Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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However, usually this does not help - because the actual reasons <strong>for</strong> subst<strong>and</strong>ard per<strong>for</strong>mance are<br />
not small salaries. The salary scale is often just another example of a pseudo-problem. As we see<br />
now, underst<strong>and</strong>ing a problem may change during the course of a <strong>for</strong>ce field analysis. And this is<br />
good, because things under consideration at this stage are much more specific, practical, <strong>and</strong><br />
doable. Often, the initial underst<strong>and</strong>ing of a problem is altered, <strong>and</strong> the definition of the root<br />
controllable factors can be corrected.<br />
Another technique that is worth using (actually, as a part of <strong>for</strong>ce field analysis) is called<br />
stakeholders’ analysis. Human factors are crucial <strong>for</strong> most projects. Listing those who will support<br />
the implementation of a given trajectory, because it is favourable <strong>for</strong> them <strong>for</strong> one or another<br />
reason, <strong>and</strong> those who will create trouble because the path of action or its anticipated results are<br />
not good <strong>for</strong> them, is useful <strong>for</strong> planning corresponding communications that will increase support<br />
<strong>and</strong> reduce resistance. It is very important to note that real supporters may not be your friends, or<br />
those who are smart, or kind, etc. – <strong>and</strong> those who will act against are not necessarily stupid or illmannered<br />
people.<br />
Stakeholders, as any other factors, may be more or less significant <strong>for</strong> any given trajectory, <strong>and</strong><br />
more or less flexible in the h<strong>and</strong>s of a manager. Stakeholders’ analysis allows making a rational<br />
choice - <strong>and</strong> not wasting too much time trying to convince those who are already supporters how<br />
good the idea is, or repeating non-relevant arguments to opponents who are being asked to<br />
compromise or sacrifice. However, the most important stakeholders are those who are influential,<br />
but have no any special interest in the project; it is easy to influence them. Such stakeholders may<br />
be present at a point of bifurcation. When he or she says ‘yes’ – this ‘yes’ weight a lot. If he or she<br />
says ‘no’ - just because opponents were first to address him or her – the project may be ruined.<br />
All relevant factors are changing in time, in relation to or without relation to the implementation<br />
process. The balance <strong>and</strong> sum vector will be different at each new moment. When the actual<br />
l<strong>and</strong>scape <strong>for</strong> development looks like mountains – it is considerably easy to <strong>for</strong>esee <strong>and</strong> plan all<br />
necessary actions going <strong>for</strong>ward. But the l<strong>and</strong>scape may look like a stormy sea – then longer-term<br />
planning may not make sense – then only trial <strong>and</strong> error heuristics remain.<br />
In many cases it is reasonable to manage implementation as a project. As defined by ISO9000 a<br />
project is a ‘unique process, consisting of a set of coordinated <strong>and</strong> controlled activities with start<br />
<strong>and</strong> finish dates, undertaken to achieve an objective con<strong>for</strong>ming to specific requirements, including<br />
the constraints of time, cost <strong>and</strong> resources’. An ‘action plan’ is often seen as something on paper,<br />
a project is normally associated with certain organizational arrangements (a project team,<br />
authority, resources, etc.), which is often well justified.<br />
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