OD-process or “Oh Dear” — process
Organisational development processes, or OD processes for short, are often difficult for those responsible and those involved and are therefore often experienced as “oh Dear” processes.
This is obvious, as it involves changes, new beginnings, goodbyes, uncertainties and many unanswered questions that are associated with fears about the future and the pain of change.
This cannot be completely avoided — but there are ways to minimise these difficult moments and hold truly magical and motivating sessions in an anxiety-free environment.
At Van Hoecke in Sint Niklaas, Belgium these OD processes are called ORION (ORganisatie In ONtwikkeling). Because this large sales process example involves sales, marketing and internal sales, we refer to it as the “umbrella project.” We symbolically span all areas and the customer experience should be significantly improved through professional collaboration.
The fact that ORION is also a constellation that lies on the celestial equator and is visible from both the northern and southern hemispheres is fitting. We like this additional meaning from Greek mythology, in which the human imagination wants to recognise the image of a ‘sky hunter’.
‘Sky hunter feelings’ and magic moments in the process
OD processes are orientated towards new tasks, systems, processes and people — but only a few see the emotional process of employees as a decisive key factor. Even less well known are procedures that integrate all those affected without always having to actively involve everyone. And even more surprising — and to dispel another preconception: the process does not have to be unnecessarily protracted or cumbersome.
Experienced emotional highlights in the Umbrella process:
- Both managers and employees talk openly about their wishes for change and manage to discuss the pros and cons of different development directions together with the necessary reference to reality.
- The actively practised transparency is full of energy, unites people, brings strengths to light, allows weaknesses to be recognised and brings clarity that noticeably welds people together. This helps the individual and, above all, the company to progress substantially and has a stabilising effect at the same time.
- It is fascinating to see how ballast falls away from each individual, expectations normalise and those involved identify themselves anew.
- The “oh Dear” moaning is completely gone; instead, there are lively discussions about the necessary learning and implementation steps in day-to-day operations.
We talk about magical moments when we create the ground needed to develop and retain good people and the organisation moves to the ‘next level’.
And what is the magic formula?
‘…every beginning has its magic’ (Hermann Hesse)
- Reliable information is the stabilising measure of trust in the process from start to finish.
- Voluntary participation allows everyone involved to determine the extent and degree of influence on the development themselves.
- The clear framework of trust is established at both a factual and personal level before the start and the rules of the game are known to everyone.
- Consistent transparency provides orientation at all times and assumes a co-decisive, steering function.
‘… what you plant now will harvest later (Og Mandino)
- A real energy boost in the form of a spirit of optimism.
- The all-important identification of those affected with the steps towards change and thus the awareness of being part of the solution.
- The process is intense at all levels and promotes togetherness and team spirit.
- As the development options become apparent, the initial uncertainty increasingly gives way to an openness to the new perspectives.
The formula — common sense in action
Information x voluntariness x framework of trust x transparency = energy x identification x togetherness x perspectives
