The problem can only be described by those immediately experiencing it. Those closest to the problem also are closest to the solution. It is imperative to center these people, not those in leadership usually far removed from the actual situation or process of concern. Elevating the voices of the usually marginalized employee should be a priority for every OD practitioner. Their contribution should be prioritized, and heavily influences the uptake of improvement interventions.

As you do the steps indicated above, it allows you to become more knowledgeable and refine the scope to a more narrow lens. To further define the problem, you should lead with curiosity. You can ask questions based on data, procedures, and/or inputs, such as: - how often does this occur? - when does it occur? - why does it occur? - where does it occur? You should then be able to start putting together a more clear picture of the problem and supporting statements.

Selecting the optimal intervention for an organizational problem involves a systematic approach. Start by defining the problem clearly, then assess potential interventions based on their alignment with organizational goals, resources required, feasibility, and anticipated outcomes. Conduct thorough research, considering past successes and industry best practices. Engage stakeholders to gather diverse perspectives and ensure buy-in. Prioritize interventions that offer sustainable solutions and address root causes. Pilot testing can validate effectiveness before full implementation. Ultimately, the best intervention is one that fits the unique context of the organization and promises the greatest positive impact on the identified problem.

Identifying desired outcomes is crucial for ensuring that interventions align with organizational goals and deliver tangible benefits. 🎯 Use SMART goals to set clear, measurable targets, and logic models or theory of change to map out the path to success. 🛤️ This not only keeps everyone on the same page but also boosts stakeholder buy-in by clearly linking outcomes to the organization's vision and strategy. 🌟 Communicating these outcomes effectively can transform stakeholder engagement and drive collective effort towards achieving them. 🚀

Using business process flow maps, you can document the current state. This allows stakeholders and influencers to see and understand the big picture with the smaller steps that create the outcome. Your next step is to examine and analyze the process flow to understand the bottlenecks, loopholes, questions, and steps. You should be able to give into these areas to propose improvements to the flow and test the results. After conducting the theory, you can document the new future state process. Identify an owner to monitor and manage the work. As they see normal and outliers, examine them to confirm you are meeting the expected service levels.

Referencing the ADKAR model, when there is an Awareness for an improvement of a specific area in an organisation, this will therefore define the SMART goals to be developed and the planned outcomes which are desired to strengthen the issues identified.

This is an example of when Change Management is truly applied via surveys, engagement, and training deliverables. Via polling or other qualitative/quantitative methods, you use that data to help measure influence. You can also leverage stakeholders engagement with dialogues and listen ing to their voice. Training content and communication is where you build ability to learn new habits and unlearn old habits for adoption.

Start by clearly defining the problem and analyzing its root causes. Conduct a readiness assessment to evaluate leadership support, cultural readiness, and employee engagement. Evaluate organizational capacity: financial, human, technological resources, skills, and infrastructure. Perform a needs assessment through surveys, interviews, and a SWOT. Ensure the intervention aligns with organizational goals. Evaluate potential impact. Identify risks and develop mitigation plans. Conduct small-scale pilots to test the intervention’s feasibility. Finally, establish KPIs and feedback loops for continuous monitoring and improvement. This comprehensive approach ensures effective and appropriate interventions for addressing organizational problems.

This third step should in fact be the fourth. And the listed 4th step - looking at the interventions - should be the 3rd. Why? Well you can only assess the organisational readiness when you know what (the range of interventions) it is being considered against. The 5th step follows, as in choosing the best course of action having decided how ready the organisation is to execute it.

The initiative is not in itself the solution. The solution lies on the directed action of the collective who initiate change with clarity over implementation, iteration of relevant steps and measurement while maintaining a degree of flexibility over adjusting the course if needed. Change becomes sustainable when it is centred around collaborative system thinking that focuses on shared value creation. Moreover, it requires relevant metrics to evaluate change impact against agreed outcomes through a combination of milestones and sprints mapped out as part of the change program.

The most important step here, in my mind, is communicating the why to stakeholders in the selection process. This includes data, pros and cons for each, and again, “why” you believe your selected intervention is the best for the situation. Additionally, talking to the stakeholders and getting their takes on this, including them, and working out any fears that they may have, so that they also come to—if not agreement—then an understanding of why you’re doing what your doing is paramount. Once that trust is built, the fears assuaged, and the “why” provided, you should see more buy in and less pushback from stakeholders. That buy in is 100% key in the success of any intervention.

To choose the best intervention for a specific organizational problem, I first conduct a thorough diagnosis to understand the root causes. This involves gathering data through surveys, interviews, and observations. Next, I evaluate potential interventions based on their relevance, feasibility, and alignment with organizational goals. I also consider the impact on employees and stakeholders. Finally, I pilot the intervention, gather feedback, and adjust as necessary before full implementation.

Apply PDCA, the so called Deming cycle of Plan Do Check Act. Agility here is key, being able to assess what is working and adapting as you go. Nothing happens in a vacuum.