives with stakeholders there are four key steps
that need to occur:

Identify workplace issues

•Creating proper plans that address the issues and concerns defined from the data collected is
required. It is important that the issues highlighted from the data collection are clearly
addressed in any plans, proposals and strategies, and they are researched properly

Identify goals
•Goals need to be identified and set in high-level statement to reflect how they address the key
issues. It is important that goals set are just that and that no strategies or measures are
included

Identify objectives
•Objectives set need to address the SMART criteria. Noting that objectives define the
measurable outcome as a response to strategies, as well as action plans

Identify workplace strategies

•In this phase strategies are put in place as to how goals can be achieved, and objectives
developed. It is important when selecting strategies that only a handful are selected to aid in
focusing on improved performance

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Stakeholder preparation
More often there will be stakeholders who will resist change, and this impacts on the ability for
changes to be implemented to meet organisational development requirements. This means that
they need to be closely managed and that frequent communication occurs with stakeholders.

In relation to communication, it is important that those who play a high importance in the success of
the program carry a low influence, as opposed to those who have a high interest and can potentially
affect the outcome.

Stakeholder matrix
A tool that can be used to assist in identifying both the power and impact that stakeholders can have
is referred to as a stakeholder matrix.

The tool allows for the power of a stakeholder to be plot against their level of power and their
interest in achieving development outcomes. Upon completing the plan it will assist in planning how
to communicate effectively with each relevant stakeholder.

1. Identify stakeholders

2. Prioritise stakeholders

3. Understand key stakeholders

1. Identify stakeholders

The first step in undertaking a stakeholder matrix is to identify the stakeholders. These are those
that can potentially be affected, have influence, power or interest.

Examples of stakeholders include:

• Management
• Shareholders
• Government
• Alliance partners
• Trade associations
• Suppliers

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 2. Prioritise Stakeholders

Once the list of stakeholders is defined, they will need to be mapped out and classified based on
their power over the work, in addition to their interest in the work.

• High • High
Keep Manage
satisfied closely

Monitor Keep
(minimum) informed

• Low • High

3. Understand key stakeholders

Following this you need to take further time to consider how stakeholders will potentially react as
well as feel about your project, and know how to engage them, as well as communicate with them in
order to achieve optimal results.

A good way to get to understand your stakeholders is to ask them questions directly, as gaining
people’s input is a great way of developing as well as building a relationship with them.

Sample questions you could ask:

• What motivates them?

• What information do they need from you?
• What are their opinions of your work?
• Do they have either a financial or emotional interest in the outcome?

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Appendix 5. Stakeholder Matrix Template

Consultation process
It is important when developing plans and strategies that consultation occurs. There are several
steps that need to be followed when developing, implementing as well as assessing any plans. The
consultation plan should follow the following process:

2.Analyse feedback and

1.Obtain feedback on the use to identify and
proposed strategy, address changes needed.
objectives or draft plan Modify the plan and gain
approval needed

3.Modify the plan and 4.Communicate

gain approval requirements

5.Obtain feedback from 6. Update on progress

staff and users and completion

1. Obtain feedback on the proposed strategy, objectives or draft plan

Ensuring that objectives, rationale, benefits and outcomes are achieved and communicated
is important. The manner that this can be achieved is through identifying those who
represent the different levels in the organisation and taking on their feedback.
2. Analyse feedback and use to identify and address changes needed. Modify the plan and gain
approval needed
During the consultation phase additional risks may have been raised, so it is imperative that
these are addressed.
3. Modify the plan and gain approval
In this phase the development plan needs to be modified to ensure that the feedback
received is taken on and incorporated.
4. Communicate requirements
In this phase communicating to all involved the strategies agreed upon as part of the
development plan is vital.
5. Obtain feedback from staff and users

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 At this stage of the process it is important that the feedback from key personnel is taken on
board, and that communication with all stakeholders is transparent. In addition to this,
allowing implementation to be flexible and allow for amendments in accordance with any
issues that arise is required.
6. Update on progress and completion
Gaining ongoing feedback is important as it ensures that any issues that arise can be dealt
with. Validating and acknowledging the contribution and commitment that is made by those
involved in the process is also important.

Consultation communication methods

As mentioned, communication is important and there is diversity in how this can occur. Although
based on the Stakeholder Matrix, the following are examples of best-suited communication methods
in each sector.

Manage Keep
closely satisfied

Keep
Monitor
informed

Manage closely
• Ensure that communication is regular and that it is personalised, whether it be
through the mode of a phone call or even a casual conversation
• Having set times to provide updates is recommended. This may be weekly,
fortnightly or monthly, in the form of a meeting or email communication

Page 24
Keep satisfied

• Ensure that communication occurs on an ongoing, but not a constant basis, and an
example could be a newsletter update as progress occurs, or even announcements
via posts on social media
• If stakeholders are required at certain stages, obtaining their feedback is important
in the process

Keep informed
• It is important that those that fall in this matrix receive both regular, and if possible
daily updates, via phone, email or in person
• Encouraging workshops, forums, meetings and briefings as a form of communication
is highly recommended
• Where possible the opportunity for celebrating successes is also important

Monitor
Communication can be quite general and include such things as:
• Newsletters emailed
• Announcements via social media
• Organisation briefings

Consultative process
In some circumstances development impacts can have an impact on the staffing, or the stakeholders
are significantly impacted. When this occurs, communication is detrimental in the success of
organisational development and there are several steps that need to be implemented to ensure that
this happens successfully:

Page 25
 Identification of the workplace development

Prepare draft developmental proposal

Communicate with staff members

Final development of proposal

Development proposal implemented

Development proposal reviewed

Identification of the workplace development

At this stage management approach and consult with staff on the proposed changes to be included
in the development plan. Feedback is taken into consideration and if necessary amendments are
made to the draft proposal.

Prepare draft developmental proposal

At this stage options are reviewed, and a draft proposal is made. It is important that it includes:

• The reasons for the workplace development

• A description of the current unit/structure
• A proposal of the changes to the unit/structure
• Inclusion of impacts the proposal may have
• A proposed plan to implement the development

Communicate with staff members

Communication is the key to the success of any development process. So, ensuring that all staff are
communicated with throughout the process is vital.

At this stage it is important that the draft proposal is communicated, and the opportunity for
discussion is promoted.

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Ways that this can be communicated include, and are not limited to:

Development
Planning days Emails Staff forums
days

Final development of proposal

After having the opportunity to meet with staff members, obtaining feedback and suggestions
finalising the proposal is then needed.

Decisions need to be made in consideration of outcomes, as well as the development process.

Development proposal implemented

Once decisions ae made they then need to be communicated to the staff. When communicating it is
important that any decisions that have an impact on the workplace are explained, as well as the
steps that will occur in the implementation.

Development proposal reviewed

For continuous improvement to occur, ongoing reviews need to occur.

Documenting strategies
Throughout the development process documentation is important as it demonstrates how a plan
was developed and the process in implementing it.

More importantly, it is throughout the process that the strategies as well as objectives are clearly
explained, and are attainable.

There are several key details that should always be included in a development plan:

• Role and responsibility descriptions

• Schedule and timeline of tasks and activities to occur
• Resources as well as equipment needed for implementation
• Financial requirements
• Team members and personnel

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Establishing and developing communication plans that facilitate
communication and developmental activities
For any change to be successful, communication between the organisation and those stakeholders
that are impacted needs to take place. When communication is effective changes are more than
likely to be implemented more effectively, and potentially be a motivator and reignite drive.

The way that each stakeholder is communicated with depends on the impact that the change has on
them, and the matrix should be referred to closely to determine the level of each stakeholder’s
communication needs.

When you communicate the reasons for change and the expected outcomes, it conveys a clearer
understanding to those affected as to the importance of the change. Resisting change is a natural
reaction and that is why open communication is important.

By promoting communication channels there are positive factors, such as:

• Engagement and commitment

• Support from decision makers and stakeholders
• Understanding of the implementation process

Developing the communication & education plan

Communication plans need to be effectively communicated and should stipulate actions that need
to occur, as well as expected timelines in achieving outcomes.

It should be detailed to show how the activities and actions that need to be undertaken impact each
individual/group, and the reasons for this.

In the workplace, the ability to communicate effectively is important, yet it can also be one of the
hardest tasks to achieve effectively.

Key features of effective communication include:

• A clear and concise message that provides relevant detail, as well as showing integrity and
authenticity
• The delivery method that meets the needs of both the sender and receiver
• The receiver of the communication needs to be open to listening, acknowledging, and is
from a trustworthy source to the receiver
• The content of communication needs to align with the beliefs and values of the receiver

Communication plans
The manner that this can be achieved is through the implementation of a communication plan into
the development plan.

When creating communication plans it is important that they:

• Identify stakeholders

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 • Identify the communication that needs to take place
• Identify the manner of communication
• Record feedback and ideas, and respond to these accordingly
• Note how issues will be addressed as part of the continuous improvement process

Appendix 6. Communication Plan Worksheet

Remembering that communication is a two-way initiative, assists in ensuring that results are
achieved. It can’t be expected that change just occurs once a stakeholder or staff member is advised
of the changes to occur.

Content

Purpose

Changes
needed

Understanding

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Risk management plans
As well as developing communication plans, being prepared for potential risks is equally important.
Risks are unexpected occurrences that happen, so ensuring that you are prepared for the possibility
of things that can go wrong, and developing a plan for this is essential.

Risk management plans should be established once a plan is developed, and prior to gaining
approval. Plans should include an overview of possible risks both high and low, in addition to
strategies that can be implemented to address these, and can be periodically reviewed.

There are four risk possibilities that need to be considered:

Avoid Mitigate

Accept Transfer
Risk
strategies

Accept risks
This is where the chance that the negative impact may occur is considered.

Avoid risks
This is where plans are amended to prevent the problems from possibly occurring.

Mitigate risks
By mitigating the risk this reduces the potential risk through intermediate steps.

Transfer risk
This is where these risks are outsourced to a third party who can manage the potential risk.

Appendix 7 Risk Management Plan

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Chapter 2 - Implementing organisation development
activities
To implement an organisational development plan successfully, the collaboration of several
departments and teams is required.

The content of this unit looks at how managers can maximise an organisation’s success, through the
engagement of staff and those in management.

Identifying and implementing consultative processes to

maximise organisational development
For the implementation of an organisation development plan to be successful, there needs to be
consultation as well as engagement by employees of the organisation. This needs to occur from the
top and driven through to the bottom, and requires all parties to be involved in sharing, informing
and problem solving. Setting an example from the top is equally important.

It is important to ensure that your plans are implemented as intended, however equally important is
that a consultative relationship is established in the process.

Effective consultation and participation methods

There are a diverse range of methods that can be applied to promote consultation. The following are
some examples:

• Using team meetings and information sessions as an opportunity to discuss and clarify
concerns and issues
• Encouraging employees to undertake their roles without constant reference back to
management
• Seeking ongoing feedback and contribution from employees, and taking appropriate action
• Investing time in employees to take on board any concerns, problems, ideas, or suggestion
that they would like to contribute
• Encouraging time meetings as an opportunity where employees are actively encouraged to
participate and contribute
• Allowing the opportunity for employees to express their views, concerns, issues or ideas
anonymously, perhaps with the use of a third party service
• Frequent newsletter and memo issue with updates on the outcomes of proposed strategies

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It is important that the following actions are maintained in undertaking the above:

Communicating Obtaining Intervention

openly commitment participation

Encouraging Building on
involvement strengths

In these processes there may be some that do not wish to participate, which in returns mean they
are unable to participate in the decision-making process. In these cases it is important to keep them
informed and regularly encouraged to become involved.

In addition to this, it is important to be mindful that false hope is not given to those who actively
participate, as this can be detrimental. Gaining the trust and creating a consultative environment
takes time, and is important. It is always best to ensure that when contributions are made the
suggestions, ideas and concerns are acknowledged, valued and reviewed.

There will be times whereby the ideas or suggestions offered cannot be implemented. It is at this
stage that communicating the reasons for this is important in promoting ongoing participation.

With time teams will gain experience in making decisions, and in return will take on leadership
behaviours. Empowering employees and encouraging them to be pro-active and offer options is
imperative.

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Effective communication for promoting employee involvement
It is important in the role of an organisational development leader to be an effective communicator.
An important part in this role is the ability to drive and lead staff towards achieving the
organisation’s goals and objectives.

Tailoring the methods used to encourage participation needs to be effectively tailored to fit those in
the organisation.

Having the ability to communicate in a manner that persuades, while also being credible and
purposeful, in return assists in building relationships with staff and your ability to influence.

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Conducting training and team development activities
that encourage and develop collaborative approaches
to problem solving and development
Managers and organisations that foster the approach of consultation, in the process build optimal
teams. This is achieved when managers invest in training and development activities that promote
employees in reaching workable decisions.

The characteristics of teams that achieve this is that they can work independently with little or no
intervention. Building a team that is consultative and participates well, in return creates
opportunities and inherent reactions to any threats as they arise.

The foundation of choices is built on:

Opportunity vs threat

Encouragement vs coercion

Pleasure vs pain

Reward vs punishment

Team development
The collaboration of a team can also generate an abundance of ideas and solutions, as opposed to
an individual working alone. Teams are an accumulation of people with different personalities,
ambitions, ethics and abilities. The most successful and strong team cultures are those that
acknowledge that each team member has something to offer.

One of the primary responsibilities of an organisation’s development manager is collaborating and

fostering the individuals of the organisation into a team, in order to work together towards meeting
the organisation’s development plan.

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Collaborative problem solving
Collaborative problem solving occurs when a team is formed to primarily work together in resolving
issues or concerns.

Often the concerns raised are quite complex, so having the ability to reconcile the concern to a
group is of great benefit. The reason for this are that issues can be founded on strong cultural bases,
so their involvement is needed in coming to a more suitable resolution.

The ideal is to ensure that all that are involved have some sort of responsibility in the
implementation, whether major or minor. So that when a collaboration does occur, it is mutually
beneficial to those involved, and it will more than likely lead to a more workable and sustainable
solution.

8 Disciplines Method
One of the more common methods that is implemented to promote collaborative problem solving is
the 8 Disciplines Method, also referred to as 8D.

The 8 Disciplines Method can be applied once the organisational development plan has been
finalised. This requires thorough planning and preparation to ensure that each of the 8 steps is
applied.

Your plan must include:

• Your approach
• Those involved
• Timeframes
• The resources required

Create a Identify the Temporary

team problem solution

Root cause Verify Permanent

eliminations solution solution

Prevent Celebrate
recurrence team success

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Establish the team
It is important in forming the right team in this process, a team that possesses the correct skillset
needed to be able to solve the problem. In addition to this, the participants also need to be invested
and committed to the process.

Each member of the team has a different trait to offer to the team, so recognising what this is in the
process is equally important.

Identify the problem

Once the team has been formed, the next part of the process is establishing each team member’s
role in addressing the problem, as well as providing a clear explanation of the problem.

When working in a team, it is vital that all team members have a clear understanding and focus as
to:

• Who
• What
• When
• Where
• How

It is important that a risk analysis is also undertaken and if any immediate action is required it is
taken. This involves planning the process and utilising tools such as flowcharts, so the team has a
clear directive on the process before action is taken.

Temporary solution
If the problem is having a direct impact on business, a temporary solution needs to be put into
action. Brainstorming is very often a common method for team members to form ideas and
solutions, and is an activity in which team members would feel comfortable in contributing.

Should there be any issues that require attention, address these immediately noting that the
solutions should be fast, easy and effective.

Root cause elimination

Undertaking a root cause analysis is the next step, and when undertaken can lead you to a variety of
solutions, yet may also open up more problems.

By reviewing this and identifying the main source of the problem, the root cause can then be
identified and addressed.

Verify the solution

In this phase actions are taken to monitor and review whether or not the solution applied was the
best choice. The following tools can be utilised as an aid:

• SWOT analysis
• Flowcharts
• Brainstorming
• Root cause analysis

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Permanent solution
Having reviewed all options and a solution agreed upon, it then needs to be implemented. In
addition to this, once implemented it is important that the outcome is closely monitored to ensure
that it is the best solution and no other impacts have occurred as a result.

Prevent recurrence
If the solution was successful in addressing the issue, the next phase requires a review to ensure that
it is maintained and sustained.

This can be achieved by:

• Reviewing and updating policies and processes as required

• Developing and implementing controls
• Developing and implementing training

Celebrate team success

After undertaking a post-implementation review, it is important to invest in the team that
formulated and implemented the solution by taking the time out to acknowledge and recognise
their efforts.

How to identify and analyse risks

Appendix 1. Risk Assessment Matrix Worksheet
Identifying risks
Identifying risks is an important task that needs to be undertaken, and can be achieved through
brainstorming and consulting with the appropriate parties, such as managers or even specialists.

Indicators of risk could include and are not limited to:

• Resistance from staff and management

• Impact on the delivery of service or production
• Budget issues
• Loss of key players involved in decision making

Analysing risks
Analysing the likelihood of a risk occurring is required, even if it is considered unlikely or highly
unlikely. By undertaking a risk management, there is also a further chance for opportunities to be
recognised.

Evaluating risks
Once you have analysed and identified any risks, evaluating these is the next task. The best tool in
doing so is a risk assessment matrix.

Treat risks
In any situation risks need to be addressed and treated. If the risk can be eliminated, or avoided then
this must happen. Otherwise the main objective is to be able to control the risk.

Page 37
Facilitating groups to articulate problems and
resolutions
Conflict occurs when a person’s values, ideas, perceptions or beliefs are threatened in any way by
another person, group or party. Conflict is an individual’s response to what they believe and or
perceive to be the truth.

In addition to this conflict can arise when people hold a strong emotional attachments to either their
ideas or opinions, and see the views or beliefs of others to be either attacking or confrontational.

Causes of conflict
Examples as to why conflict can occur include:

Differentiation
•This is when people’s different beliefs and values differ to others

Inadequate resources
• When resources are limited this can cause conflict to arise

Communication issues
•When there is a lack of ability or motivation to communicate effectively with others

Conflicting goals
•When individual goals hinder others from achieving their goals

lack of clarity
•When there is a lack of direction or clarity of goals, objectives or activities that need to be
undertaken, this can increase the likelihood of conflict occuring

Conflict management
For an organisation development leader, addressing and managing conflict can be a large part of the
role.

There are several key benefits that arise when conflict management is managed effectively:

• Opportunities to both strengthen and reinforce organisational values, behaviours and

policies
• Opportunities to promote a well-balanced work environment that adopts cooperation, trust
and collaborative decision making into its values and beliefs
• Setting the foundation and minimising future conflict situations
• Opportunities to develop respect and complimentary behaviours in the workplace

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Conflict resolution styles
The way that people react to situations differ, and can result in conflict. According to Kenneth
Thomas and Ralph Kilmann, there are five distinctive manners in which conflict is dealt with. These is
based on the analogy of two dimensions, the first is an individual’s assertiveness and the other is
their cooperativeness to address the other person’s concerns.

Below is a matrix of how the conflict resolution’s styles can be distinguished and the attributes of
these styles.

Conflict resolution matrix

Competing Collaborating

Compromising
Assertiveness

Avoiding Accommodating

Cooperativeness

Page 39
Five conflict resolution styles

•Those who chose avoidance as their response style aim to

avoid or delay responding to the conflict entirely, or as late in
Avoiding time as possible. Avoidance is usually adapted when the
concern is not an issue of high importance to them

•Those who adapt the competing response are generally found

to be inconsiderate as well as uncooperative. It is generally
Competing when one party tries to win and is insensible to the other
party

•Those who adapt the comprising style look at the option that
satisfies the needs of all, so it is a win-win situation.
Compromising Compromising is a beneficial style to adapt when both parties
have a strong interest, and if time limits apply

• Adapting the accommodating style means that one

party loses in order for the other party to win. This style
Accommodating is generally adapted by those who are assertive and
highly cooperative. It is best adapted when the
relationship with the other party is important

• The collaborating style aims to meet the needs of all

Collaborating parties. It considers everyone's perspectives and has
the lowest number of negative effects

Steps to resolving conflict

Resolving conflict in any role is challenging and to be able to do so effectively requires:

• Emotional intelligence
• Patience
• Negotiation skills

There are several models that can be adapted when addressing conflict resolution. The following is a
six-step resolution process:

Page 40
 1 • Clarify details of disagreement

2 • Establish a common goal for those involved

3 • Discuss ways achieve goals

4 • Determine barriers

5 • Agree on the best manner for resolution

6 • Determine responsibilities and action

Clarify details of disagreement

In this step obtaining the concerns of both parties is important, and understanding what led to the
initial disagreement. This involves getting to the heart of the conflict, and ensuring that both parties
agree on what caused the disagreement.

Establish a common goal for those involved

In this step both parties need to come to the table with what they would like to be achieved. Use
this as a foundation for establishing a goal that both parties can work towards.

Discuss ways to achieve

This step requires both parties to be able to work together and develop an option that both sides
can agree upon by:

• Listening
• Communicating
• Brainstorming

Determine barriers
In this step the two parties need to acknowledge the underlying reason for the conflict occurring. By
identifying this each party is able to recognize potential barriers that they may encounter in
resolving their concerns, and implementing options to address these.

Agree on best manner to resolve

In this step the parties involved need to come to an agreement on how they wish to address the
issue. Finding common ground is important, and addressing the root cause to avoid it arising again.

Determine responsibilities and actions

In this step a resolution should have been agreed upon, and following this each party needs to
confirm what actions they will undertake and take ownership in resolving the concern.

Page 41
Managing conflicts to achieve agreement between
individuals and groups
Consensus
Having the ability to manage conflict through consensus or agreement refers to a process whereby
widespread agreement is achieved between individuals or groups.

It is important to note that entering into consensus decision making does not make it the final
choice, but is in fact about making the best choice.

Consensus process
In order to achieve a consensus or agreement there are several steps that need to occur. More
importantly, and as part of the process, participants in decision making need to have a thorough
understanding of the benefits of using a consensus process for it to be successful.

Inclusion

Participation

Cooperation

Egalitarianism

Resolution

Inclusion
It is vital that all participants in the problem solving are involved in the process.

Participation
As part of the process, acknowledging that each party involved is valued, and that their input is
valued, is important.

Page 42
Cooperation
Collaborating with all team members is a important, as is using the ideas of all parties to come to an
agreement.

Egalitarianism
It is important that all input received and ideas suggested are valued and considered as part of the
process, and that participants have the opportunity to input freely.

Resolution
For goals and objectives to be achieved all parties need to be together despite any differences.

Benefits of a consensus decision

When a consensus is made and implemented, the benefits outweigh any concerns. Benefits can
vary, and some of the most common include:

Relationship
building

Addressing
Improved
primary
implementation
concerns

Implementation of the consensus process allows for a great amount of agreement to occur.
However, it must be noted that the way that the decision is made is equally important.

It is quite common in group decision making that there are a handful of participants who are not
satisfied with the decision, and will attempt to block the consensus process and implementation.
Even though their aim will be to hinder the implementation, they will not be able to do this without
a majority vote.

Page 43
Undertaking interventions in accordance with the
organisation development plan
Interventions
Interventions refer to actions that are undertaken in influencing an organisation’s development.
Interventions are used as a tool to improve the effectiveness of:

Teams Individuals Intergroups Organisation

s

When and how interventions should occur

Intervention is one of the primary processes used in the implementation process in developing. It is
a tool that can be used independently or in conjunction with other structured activities.
Interventions are in most circumstances introduced as part of an improvement plan.

Examples of structured activities

Action research Brainstorming Career

development

Team building Training Succession

planning

Action research
Action research refers to the process whereby individuals work with other parties to address and
look at how they are able to address and solve problems.

Team building
Team building occurs to assist in building relationships of those in the team. This can also include
intergroup training where several teams are made to work together to gain a better understanding
of each other’s needs, beliefs and values, while building a bond of respect, confidence and trust with
each other.

Page 44
Training
Training refers to the the skill, knowledge or experience acquired by a person that contributes to
their knowledge and applies to specific competencies.

Succession planning
Succession planning is a process that occurs when an organisation recruits superior candidates and
invests in their development, so they can be used for further challenging roles.

Brainstorming
Brainstorming is when a group forms to share ideas, solutions and thoughts on particular issues.

Career development
Career development and planning occurs when professional development is reviewed and planned
in accordance with the staff members goals, as well as the organisation’s needs.

Page 45
Brainstorming proposals and negotiating agreeable
outcomes
Brainstorming
Brainstorming refers to the process wherein both ideas and solutions are gathered through an
intensive and freewheeling group discussion. It is an activity that can be considered both fun and full
of energy, depending on the participants.

Brainstorming alternative proposals

Brainstorming can also be used as a tool to overcome potential barriers to new processes. It allows
for ideas to be generated so better suited solutions and decisions can be implemented.

In addition to this it is also a great tool that can promote ownership and allow for buy in to occur.

When brainstorming is implemented and managed well it allows for creativity, and the expertise of
participants to be highlighted and shared in resolving issues and concerns.

It also promotes a sense of belonging and encourages involvement and participation, allowing
participants to feel positive and as though they have contributed. It is imperative that the facilitator
of the brainstorming activity monitors the process to ensure that no participants feel discouraged or
threatened throughout the process, and they can continue to feel open to contribute.

Brainstorming rules
There are certain rules which need to be adhered to and respected throughout the process for
brainstorming to be effective.

• The location that brainstorming is to occur must be prepared, and it must be a comfortable
environment for participants
• A recorder should be delegated to make note of the ideas shared during the brainstorming
process
• All participants should respect one another, avoiding any judgement to ideas and
suggestions
• Ideas are not to be reviewed or evaluated until the end of the session
• Keep the participant group as diverse as possible to promote a more diverse array of
experience, discipline, views, and overall better quality of sessions.
• Ensure that numbers do not exceed seven
• Ensure that all participants are given equal opportunity to contribute during the session
• Encourage participants to build on the ideas and suggestions made during the session
• Don’t let the brainstorming session get stifled by one train of thought, ensure that the
creativity and ideas flow and are diverse.

Page 46
Negotiating and agreeing on the outcome
Negotiation is a skill that is used on a daily basis, and is when discussions are made with others to
gain common ground. The key to successful negotiations is communication, and the ability to do so
in a calm and productive manner.

Negotiation can bring out both the positive and negative in people. The manner in which people
negotiate is affected by several factors, including:

• The stake they hold in the concern being addressed

• Their degree of emotion
• Whether the negotiation is in relation to a dispute

In addition to this, it is also important that the following factors are considered prior to undertaking
negotiations:

Selecting the Exercising self Understanding

right time management the other
party

Listening & Being in control

paying and not
attention pressured

Selecting the right time

It is important when negotiating to research and plan for the situation, and assess the outcomes that
could occur.

Exercising self-management
It is important to be aware of your ability to remain unbiased and neutral before entering into any
negotiations.

Understanding the other party

Having an understanding of the other party is important, as it gives you an advantage to negotiate a
solution where everyone benefits.

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Listening & paying attention
Effective as well as active listening is a key to negotiation. It is important that in any interaction that
it remains two sided and open for both sides to contribute.

Being in control and not pressured

It is important to know that if you are in a situation that forces you to feel pressured, walking away is
an option.

Page 48
CHAPTER 3 - Maintaining organisation development
programs
In the role of an organisational development manager, maintaining the organisation development
plan is important yet can also be a challenging task.

It is inevitable that with the progression of time daily tasks and other work priorities result in the
organisational development plan being set aside.

The content of this unit looks at methods that can be implemented in maintaining the organisational
development plan.

Upon completion of this unit you will have learned how to:

Undertaking surveys that identify support for the

program
Maintaining the development program
Maintaining support for organisational development plans over a period can be difficult and
challenging.

Therefore, the implementation of surveys as a tool to measure, monitor and identify, is imperative
as it can provide data that aids in ensuring the program can remain successful, as well as addressing
any interventions.

Surveys
Surveys can measure and review the impact that communication has on an individual’s thinking and
behaviours. They are also a great tool in measuring the impact that a development program is
having, which is highly dependent on its communication plan.

Surveys can draw such information as:

• Whether the intended message was received and understood

• Whether the listeners views on the topic was affected
• Whether the responses were either positive or negative
• Whether it evokes motivation to act on the topics

Reviewing the success in the implementation of a development program is difficult to do solely from
statistics. The best method in measuring its success is rather in the changes that occur with regard to
the attitudes of the participants as well as the enthusiasm for the program.

Page 49
Methodologies
The best manner to measure whether or not a communication plan contributed to a change in
attitude, includes the following three methodologies:

Benchmark polls

Post and pre surveys

Tracking surveys

Benchmark polls
Benchmark surveys can have two functions, they can understand listeners or establish a measure of
the opinions that can be measured at a later stage.

They can be undertaken in the form of a survey, or an analysis of a sample that is large enough to
offer a fair representation.

Benchmark polls are a good tool for measuring an average opinion, however conducting a separate
poll prior to starting your communication as a comparison is another recommended method.

Post and pre-surveys

Polls are conducted and designed to gain the opinions of a group by gathering responses to a series
of questions, although they are not the most powerful tool in measuring the opinions of listeners.
However they can be the start of people reassessing an issue and taking action.

A good time to conduct a poll is shortly after a communication initiative takes place, to establish:

• Whether the content was specific enough to be recalled

• Whether the communication can be recalled

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Tracking polls
Tracking polls are a tool that can effectively measure how communications are impacting people
daily, and which mode of communication is the most effective.

Tracking polls can include:

• Samples
• Short questionnaires
• Analyses of daily results

Evaluation is a key in any plan and should be integrated into all plans.

Designing surveys
Designing surveys can be quite complex and data can easily be inaccurate or skewed. Therefore, it is
important that surveys are always used in conjunction with other tools to get a clearer picture. Thus,
it is critical that when surveys are designed they take in the following factors into consideration:

Questions Administrat Engagement Review of Test

ion method questions questions

Questions
When designing a survey, having a clear objective as to the data you want to gain is important. It is
also important to consider who you want to survey, and whether a selection or everyone is required.

Noting that the outcome of the survey will differ from those you chose to survey.

Administration method
It is important to also consider how the survey will be administered, as for each method there are
positive and negatives that need to be considered.

Interviews – allow for clarity to be made in person on any concerns or issues raised

Email – the analysis of the responses may be time-consuming

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Engagement
Evoking interest in surveys is important, as it means that participants are more than likely to
participate.

The best way to do so is by explaining:

• What the results of the survey will do

• How privacy will be ensured
• How participants can obtain results

Review of questions
It is detrimental if survey questions developed fail to lead to clear and specific responses that can be
used.

Some key factors to keep in mind are:

• Avoid meaningless questions

• Ensure only one question at a time is asked
• Questions asked need to be answered easily

Test questions
It is important that questions are tested prior to being issued in a survey. This allows for a review of
the questions, and if they are unclear or require further clarity, the review can be undertaken prior
to being issued.

Additional guide to developing survey questions

As mentioned earlier, asking the right questions are important, and the way that they are asked is
equally important. The following are some key factors that should be considered when developing
survey questions:

• Ask only one specific question at a time

• Avoid questions that include lists of items
• Avoid meaningless questions that will not offer the data you need
• Avoid asking questions that offer ‘N/A’ or ‘other’ options

Page 52
Maintaining and undertaking regular team meetings
Having the ongoing commitment of your team in meeting objectives is imperative. It is through
ongoing feedback, input and participation, that issues and problems can be identified.

In this it is essential in the role of an organisational development manager that teams are openly
communicated with and also provide a forum to express issues and celebrate successes.

A great tool in achieving this is by conducting regular team meetings. Meetings are an opportunity
for inputs and outputs to be monitored effectively, and they aid in ensuring that the information
supplied is both consistent and efficient, and it leads to actions and results.

In addition to this, it is not only important for meetings to occur between staff but also regular
meetings should occur with key stakeholders.

Maintaining regular meetings

The following is a guide of initiatives that can be implemented to assist in maintaining regular team
meetings.

Offer additional training and support to foster and support an innovative

environment

Provide team members the opportunity to contribute towards improvements

and new processes

Delegate tasks to team memberes so they have a clear directive and

ownership

Involve team members in the evaluation process

Ensure teams are kept in the loop with the most up-to-date information

Appendix 1. Meeting Agenda Template

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Setting activities and interventions which maintain,
evaluate and modify development activities as needed
It is the role of the organisational development manager to be in control of the development plan
and its overall implementation. More importantly it is important that the objectives are met, remain
relevant and that the outcomes are also met.

For ensuring that the development plan remains relatable, regular evaluation needs to occur, and
adjustment of activities and objectives as needed.

Ongoing evaluation needs to occur, and in order for it to be effective, a measure of success needs to
be set.

Measures of success
Measures of success is set criteria that reflects the impact of work undertaken. It can be observed,
or even measured in a quantifiable or qualitative mode. Without implementing measures of success
there is no way to determine whether goals or objectives are being successfully achieved.

If measures of success are set correctly they can articulate the following in relation to your
development plan activities:

• Whether the results achieved align with expectations

• Whether the results are unexpected in relation to expectations
• Whether there is a need for the plan to be reviewed and amended
• Whether the activities need to be measured in another way

Benefits of evaluation
Undertaking evaluation allows the success and progress of a program to be monitored.

Evaluating the program and activities:

• Supports the continuous improvement process

• Aids in identifying and preventing problems recurring
• Provides evidence to support the benefits and impacts
• Provides information that can assist in planning amendments

Applying control measures

Control refers to the process that is implemented in monitoring activities outlined in the
development plan, and making appropriate modifications as needed.

Control measures can be applied when a focus is made on specified activities and tasks to ensure
that they are being undertaken both effectively and as efficiently as possible.

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Control steps
There are several steps that should be implemented when controlling measures. These are as
follows:

Measuring

Comparing

Action

Measuring
Measuring refers to the method used to enhance the reliability of information and data used to
measure the effectiveness of activities.

This is where accessing results on previous performance is important as a benchmark, and allows the
opportunity to implement new activities and actions to increase efficiency and effectiveness.

Comparing
Comparing refers to the evaluation of variations between planned as well as implemented activities.
This stage requires the evaluation of expected results against the actual results achieved. It is also a
requirement that if there are deviations from the acceptable variation range, then these are
reviewed and the appropriate action taken to address them.

Action
Once the reasons for a variance are identified, corrective action to address it needs to be
undertaken. This could include revising standards as required to correct and address performance
issues.

Corrective action
As mentioned, taking appropriate action is required when a variance is identified. In doing so an
analysis and review needs to be undertaken to determine why the expectations have not been met.

It is important to note that if throughout the process, standards and/or expectations are amended,
and activities are also amended so that the newly revised standards and expectations can be
achieved.

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The implementation of corrective action will depend on the circumstances, however some of the
most common are:

Changing Managing
goals and activity
objectives dependencies

Reviewing Amending
structure activities
and systems

Changing goals and objectives

In some circumstances the achievement of goals and objectives are affected due to external sources.
Therefore, it is necessary to undertake a review of objectives so that they can be achieved and not
hindered. The vital part in this step is ensuring inclusion of the external source so that the goals and
objectives can be met collaboratively.

Managing activity dependencies

When any type of change is made, it is important that management take the time to review it in its
entirety, and ensure that changes are made from the top to the bottom.

Reviewing structure and systems

Undertaking ongoing reviews of potential risks, structural or system related, to ensure that relevant
changes can be made.

Amending activity
The amendment of activities is a very common corrective action, as activities need to be modified
when there is a change of circumstances.

A change of activity could include:

• Provision for training

• Job redesign
• Amendment to resource access

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Updating the plan
When amendments are made to development plans, having them approved and updated
accordingly is vital.

This includes communicating any changes to stakeholders, to ensure that all parties are clear on the
changes, and their responsibilities and activity requirements.

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Ensuring management supports and reinforces the
organisational development program
The value of senior management’s support
Having the ongoing support of senior management in the implementation of development programs
is important. Senior Management is valuable in that they have an insight into the goings on within
the organisation as well as externally.

Their ongoing input and knowledge is highly valuable in the implementation of the development
plan.

The role of senior management in change and innovation

Influential power
•Senior management are a catalyst in the execution of both change and innovation in the
workplace, and play a critical leadership role
•Engaging and gaining the support of senior managers will inevitably assist in driving the
success of the development program

Approval changes
•Changes are an ongoing attribute to both the internal and externalenvironment
•The support of senior management can assist in changes being applied swiftly when
needed

Ways that management can support role clarity

Having support from Senior Management is highly beneficial, as it aids in showing that development
plans and goals/objectives have been achieved.

Support can be reflected in actions such as:

• Senior management demonstrating new values and/or behaviours that align with objectives
• Ensuring the provision of adequate funding and resources
• Offering encouragement and support in the implementation of development plans
• Assisting in addressing and/or influencing potential barriers, concerns or issues raised by
other management staff

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Role clarity
Research suggests that the reason for development plans failing is closely related to management
not having a clear directive on their role in the implementation of the development plan. Therefore
advising and outlining the role of senior management is crucial. Providing a clear directive on
accountabilities and its relationship to benefits and rewards allows them to buy in to the activities
and actions they are required to undertake.

In addition to this, under the role of organisational development manager is the responsibility of
proactively identifying potential barriers, and in return implementing and supporting activities that
address them.

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Evaluating organisation development plans in terms of
costs and benefits
It is important that when development plans are established and implemented, they are regularly
reviewed and updated in relation to what is provided to engaged stakeholders.

Keeping stakeholders engaged and informed also assists in maintaining their ongoing support.

The purpose of evaluation

Undertaking evaluation allows for an analysis to be undertaken on whether the set objectives have
been met, and to what extent.

Undertaking an evaluation of the development plan assists in identifying several factors:

Have resources been used both

effectively and efficiently?

Has there been an increase in

organisational knowledge?

Has a competitive advantage been

achieved?

Have the outcomes impacted the goals

set by the business?

Considerations to make regarding evaluations

It is recommended that when an evaluation is undertaken the following key areas are incorporated
and evaluated:

Page 60
 Resources Schedule Results

Risk Methodology

Resources
An evaluation should be reviewed if:

• The benefits offset the associated costs

• There areas where potential changes could be made
• The resources allocated don’t align with the activities set
• The investment of resources wasn’t the best choice, or better results could have occurred by
allocating resources elsewhere

Schedule
An evaluation should be reviewed if:

• The timeline and tasks set where provided weren’t attainable in relation to time
• The reasons it was not met are not known
• The time used to implement the plan wasn’t consistent to what was planned and allocated

Results
An evaluation should be reviewed if:

• There are significant changes that are visible related to the behaviours and attitudes
because of the plans implementation
• The stakeholders may be open to implementing the same changes to future development
plans

Risk
An evaluation should be reviewed if:

• The risks associated weren’t managed effectively

• There were additional risks that required attention during the plan

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Methodology
An evaluation should be reviewed if:

• There may be changes or improvements because of the plans implementation

• The implementation needs to be checked for flexibility and the allowing of opportunities and
improvements to be included

Identifying cost effectiveness

In addition to this, undertaking a cost-benefit analysis is also a key task that needs to be undertaken
in establishing and evaluating the success of an implemented development program.

Steps to undertaking a cost-benefit analysis

Identify Identify Compare Establish

costs benefits costs & break even
benefits point

Identify Costs
When identifying costs, an analysis related to the costs utilised to implement the development plan
needs to be undertaken.

This task will need to be undertaken with the assistance of the CFO or finance manager, to ensure
that the costs recorded are accurate.

Identify benefits
Analysing the benefits should include a review of both qualitative and quantitative data. The best
way to measure and identify benefits is by aligning the benefits with the organisation’s objectives.

Benefits can include:

• Reduction costs
• Competitive market advantage
• Customer satisfaction

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Compare costs and benefits
In this step an analysis of cost versus predicted benefits needs to occur. Undertaking an analysis of
suitable strategies that can be applied in the management of costs and benefits should also be
undertaken.

Establish the breakeven point

Calculating the length of time it will take to cover the costs defines the breakeven point. This is done
by dividing the total costs by the quantified benefits.

Opportunity costs
Opportunity cost refers to the value of giving something up for something else. So reviewing
whether or not the development plan and resources associated were the best decisions made needs
to be considered in the overall evaluation.

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S - Specific

M-
Measurable

A-
Attainable

R - Relevant

T - Time
bound
 Human Resources Action Plan Template
Strategies Actions Priority Time frames Responsibility Performance
(what) (how) (L/M/H) (when) (who) Indicators

1.

2.

3.

1.

2.

3.

4.

5.

1.

2.

3.

4.
1.3

Organisational Culture Assessment and Instrument Scoring Card

Organisational Culture Assessment Instruments also referred to as a OCAI is a tool that is actively
used to assist in assessing an organisations culture. Allowing for organisations to gain a more in
depth understanding as to the manner in way the organisation operates and the values that help
guide an organisation.

An OCAI is comprised of six questions, offering four options. Each answer is worth a point and all
should equate to a total of 100 amongst the four responses each. The weighting of each response is
scored with the highest being the response which is most like that of the organisation.

For instance, response;

A- 50
B- 30
C- 15
D- 5

The first set of questions present the organisation and the set of questions following this are in
relation to where the organisation visions itself.

Scoring

After all questions have been answered the responses for each response need to be calculated. The
tool that can be used in collating this data for easier reference, is marked as the Worksheet for
Scoring the OCAI.
ORGANISATIONAL CULTURE ASSESSMENT INSTRUMENT - PRESENT
1.Characteristics
The organisation is like a second family and people feel comfortable in
A being open and sharing amongst their co workers

The organisation is an entrepreneurial workplace, and people are willing

B to exceed expectations and take risks.

The organisation is driven by results, and getting the job done and
C employees are both competitive and results driven.

The organisation is controlled and structures with policies and

D procedures governing the workplace.

2.Organisational Leadership
The organisation is generally seen to exemplify mentoring, facilitating
A and nurturing
The organisation is generally seen to exemplify entrepreunship,
B innovative and risk taking.
The organisation is generally seen to exemplify an aggressive and
C results driven focus.
The organisation is generally seen to exemplify efficiency and
D coordination.

3.Employee Management

The management style applied is characterised by participation,

A teamwork and consensus.

The management style applied is characterised by risk taking, forward

B thinking, freedom and innovation.

The management style applied is characterised by competitiveness,

C exceeding expectations and gaining achievement.

The management style applied is characterised by staff stability,

D relationships and employment security.
4.Organisational Glue

A The organisations glue is loyalty and mutual trust

The organisations glue is commitment to innovation, and being cutting

B edge.

The organisations glue is emphasis on achievement and achievement,

C with winning and characteristics of drive and aggression.

D The organisations glue is formal rules and policies.

5.Strategic Emphasis

A The organisations focus is on development, trust and participation.

The organisations focus is on undertaking new opportunities and

B challenges.

The organisations focus is driven by succeeding, in a competitive

C market with leadership as the major key.

The organisations focus is on efficiency, low costs and dependable

D delivery.

6.Success Criteria
Success is defined in the organisation by teamwork, employee
A commitment and development of staff.
Success is defined in the organisation by being the most unique and
B newest, leading to it being a leader and innovator.
Success is defined in the organisation by outpacing the competition
C and being competitive.
Success is defined in the organisation by its ability to operate
D efficiently, and at a low cost.
ORGANISATIONAL CULTURE ASSESSMENT INSTRUMENT - PREFFERED
1.Characteristics
The organisation is like a second family and people feel comfortable in
A being open and sharing amongst their co workers

The organisation is an entrepreneurial workplace, and people are willing

B to exceed expectations and take risks.

The organisation is driven by results, and getting the job done and
C employees are both competitive and results driven.

The organisation is controlled and structures with policies and

D procedures governing the workplace.

2.Organisational Leadership
The organisation is generally seen to exemplify mentoring, facilitating
A and nurturing
The organisation is generally seen to exemplify entrepreunship,
B innovative and risk taking.
The organisation is generally seen to exemplify an aggressive and
C results driven focus.
The organisation is generally seen to exemplify efficiency and
D coordination.

3.Employee Management
The management style applied is characterised by participation,
A teamwork and consensus.
The management style applied is characterised by risk taking, forward
B thinking, freedom and innovation.
The management style applied is characterised by competitiveness,
C exceeding expectations and gaining achievement.
The management style applied is characterised by staff stability,
D relationships and employment security.
4.Organisational Glue

A The organisations glue is loyalty and mutual trust

The organisations glue is commitment to innovation, and being cutting

B edge.

The organisations glue is emphasis on achievement and achievement,

C with winning and characteristics of drive and aggression.

D The organisations glue is formal rules and policies.

5. Strategic Emphasis

A The organisations focus is on development, trust and participation.

The organisations focus is on undertaking new opportunities and

B challenges.

The organisations focus is driven by succeeding, in a competitive

C market with leadership as the major key.

The organisations focus is on efficiency, low costs and dependable

D delivery.

6.Success Criteria
Success is defined in the organisation by teamwork, employee
A commitment and development of staff.

Success is defined in the organisation by being the most unique and

B newest, leading to it being a leader and innovator.

Success is defined in the organisation by outpacing the competition

C and being competitive.

Success is defined in the organisation by its ability to operate

D efficiently, and at a low cost.
Worksheet for Scoring the OCAI.

1A 1B
2A 2B
3A 3B
4A 4B
5A 5B
6A 6B
SUM SUM
AVG / 6 AVG / 6

1C 1D
2C 2D
3C 3D
4C 4D
5C 5D
6C 6D
SUM SUM
AVG / 6 AVG / 6

1E 1F
2E 2F
3E 3F
4E 4F
5E 5F
6E 6F
SUM SUM
AVG/6 AVG/G
OCAI Summary Assessment

Results based on NOW

Position Position Position Position Position Position

Score
A
B
C
D
Total 100

Results based on PREFERRED

Position Position Position Position Position Position

Score
A
B
C
D
Total 100
ACRI Matrix Worksheet

Role A Role B Role C Role D

Task 1

Task 2

Task 3

Task 4

Task 5
1.5 Appendix

Stakeholder Matrix Template

Keep Satisfied Manage Closely

HIGH

Power

LOW

Monitor Keep Informed

Development Objective:

Stakeholder/s Method of communication How to obtain feedback How feedback is to be addressed How to monitor issues?
 Risk management plan
Project:
Plan prepared by:
Date of plan:
PURPOSE OF THE RISK MANAGEMENT PLAN
A risk is an event or condition that can potentially have either a positive or negative effect on
a project’s objectives.

By undertaking a Risk Management analysis an assessment in undertaken in identifying,

assessing, responding to, monitoring, and reporting risks.

Following this a plan is established in relation to the risk management activities to be

performed, recorded, and monitored throughout the lifecycle of the project and provides
templates and practices for recording and prioritizing risks.

The intended audience of this document is the project team, project sponsor and
management.

RISK MANAGEMENT PROCEDURE

RISK IDENTIFICATION
Risk identification is a task that requires the project team and stakeholders, to undertake an
evaluation of the environmental factors, organizational culture and the project management
plan. Following this a Risk Management Log will be generated and updated as needed.

Risk Analysis
All of the risks identified are to be assessed in order to identify the range of project outcomes.
Qualification will be used to determine which risks are the top risks to pursue and respond to
and which risks can be ignored.

Qualitative Risk Analysis

The probability and impact of occurrence for each identified risk will be assessed by the
project manager, with input from the project team using the following approach:
Impact
 High – The risk involved has the potential to greatly impact H
project cost, project schedule or performance M

Impact
L
 Medium – The risk has the potential to somewhat impact project L M H
cost, project schedule or performance Probability
 Low – The risk involved is likely to have a limited impact

Risks that fall within the RED and YELLOW zones will have risk response planning which
may include both a risk mitigation and a risk contingency plan.

Quantitative Risk Analysis

Analysis of risk events that have been prioritized using the qualitative risk analysis
process and their affect on project activities will be estimated, a numerical rating
applied to each risk based on this analysis, and then documented in this section of the
risk management plan.

RISK RESPONSE PLANNING

Any risks that are identified need be delegated to a project team member to ensure its
monitored so that risks are addressed.

One of the following approaches should be selected to address it:

 Avoid – eliminate the threat by eliminating the cause
 Mitigate – Identify ways to reduce the probability or the impact of the risk
 Accept – Nothing will be done
 Transfer – Make another party responsible for the risk

RISK MONITORING, CONTROLLING, AND REPORTING

The level of the identified risk on a project needs to be tracked, monitored and reported
throughout the project lifecycle.

In addition to this project change requests need to be analyzed for potential risks to the
project risks.

It is mandatory that Management is informed of relevant changes to risk status.

TOOLS AND PRACTICES

A Risk log also needs to be established maintained and reviewed as a standing agenda item
for project team meetings.
Risk Management Plan Approval
The undersigned acknowledge they have reviewed the Risk Management Plan for the
project.
Any amendments that occur to the Risk Management Plan need to be coordinated with
and approved by the undersigned or their designated representatives.

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:
 Level of consequences

Likelihood of risk
1. Insignificant 2. Minor 3. Moderate 4. Major 5. Catastrophic
occurring

Very Likely

Likely

Unlikely
3.1 Appendix

Meeting Agenda Template

Title:
Location:
Date:

Enter the first Start time and the time allocated for each item in table below.

Start End Time Item Contact

Total 0:00