Once the ball is rolling, and the motion is smooth, employees start to take ownership of their success and failures, giving rise to consistency in performance. Stability steps down, and performance becomes the prime focus
Fremont, CA: Development without change is inevitable, and change is often followed by chaos. Corporates that implement organizational development undergo a rapid transformation during its different phases, which also include periods of chaos. However, this chaos often goes on to form the foundation for companies to stabilize operations and higher levels of performance, given they do not allow the chaos to engulf the company, immobilizing its services. Given the context, chaos is often necessary for the growth and survival of an organization, which could otherwise result in stagnation.
As the word suggests, this phase of organizational development results in disorder. Rightly nicknamed the firefighting stage, ch
aos makes all employees in an organization run around, from the highest level of executives to the junior-most employees, putting out fires of all kinds. Operations are mostly driven by problems, as employees tend to react to situations rather than enacting them. While this may be a useful strategy over a short period, it could be detrimental to long term growth and success. While the intentions might be right, there is a lack of commitment, follow-through, and know-how for the staff to unite and take necessary actions. This stage often calls for informal routines and processes to compensate for the lack of clarity on procedures and accountability.
Once the firm stabilizes operations and creates order, goals and directions become consistent, policies and procedures become more defined, and an organization structure starts to emerge. Predictability and control are the key features of this stage of organizational development. Compliance is king. This stage often stifles innovation, which, in turn, gives rise to staff buying into the company, giving rise to unity. As expectations and procedures get clarified and streamlines, employee satisfaction increases.
Once the ball is rolling, and the motion is smooth, employees start to take ownership of their success and failures, giving rise to consistency in performance. Stability steps down, and performance becomes the prime focus. Staffs begin to focus more on the mission of the company rather than continually solving problems or policing procedures. This promotes an eye for innovation and increasing efficiency. Company goals are now looked upon with a long term outlook. The success in the implementation of organizational development can be seen when the focus shifts from monthly sales to quarterly or annual sales, eventually growing into several years ahead.