Organization Development Model
- Above is an organization development model I developed for work with nonprofit human services agencies. The work is funded by the Health Foundation for Western & Central New York, The Peter & Elizabeth C. Tower Foundation & The John R. Oishei Foundation.
The model applies to any organization faced with increasing complexity & unknown or rapid change in their environment.
From the outside to the inside boundary
- Agency Value Proposition – How much did the Agency do? How well did we do it? Is anyone better off? How can we prove this?
- Program Value Proposition(s) – How much did the program do? How well did we do it? Is anyone better off? How can we prove this?
- Manager => Employee Value Proposition(s) – How much did the manager do? How well did they do it? Is anyone better off? How can we prove this?
- Infrastructure Development – Project Management Skills; Managerial-Leadership Skills; Team Development; Organization Design; Outcome & Value Based Language; Business Development
- Focused Staff Development – Clear Goals,s Roles, Procedures; Right level of work; Working to full capacity; Engagement in work
Each of these is bound and somewhat constrained by the other AND will exist cooperatively in a mutual trust-attracting process.
The boundaries are permeable. It is nested within each other, changing in response to the ‘what works and does not work’ of one boundary to the next. This is not static (mechanical. It is dynamic (organic).
I was reminded of the usefulness of working to understand the outermost boundary, ‘Agency Value Proposition, ’ while reading this on The Lean Thinker.
“One of the reasons to set a clear target condition is to get away from general ‘waste safari’ improvement efforts, and focus the improver’s attention on what must be done to get to the next level.
Without a sense of direction, it is easy for the improver to see every improvement opportunity (or none of them), and get locked up trying to find a way to fix them all.”
An early step for the company has to be defining its value proposition as a company.
- A value proposition is a brief statement of how people who do business with you are better off, plus some data to examine progress/ regress.
Understanding – How much did the Company do? How well did we do it? Is anyone better off? How can we prove this?
Then using that value proposition to create a porous boundary that can frame the value that the departments or programs offer and continual feedback of ‘what works to change and adjust the entire process. Creating a shared sense of direction.