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OD interventions case study. An employee morale problem.

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Contents
Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result Top Drag Me

Contents
Click to go to section: The organizational problem. The Organizational Development intervention they wanted. The thinking behind the design of the OD intervention. The constraints I needed to work within. The tools I decided to use in the one day workshop. The workshop design. How I used the change puzzle kit. The end result

The organizational problem.
I was called into a hospital by their HR manager. The hospital needed to improve

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4/9/2013 2:36 PM

OD interventions case study. An employee morale problem.

file:///C:/Documents and Settings/staff/Desktop/OD interventions case stud...

morale amongst its nurses. But as I spoke to different stakeholders, the issue became more complex. The HR managers told me that morale amongst nurses was at an all time low. At the same time the hospital was trying to change its culture to become more patient and profit centric.

It started off as a morale problem. But as I spoke to different stakeholders, it becam e more complex.

The matron of the hospital was concerned about the poor relationships between the nurses, their unit managers and the doctors. The unit managers were upset by the way that doctors by-passed them and shouted at their nurses. The nurses and their managers blamed arrogant doctors for the poor morale in the hospital. The CEO was concerned that the doctors, who he saw as clients and partners of the hospital, were not happy with the service they were getting. The doctors, chose to locate their independent practices at the hospital, but had the freedom to take their business to another hospital, anytime they wanted. Losing specialists to competing hospitals would affect his hospital's brand and offering - as well as its profitability. He was also tired of being the only leader in the organization, and wished that the managers would begin to take responsibility and act like leaders.

The Organizational Development intervention they wanted.
The CEO, matron and HR manager all agreed that they wanted a one-day workshop for all internal managers in the hospital. They wanted the workshop objective to be: "To help the managers to develop a common focus regarding what they would need to do as a united team, over the next 18 months."

The thinking behind the design of the OD intervention.
I knew that I had to provide far more than what they'd asked for in their workshop objective. And far more than even the problems they had briefed me on. In choosing my design for the workshop, I needed a tool that would: Build trust. Allow the managers to vent their frustrations in a way that allowed every manager to be heard. But not in a way that would degenerate into a negative gripe session about the doctors. Get the managers to see all the problems facing the hospital - not only their own problems. Get the managers out of the habit of blaming doctors or the hospital for problems that they could resolve themselves. Get them to take responsibility and begin acting as leaders. Get them to stop seeing themselves and their nurses as being victims of the arrogance of doctors, and to start seeing the doctors as important customers of the hospital. Support the move to a patient centered and profit oriented culture. Help them to identify the most important issues that they as a leadership team need to deal with. Help the managers to develop a common focus for the future. One that not only solved their frustrations, but one that...
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