The Blog of Terrence H. Seamon for posts about change, transition, leadership, and Life
Using ADDIE in OD
A long time ago, someone came up with ADDIE for ISD. I'd like to recommend ADDIE for OD.
Let me translate that into English for you.
ISD stands for Instructional Systems Design which is the field of practice where experts in industrial training create sound, performance-based courses for topics such as safety, quality, and power plant operations. ISD is pretty hardcore.
I first encountered ISD when I entered the field of Training and Development (aka T&D) as a training specialist at nuclear power plants over thirty years ago.
A process framework that Instructional Designers were using at that time, was known as ADDIE. It's an acronym for a 5-phase systematic process approach to training.
ADDIE stands for Analysis, Design, Development, Implementation, and Evaluation. Pretty cool, if you ask me. [I know. This officially makes me a nerd. But as a confirmed INTP, I like things such as ADDIE quite a bit.]
(For more on ADDIE, see this page on Don Clark's website.)
Some years later, it occurred to me that ADDIE is good for more than just training programs. In a brainstorm flash, it came to me that ADDIE describes the work of a consultant, including Organization Development (OD).
The other day, a connection on LinkedIn commented that she encountered ADDIE as a change management tool in a course on Organizational Change.
Yes! I replied. That makes sense to me.
As a student of David (Designing Organizations for High Performance) Hanna, I have long thought that ADDIE could capture quite well the steps in an OD process:
Assess the current organization - Organization development starts with assessment. With asking questions. With gathering data. With forming a team. Methods such as SWOT can be used at this stage.
The output of this stage is a complete assessment of the current organization, including its strengths and its improvement needs.
Design the improved organization - The design step is the visionary step, where the desired organization is envisioned, described and captured somehow in words (and pictures perhaps). The OD method of Appreciative Inquiry (aka AI) can play a part here as the team dreams about the desired state.
The output of this stage is a set of goals for the transformation of the organization.
Develop the action plan for bringing about the improvement - Next the vision and goals are translated into the action steps that will be carried out. Work is assigned. The schedule is laid out, along with the resources needed. All this so that the journey can begin from where we are now to where we want to be.
Implement the action plan - The work begins. The first steps are taken. Progress checks are held. Updates are provided. Coaches assess and intervene to assist and support individuals and teams toward success. Accomplishments are recognized and celebrated.
Evaluate the outcomes - When key milestones are reached, evaluation kicks in to determine How the organization is doing vis a vis the goals of the transformation.
Throughout the five phases of ADDIE for OD, a core transformation team provides the steering, the spark of faith, and the continuity needed to see it through.
The OD consultant, much like a humble sherpa, guides, inspires, counsels, and on occasion provides the kick in the pants that the organization may need during the change journey.
Addendum: For those wondering about Organization Development...An organization is the people. Take the people away and what do you have? Nada. So OD is about people.
The people who work within an organization have roles to play and relationships to manage. They have internal and external customers to satisfy. They have work to do, expectations to meet, and results to deliver. All of which is happening in the midst of ever-changing conditions.
What OD does is help the people to change. Change, as Charles Handy once wisely said, is another word for learning. So OD is about learning and change.
In organizations, people are working in coordination with other people. So the team is the basic unit of focus. OD therefore is about teams and team building.
Stepping back, an organization has numerous teams. These various teams are part of the process (what we do here) and culture (how we do it) of the organization, doing their functional part (e.g. sales, IT, finance, HR, operations etc), interacting with other teams, hopefully well coordinated and aligned around the goals of the organization. This bigger picture we call "the system."
And that is also what OD is about.
Terrence Seamon has been enjoying a long run in the fields of Training and Organization Development. Follow him on twitter @tseamon.
Serving customers is one of the most challenging jobs out there. You need to be a good listener, an effective communicator, a calm conflict mediator, and an analytical problem solver all rolled into one. You must be very organized and have infinite patience. Plus you need to wear a sunny disposition even on days when you don't feel like it.
Many have endeavored to capture the key ingredients in customer service, so I have decided to throw my hat into the ring as well.
I call my approach Customer Service With HEART:
H = Help and Hear - You are there to Help the customer. Plain and simple. And the first (and most important) thing you do is listen. Hear the customer fully before responding. This may be the toughest part of listening. We have to make the choice to listen, especially when we are busy, preoccupied, stressed, and distracted. When you focus on the Other, pay attention to What is being said, as well as What is not being said. This includes the non-verbal signs the person i…
Continuing with some additional tips for members of a Board and the executive team that want to have a positive impact on the culture of their organization, here are some ideas for the next phase of the process.
4. Use your Imagination - The poet once said "Nothing happens unless first a dream." Leaders, What is your dream for the culture of your organization? Imagine it at its best. What are the values? What are the actions? What are the outcomes?
5. Gather the System - With a nod to Marv Weisbord who gave us the maxim "Get the whole system in the room," leaders should extend an invitation to all the members of their organization, as well as all key stakeholders, to join in the process started in point # 4. Get everyone's imaginations activated.
Get people into groups. Equip each group with flipcharts, markers, and facilitators. Give them the "green light" to unfetter their thinking about how great the organization can be.
Have you ever read The Screwtape Letters by C. S. Lewis? It's a little book about a junior level Devil who is being mentored by his uncle, a more senior Devil named Screwtape, on the ways to tempt and entrap a human soul.
In the spirit of Lewis' classic, here are some fiendish tips from another Devil on some of the worst ways to lead people through organizational change.
"Off with their heads" - In an M&A, make the first order of business a massive blood-shedding. Immediately eliminate all the old management that could threaten or block progress.
"Ram it down their throats" - At the first Town Hall meeting, make it crystal clear that "it's a new day" whether you like it or not. And you had better get with the program.
"You people suck" - Round up the "survivors" of the downsizing and herd them into an intense indoctrination session where the facilitators belittle and demean everyone in the room.
"Leave the workfor…