For the past several weeks, work has been progressing on the production of a special, OD-themed edition of the online journal e-Organisations and People (e-O&P). This has been put together in recognition of the upcoming 20th Anniversary of the formation of the OD Innovation Network (ODiN), which I helped to found in 1999 and for which I have organized the meetings since 2005. ..
Occasional food for thought, updates, and other snippets about the wiggly world of organization - and Chris Rodgers Consulting Limited…
The Company's "Management in Five Acts" graphic features in a new book by the University of Hertfordshire's Head of Leadership and Organisational Development, Kevin Flinn. Entitled Leadership Development - A complexity perspective, the book presents a radical challenge to conventional leadership development methodologies. In a welcome contrast to the usual offerings, Flinn presents an approach rooted in people's everyday lived experience of organizational life. ..
I recently attended a meeting to discuss some emerging ideas on leadership and performance in the public sector. At one point, the topic of “best practice transfer” arose. This was unsurprising, given that this features in most of the high-profile enquiry reports that have been produced over recent years in the wake of perceived failures in practice. The seemingly common-sense argument is that processes, systems, and procedures that are perceived to be successful in one part of an organization should be sought out and implanted elsewhere, to transform the performance of others faced with similar challenges. ..
In Informal Coalitions, I mentioned the oft-quoted statistic that upwards of two-thirds of planned change programmes end in failure. In this case, I used Breaking the Code of Change, edited in 2000 by HBS professors Michael Beer and Nitin Nohria, as the source of the claim. ..
To make strength productive is the unique purpose of organization. It cannot, of course, overcome the weaknesses with which each one of us is abundantly endowed. But it can make them irrelevant. Its task is to use the strength of each man as a building block for joint performance. ..
Conventionally, "performance management" systems focus on the so-called ‘people management’ bits of the overall process, with a heavy emphasis on numerical target setting, formal assessment of performance against targets, and the comparative rating and ranking of individuals for payment and/or other purposes. However, the underlying dynamics of performance mean that the results achieved by individuals are heavily influenced by several other factors, including: ..
I was reminded recently of a meeting I attended some 25 years ago, in the run-up to the privatisation of the UK Electricity Supply Industry. It was a regular get-together of a working group that had been set up to look at the new organizational practices required to operate effectively in the soon-to-be-competitive power generation market. ..