Organization Change System
The roles defined in this Section apply to large complex organizations. In smaller organizations a single individual may be responsible for several roles concurrently, however.
Table of Contents
A. Quality of WorkLife Consultants
1. Client Lead
2. Intervention Team Lead
3. Team Anchor
4. Team Support
5. QWLC CapacityWare Administrator
B. Change Architects
1. Sponsor Champion
2. Sponsor Team
3. Organization Developer
4. Sponsor CapacityWare Administrator
C. Change Agents
1. Client Champion
2. Executive Team
6. Client CapacityWare Administrator Assistants
7. CapacityWare End Users
D. General Organization Population
1. Active Participants
2. Passive Participants
3. Resistive Participants
E. Outside Populations
3. Family Members
5. Stakeholder Organizations
CapacityWare Task Index
A. Quality of WorkLife Consultants.
Quality of WorkLife Consultants is a classical organization development and information technology company specializing in measuring and developing an organization's cultural capacity. Quality of WorkLife Consultants is also the "title" attributed to fully-trained change agents who assist in implementing this Organization Change System either as external consultants or internal consultants.
1. Client Lead.
a. Role Description. The Client Lead is primarily responsible for interacting with the Sponsor Champion and Client Champion. This role includes all aspects of keeping these key decision-makers informed of the status of the change effort and insuring their satisfaction with progress. The Client Lead may not be qualified to lead complex interventions. The Client Lead and Intervention Lead are often the same person.
b. Skill Summary. The Client Lead is well suited to organization development activities yet may not be a day-to-day practitioner. The Client Lead is familiar with the capabilities of CapacityWare and is able to navigate the main menu structure but is not expected to know applications details.
2. Intervention Team Lead.
a. Role Description. The Intervention Team Lead is the final on-site intervention authority. He or she will have final decision-making authority over event design, design implementation, and on-site implementation qualifications as necessary to meet or exceed client outcomes. The Intervention Team Lead is also responsible for developing Technology to continuously improve intervention effectiveness.
b. Skill Summary. The Intervention Team Lead is fully knowledgeable of CapacityWare capabilities and uses the system to design strategies and document progress. He or she is also full certified for the type of interventions engaged and is fully knowledgeable of the Technology used during those interventions. Under normal conditions the Intervention Team Lead dominates the group presentation/facilitation environment.
3. Team Anchor.
a. Role Description. As the principal "recorder" for the group, the Team Anchor also serves as the Technology track coordinator by assembling and managing the literature inherent in intervention events. In addition, the Team Anchor transcribes and distributes charts following the intervention event and tends to event record keeping.
b. Skill Summary. The Team Anchor understands the Technology to be used with each type of intervention event, and is thoroughly familiar with CapacityWare capabilities relative to strategy formulation and event processing. The Team Anchor has an added role to be the primary manual file custodian for the intervention team.
4. Team Support.
a. Role Description. Team Support activities include but are not limited to intervention events. Although there is a responsibility to respond to Team needs, the Client Lead may also have requirements that demand attention from the Team Support person. In addition, the Support person will interact with in-client Coordinators and Facilitation Teams to assure continuity between internal and external activities.
b. Skill Summary. The primary skills are administrative in nature in support of all client involvement. CapacityWare support often includes data entry, and the production of various output reports required by the intervention team, the Client Lead, and members of the client organization. The Support person also manages schedules, and manages the variety of resources needed in the event production situation.
5. QWLC CapacityWare Administrator.
a. Role Description. The QWLC CapacityWare Administrator is the "hub" of information flow about the system and its capabilities at QWLC and for CapacityWare Administrators and their Assistants within all client organizations. This individual is the primary conduit between users needs and programmers who make those needs come to life. The QWLC CapacityWare Administrator is the source for all activation keys, and funding flow between clients and QWLC for "counter" renewal.
b. Skill Summary. The QWLC CapacityWare Administrator knows everything about the full functionality of CapacityWare and is able to explain that functionality to users under the most adverse conditions.
B. Change Architects.
The architects of change are the most senior people in any organization. The top executive suites, or even members of the Board, make up this group. Specialists that include, but may not be limited to, the internal organization developer and Sponsor CapacityWare Administrator often augment the top leadership.
1. Sponsor Champion.
a. Role Description. The Sponsor Champion is the highest executive authority in the organization. This individual must sanction the involvement of the external consulting team and support a long-term commitment to change the organization's culture. Although not normally a visible figure, the Sponsor Champion will include supportive statements in corporate materials and carefully watch return-on-investment calculations to be certain that financial commitments are in line with expected returns.
b. Skill Summary. The Sponsor Champion has been exposed to organization development methodologies, even if not by that topic/name through a variety of leadership and top management learning events. Many, however, may not be aware of the organization development domain specifically or aware that cultural capacity development is part of that domain. Exposure will be through the leadership discipline mostly. There is no required depth for senior leadership to interact with CapacityWare as a End User. Most interactions will likely be through hard-copy documentation provided by the Organization Developer or Sponsor CapacityWare Administrator.
2. Sponsor Team.
a. Role Description. The Sponsor Team normally consists of the direct reports to the Sponsor. This Team must be aware of the project and supportive of it as they interact with those across the line-of-authority in the organization. When possible, they ought to be able to make connections between the project and other on-going organizational programs that might optimize results.
b. Skill Summary. Some members of the Sponsor Team are more likely than others to be aware of organization development methodologies. Familiarity with CapacityWare need not be direct, as this group will probably rely on QWLC or on the internal Organization Developer for assistance. Positive reinforcement of progress toward organizational goals ought to be common at this level rather than mechanics of how to use the system. There may be those on the Sponsor Team who desire to have Desktop familiarity with the system.
3. Organization Developer.
a. Role Description. The internal Organization Developer is normally either a direct report to the Sponsor Champion or is in a special position of influence with the Sponsor. The internal Organization Developer fully coordinates organization development efforts across the organization channeling emphasis and resources to those with the highest priority needs. The internal Organization Developer has responsibility for primary overall interaction with the QWLC Team, and with Coordinators across the organization.
b. Skill Summary. The internal Organization Developer is an accomplished practitioner, although exposure specifically to QWLC's Technology may be limited at first. Exposure to other related technologies will likely have been significant, however. CapacityWare familiarity will begin with fundamental uses and expand quickly to complex problem identification and solution-strategy development. Skills at using CapacityWare will not be arms-length. The Organization Developer will be fully conversant on the system, although may require some assistance on rarely used features. In all likelihood, this individual will be of great assistance in proposing new features to meet the demands of the client organization based on known vision.
4. Sponsor CapacityWare Administrator.
a. Role Description. The Sponsor CapacityWare Administrator has unparalleled access to information across the entire client spectrum. Although there must be an unquestionable loyalty to anonymous information, there must also be a balance with the kind of information the Sponsor may need to make informed decisions about the capacity of the organization. The Sponsor CapacityWare Administrator and the internal Organization Developer share a special relationship. The Sponsor CapacityWare Administrator is a critical conduit of information, linked for this purpose with the QWLC CapacityWare Administrator.
b. Skill Summary. The Sponsor CapacityWare Administrator in the most knowledgeable in-client resource on the mechanics of CapacityWare. If assistants are identified below the Sponsor level in the organization (large complex organizations are likely to have trained assistants throughout the organization) then the Sponsor CapacityWare Administrator would be an immediate "how to…" resource. This individual would work directly with the QWLC CapacityWare Administrator in resolving system issues that arise.
C. Change Agents.
Within the client organization, change activities are more intense. At this level change agents are apt to be involved in aggressively shifting the organization's culture on a daily or certainly weekly basis. Change Agents have committed to activities that will bring about a positive change for their organizations in some way.
1. Client Champion.
a. Role Description. The Client Champion is in an active role to make things happen in the organization. He or she can make implementation decisions that slow down the change effort, or accelerate it. They must be visible in the change effort so that followers can determine if they are just "talking the talk," or if they are struggling with "walking the talk" along with them. The Client Lead and the Intervention Team Lead are responsive to the Client Champion as intervention event designs are developed and implemented.
b. Skill Summary. The Client Champion would have a "hands on" mastery of organization development methodologies and a desk top familiarity with CapacityWare. The system would be used on a regular basis to identify potential problems and query for possible solutions. Tracking results in specific areas of interest would be routinely accomplished by the Client Champion.
2. Executive Team.
a. Role Description. The Executive Team is comprised of those individuals who are direct reports to the Client Champion. The vigorous implementation tempo engaged by this team will have a direct bearing on the success of the change effort - perhaps even a greater impact than the Client Champion. The Executive Team normally determines who gets advanced in the organization structure and therefore holds the primary key to any change initiative.
b. Skill Summary. The Client Champion's direct reports would have a "hands on" mastery of organization development methodologies and a desk top familiarity with CapacityWare. The system would be used on a regular weekly basis to identify potential problems and query for possible solutions. Tracking results in specific areas of interest would be routinely accomplished at this level with both organizational input and locally initiated metrics as well that would normally include periodic 360o Feedback routines.
a. Role Description. Those who have legitimate authority in the organization, to approve or not approve, often set the front-line priorities that comprise most of the work to be done in the organization. By setting and enforcing these priorities, the line-of-authority group will either insure a successful change initiative of cripple it completely. The line-of-authority is clearly the most difficult role of all in the change effort and cannot be ignored. They are normally held directly accountable for short-term production, which is often not on par with long-term change performance.
b. Skill Summary. Individuals responsible for hiring, promoting, and assigning tasks to subordinates would use this system on a recurring basis as decisions mandated "smarter" solutions. Engaging Technology solutions at the front-line would also involve "e-Coaching" using CapacityWare to optimize the use of valuable human resources close to the customer and close to the real work of the organization.
a. Role Description. Coordinators are distributed across significant organization boundaries in order to serve as a connection between those who are managing the change efforts and those who will be expected to implement intervention events. Coordinators are the primary conduits for information concerning change-oriented events deep into the organization structure and a first line for information distribution among Change Agents and the general population of the organization being served.
b. Skill Summary. Coordinators responsibilities are very much in administrative support areas and may not require an understanding of the Technology used. They will have to be informed of the outcomes the project desires and continuously updated on events that may impact them or members of their organization. This may mean having a working knowledge of the event file as it pertains to scheduling and attendance.
a. Role Description. Facilitators HELP the Client Champion with the change effort through a variety of tasks, not the least of which is by facilitating meetings. They also work behind the scenes in designing events, and helping people achieve the outcomes of the change effort consistent with their level of engagement. Facilitators may fill a Lead, Anchor, or Support role on a local team, or fill all three roles commensurate with prevailing conditions.
b. Skill Summary. Facilitators will attend several comprehensive training and orientation events to prepare them for their roles. This will involve an extensive understanding of QWLC's cultural capacity change methodologies as well as some mechanics on the use of CapacityWare. Facilitators will be required to provide input to the system and help others understand how to read and interpret output.
6. Client CapacityWare Administrator Assistants.
a. Role Description. Client CapacityWare Administrator Assistants help people within their domain with CapacityWare issues: system configuration, input, output, and documentation. They do not perform these functions, rather they assist others in understanding how to perform these functions and interpret results, when appropriate. They may also provide formal orientations for newly assigned system users.
b. Skill Summary. Assistants will be required to help members of the organization with direct input from time to time, and configure and interpret results when asked.
7. CapacityWare End Users.
a. Role Description. End Users are of two varieties: those that provide input only, and those that provide input AND use the system output to assist them in making cultural capacity decisions. The role of End Users is limited to responding to specific data collection needs, and potentially, reviewing the input of others to determine the most effective courses of action.
b. Skill Summary. When available on the desktop, End Users will be required to input and extract reports to aid in the decision making process. When not on the desktop, End Users will be required to provide input via a variety of manual forms that others will input to the system.
D. General Organization Population.
In addition to those who are directly involved in the change process, there is the larger general population of the organization to be considered. If culture is to change, this larger group must be engaged. They are the repository for culture and must be engaged in order to effectively change that culture - and the corresponding capacity.
1. Active Participants.
a. Role Description. Among the general population are those who are actively and positively involved in the change effort. These individuals may have an assigned role described above, but it is more likely that they are participating on teams as a way of exercising their influence on decisions that will ultimately impact their work lives and their lives in general. They may also be Team Leaders or be actively engaged in supporting the efforts of one or more teams by providing or disseminating information.
b. Skill Summary. Active Participants have a fundamental understanding of the impact input to the CapacityWare system has, and an understanding of how to read and interpret results. Engagement of QWLC's Technology may require that Active Participants modify their behavior and thinking patterns about the organization and how it can become increasingly successful.
2. Passive Participants.
a. Role Description. Passive participants may read literature, or attend events to obtain information about the project. They have an awareness of what the project is intended to accomplish, yet the passive participant is likely NOT to engage new behaviors or have a positive impact on shifting the organization's culture.
b. Skill Summary. None.
3. Resistive Participants.
a. Role Description. Participants who provide open resistance are often doing their organization a great service by allowing adjustments to be made to improve ultimate implementation of a new culture. When resistance is underground, however, it may well become destructive. Resistance is not therefore good or bad, but is expected in any cultural capacity change effort.
b. Skill Summary. None.
a. Role Description. Non-participation is often more destructive than resistance. The non-participant is likely not to show up for important events, likely not to participate in surveys or inventories that would otherwise provide an accurate profile of the organization's capabilities. Because the non-participant is an "unknown" entity, their impact at a critical juncture of the process may constitute a "surprise" that makes it discouraging and difficult to overcome.
b. Skill Summary. None.
E. Outside Populations.
Outside populations consist of people that are outside the organization that continue to have an influence on it. They often supply the revenue that sustains operations, the expertise to identify and solve problems that may not be available from within the structure, and they provide the needed support for workers who add value to the organization through their work.
a. Role Description. Customers exchange revenue for goods and services they need. Their role, among other things, is to provide an invaluable source of information about products and services needed now and in the future that allow the agile organization the opportunity to expand its product and service base in exahnge for enhanced revenue streams.
b. Skill Summary. There is a potential for the adoption and use of the RGB Technology at the customer level. Beyond that, customers may be asked to respond to a variety of short and focused data collection forms on a voluntary basis.
a. Role Description. Vendors are partners with the organization in providing the best possible "deliverables" for fair prices, within a responsive timeframe. Vendors ought to be aligned with the organization's they serve and responsive to their needs.
b. Skill Summary. Vendors may be involved with a wide range of QWLC Technology that includes RGB and UHS applications. All involvement would be to assist the organization with developing synergy directed at the organizations Purpose, Missions, and Vision through the adoption and practice of Value Decision-making.
3. Family Members.
a. Role Description. A worker's family is often key to that individual's success. If long hours and stressful work are the norm, an employer can expect resistance from home to surface at work. To the contrary, organizations that sponsor and foster excellent work/life programs attract the best people and garner the support of family members in the process.
b. Skill Summary. There is a potential for the adoption and use of the RGB Technology at the family level.
a. Role Description. Community support for one's organization is often the difference between success and failure. Neighbors and "friends" of an organization can help it attract the best people and enhance its opportunities or they can create an abysmal atmosphere within which to operate. A community that supports employers within it reaps the benefit of that organization's success.
b. Skill Summary. QWLC's hierarchy of service (Individual, Team, Work Group, Network, Organization, Community, and Governance) indicates that members of the client organization are likely to also encounter QWLC Technology at other events. Being able to read and interpret CapacityWare products will be highly desirable.
5. Stakeholder Organizations.
a. Role Description. In a commercial village, everyone's success is influenced by others success. It is hard to separate the web of prosperity in a fully integrated community of stakeholders. The school system thrives when neighborhoods and businesses are involved. Businesses thrive when local government supports growth and nurtures expansion. Trade associations become mutually supportive when it is in their best interest to do so. Any community that buys its critical services from "outside" has little faith in its own neighbors and sooner-or-later crumbles.
b. Skill Summary. QWLC's hierarchy of service (Individual,
Team, Work Group, Network, Organization, Community, and Governance) indicates that
members of the client organization are likely to also encounter QWLC
Technology at other events. Being able to read and interpret CapacityWare
products will be highly desirable.
CapacityWare Task Index