Organization Effectiveness is expansive, Organization Development is restrictive. They are not the same thing. O.E. is about getting the right things done right to enhance performance. O.D. is about developing people to enhance productivity. They are not the same thing. — Ray Newkirk
Organization Effectiveness Mini-Courses
Focusing on the areas from which the most significant gains in productivity arise
Decomposing the primary five workplace performance factors of human performance
Decomposing the Focus factor in to its three components
Decomposing the Direction factor into its four components
Decomposing the Involvement factor into its six components
Decomposing the Communication factor into its four components
Decomposing the Processes factor into its five components
Decomposing the secondary four workplace performance factors of human performance
Decomposing the Involvement Competence factor into its four components
Decomposing the Work Planning factor its four components
Decomposing the Work Performance factor into its three components
Decomposing the Work Environment factor into its six components
Examining Organization Effectiveness as an alternative model to organization performance
Examining organization Effectives from formative perspectives
Connecting Organization Effectiveness to the popular organization redesign methodologies
Connecting the Organization Effectiveness Model to the business redesign methodology
Using the Organization Effectiveness Model to gain Customer Service excellence
Reinforcing continuous learning and improvement practices
Investigating the Organization Design Model as an alternative performance building model
Focusing the pace of technological change to gain leverage
Focusing the social architectures to impact individual workers
Focusing the social architectures to impact individual leaders
Focusing the social architectures to impact individual organizations
Implementing the horizontal business architecture
Ensuring that stakeholder participate adequately in the process
Following a proven model of performance improvement
Becoming a human activity systems thinker
Describing the different types of system
Determine Human Systems from other systems type
Describing the interactions of human activity systems
Describing the interactions of human activity systems as the four core operations of team behavior
Employing the Principle of Marginal Control, from Polanyi, 1966, to describe the impacts of lower levels boundaries on systems operations
Using the control of the four core operations to describe the nature of teams
Using dimension types to describe the four kinds of less intense teams
Using dimension types to describe the four kinds of highly intense teams
Describing the nature of the team as complex
Including the characteristics of choice when describing the nature of teams
Describing the definitive characteristics of teams to conform to the methodologies that enhance them
Using the systems location along the continuum of dimensions to determine the nature of the team according to Banathy, 1979
Describing the appropriate system according to their dimension types
Describing the appropriate system as a balanced system
Describing a team as a contrived human activity system
Describing a team as a social system contrived by an observer from a transphenomenal field
Describing the team as an embedded system which is itself a part of an embedded environment
Remembering that the purpose for the existence of the team is to fulfill the requirements of its environment
Describing the transformations that occur as the various subsystems perform specialized functions to meet the defined goals
Employing the Most Commonly Used Organization Performance Models
Investigating the Most Commonly Used Human Systems Models
Studying the Various Organization Performance Models
Designing an Approach for Using the Organization Performance Models Professionally
Classifying the Organization Performance Models
Classifying the Models According to System Type
Excelling at Communicating with Clients
Communicating Well By Listening Well
Communicating as if the Client’s Success Depends on It
Assisting clients with Improving Their Communications Process
“Some things change daily. Some things change slowly, taking centuries to become visible. Some truths are enduring and others change. If truth and context are coupled, what changes first, the truth or the context? Can a context change but a truth endure forever? Something to think about, always.”
— Ray Newkirk