What are the different ways of delivering OD?
Within the context of leading and developing people, Organisational Development (OD) delivery is mainly focused on enhancing the effectiveness of personnel and leadership within an organisation (Cummings et al., 2014). This involves transferring knowledge and skills and cultivating a culture that supports continuous improvement and adaptive leadership.
One approach is through leadership development programmes. These programmes equip current and future leaders with the competencies to navigate complex organisational changes and inspire their teams to achieve strategic goals, often including training on emotional intelligence, strategic thinking, and people management (Day et al., 2014).
Mentoring and coaching are also pivotal in leadership. They provide a supportive environment where leaders can gain insights into their behaviour and its impact on others, thus promoting greater self-awareness and improving their ability to mentor and develop their teams (Hezlett & Gibson, 2007).
Moreover, delivering OD can involve fostering a culture of collaboration and empowerment. Initiatives such as cross-functional projects and team-building exercises can help mitigate silos and encourage a more cohesive approach to problem-solving and innovation. These activities enhance team dynamics and reinforce the importance of collective leadership and shared responsibility (Avolio & Hannah, 2008).
In addition, action learning projects, where leaders work on real-world problems in real time, can be practical OD strategies. These projects help leaders practically apply new concepts and skills, leading to more effective learning and development (Ely et al., 2010).
Finally, feedback mechanisms such as 360-degree feedback can be integral to OD. They provide leaders with critical insights into their performance and areas for improvement, enabling a culture of open communication and ongoing development (Dragoni et al., 2009).
References
- Avolio, B.J., & Hannah, S.T. (2008). Developmental readiness. Consulting Psychology Journal, 60(4), 331—347. https://doi.org/10.1037/1065-9293.60.4.331
- Cummings, T.G., Worley, C.G., & Donovan, P. (2019). Organisation development and change (2nd ed.). Cengage Learning.
- Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E., & McKee, R.A. (2014). Advances in leader and leadership development. The Leadership Quarterly, 25(1), 63—82. https://doi.org/10.1016/j.leaqua.2013.11.004
- Dragoni, L., Tesluk, P.E., Russell, J.E. A., & Oh, I. (2009). Understanding managerial development. Academy of Management Journal, 52(4), 731—743. https://doi.org/10.5465/AMJ.2009.43669936
- Ely, K., Boyce, L.A., Nelson, J.K., Zaccaro, S.J., Hernez-Broome, G., & Whyman, W. (2010). The utility of executive coaching for advancing leadership development. The Leadership Quarterly, 21(1), 509-529. http://dx.doi.org/10.1016/j.leaqua.2010.06.003
- Hezlett, S.A., & Gibson, S.K. (2007). Linking mentoring and social capital. Advances in Developing Human Resources, 9(3), 384—411. https://doi.org/10.1177/1523422307304102
Does HR take the lead in OD, or could it be a multidisciplinary approach?
The relationship between Human Resources (HR) and Organisational Development (OD) is complex and nuanced. While HR has traditionally been seen as the custodian of an organisation’s human capital, its role in OD can vary significantly across different organisational contexts. It is essential to recognise that OD is a field dedicated to improving organisational performance and individual development through change management and interventions that enhance the effectiveness of an organisation’s systems (Cummings et al., 2019).
Some scholars argue that HR should take the lead in OD because of its strategic position within the organisation and its understanding of human dynamics (Lawler & Mohrman, 2003). HR professionals are often perceived as having the requisite skills to identify the need for change, design interventions, and facilitate the change process. They are also well-placed to align OD initiatives with the organisation’s strategic human resource goals, ensuring that any changes support the overarching objectives of the business (Wright & Snell, 1998).
However, OD is inherently multidisciplinary and may benefit from drawing on various perspectives and skill sets. For instance, incorporating insights from psychology, sociology, and business management can provide a more holistic approach to organisational change (Ancona & Caldwell, 1992). This multidisciplinary approach can help ensure that OD interventions are well-rounded and consider the various facets of organisational life.
Moreover, collaboration between HR and other disciplines can foster a culture of shared responsibility for OD, which may lead to more sustainable and effective change. Leadership at all levels of the organisation, in addition to HR, needs to be engaged in OD efforts for them to be genuinely transformative (Yuki, 2019).
References
- Ancona, D.G., & Caldwell, D.F. (1992). Bridging the boundary. Administrative Science Quarterly, 37(4), 634—665. https://doi.org/10.2307/2393475
- Cummings, T.G., Worley, C.G., & Donovan, P. (2019). Organisation development and change (2nd ed.). Cengage Learning.
- Lawler, E.E, & Mohrman, S.A. (2003). HR as a strategic partner. HR. Human Resource Planning, 26(3), 15—29. https://www.proquest.com/trade-journals/hr-as-strategic-partner-what-does-take-make/docview/224577317/se-2?accountid=14565
- Wright, P.M., & Snell, S.A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. The Academy of Management Review, 23(4), 756—772. https://doi.org/10.2307/259061
- Yukl, G. (2019). Leadership in organisations (9th ed.). Pearson.
