Client History And Remediation Technology

C.H.A.R.T.

Outcome(s):
1. Know the status of ODI involvement in the client at all times.

2. Regulate the intervention or change process pace.

Method:
1. Use CHART as the failsafe single source of overview information.

2. Specify 5 categories and 26 topics that define the intervention.

Resources:
1. ODI Web site with password protected client CHART.

2. Series Map - CHART (this document).

The use of the CHART provides a means of communicating between ODI and the responsible authority (or multiple groups, at the clients' discretion) within each client organization. The Coordinator will provide a copy of this document to the Client and negotiate further distribution throughout the client organization. It will be an imperative for supervisors to know the "game plan" as it impacts workload and this document will be the source of that information.

Unless otherwise directed by the client, ODI will notify the Coordinator that the client CHART has been updated. On the ODI web site, each client CHART is password protected, as specific as possible, and sterile (void of client identity). As new information is posted to the CHART, e-mail to the client coordinator triggers a review within the client organization. This will initiate distribution within the client organization at a level consistent with the culture (subject to change as the culture changes). Ultimately, it is advantageous for everyone involved in an intervention to be notified of each update. Early in an intervention, supervisors and above need to know the current status of intervention proceedings so they can appropriately balance workload and provide emphasis in support of current priorities.

ODI reviews are conducted as client events conclude. Postings are made quickly to assure the timely exchange of vital information. The final paragraph, Paragraph Z, of each CHART update contains "next step" suggestions that may include and may be beyond the simple suggestions discussed at the event conclusion. These official next step suggestions are to be used by the client organization to establish workload priorities that incorporate capacity development activities.

The use of CHART does not replace routine communication in person, via phone, or by e-mail. CHART is to be used as a readily available (anywhere - anytime) confirmation of current status. If the information on the CHART is incorrect, the obligation exists to forward corrections directly via the CHART e-mail link.

A current version of this document can be obtained from a number of sources. The failsafe sources are behind the cover of the Series Map Manual and on the LTODI web site, within the Glossary, under CHART. It is recommended that updated copies be filed behind the cover of any ODI Library publication.

The CHART process follows a simple Series Map of its own using the following sequence.

Step

Title

Description

Outcome(s)

1

Last Event Complete

Following an event, the Team Lead (and Team) reviews significant event "conditions" having a bearing on CHART.

Determine update requirements.

2

Update CHART

Within five days following the completion of an event, the Team Lead will update appropriate CHART elements.

Update the single-source intervention guidance document.

3

Notify Coordinator

The Team Lead will e-mail the Client Coordinator that an updated client CHART is available.

Initiate the distribution and review of current CHART information across the Client system.

4

Status Review

All designated reviewers provide input to new priorities based on last event updates.

Collegial priority development and implementation.

5

Validate Priorities

Validate the new priorities with the client and ODI teams.

Consistency of approach.

6

Schedule Event(s)

Schedule subsequent events based on new priorities.

Balance workload.

7

New Event Production

Follow the Series Map for the development of new events.

Efficiency.

8

Evaluate CHART Process

Determine effectiveness of CHART process.

Optimum effectiveness.

Scope

A. Start/End Date.

The initial date that work began with this client system is registered here. The start date will not change even with an interruption of service. The end date represents the date the service agreement or contract will officially terminate even if work is expected to continue beyond that time. There may be an additional statement that amplifies this information relative to continued work of an intermittent nature beyond the official end date.

ODI is a full service organization developer. As such we serve clients across three ranges of service: continuous, project, and intermittent. Our top line service is continuous as if we were an extension of the internal staff. Normally, continuous service is covered by an "outsource agreement" and is funded by a negotiable "retainer" or monthly payment. It is the most economical arrangement for many larger clients with needs that can be forecast. Project services are often definable with a begin and end date. Intermittent services are purchased as needed. See Paragraph H - Service Level, for more information.

B. Symptoms.

List here the initial symptoms that caused the client to engage ODI services, in the client's terms. The symptoms may or may not be an accurate depiction of the "root" problem(s). Because ODI is a cultural capacity developer we recognize underlying causes for the symptoms expressed by the client in organization development terms.

Roles

C. Assigned ODI Team.

The current assigned team is listed; Lead and Anchor. If teams have changed since the beginning of the intervention, Teams and team members are listed in order with inclusive dates of service. This information provides insight as to continuity and as to intensity.

D. Sponsor, Client, and Organization Developer.

This lists the name or organization that sponsors the engagement, the name of the client, and the name of the organization developer who is the architectural point-of-contact with ODI. In some cases the qualifications of the organization developer are also referenced to clarify the level of service that individual may provide.

The client and organization developer have primary responsibility for understanding CHART documentation and designing (or approving the design of) capacity development solutions based on the information contained therein.

E. Client Coordinator.

This lists the name of the coordinator who is the administrative point-of-contact with the assigned ODI team.

F. CapacityWare Administrator.

This lists the name of the CapacityWare Administrator within the client organization.

G. Facilitators, w/MTT-RGB Certification* (Recommended Active Quantity is 10% or 50).

This section lists those who have completed capacity development training with ODI and some information about the course that they completed as well as other relevant certifications and qualifications.

Remediation Technology

H. Service Level.

There are three levels of service:

1. Continuous Systemic Service,

2. Deliberate Program or Project Service, and

3. Intermediate or Intermittent Event Service.

Normally, only Continuous Systemic Service is provided on retainer (regular monthly invoices). Retainer clients have priority among processing and regularly enjoy preferential treatment in price and services provided each month. Both Deliberate Program Service and Intermediate Event Service are delivered to non-retainer clients.

I. Level of Intensity.

Four Levels of Intensity are determined so that an appropriate strategy set can be implemented:

1. Casual,

2. Normal,

3. Urgent,

4. Emergency.

Casual intensity is used to sustain a favorable Band distribution where 80% of the population is in Bands 2 and 3. Normal intensity is used for a full Band distribution but where no potentially traumatic (shocking or stressful condition) conditions exist or are likely to exist. Urgent intensity indicates that an organization trauma has occurred or is likely to occur. Emergency intensity is used to describe conditions wherein loss of life or property are likely to occur.

J. Theme(s).

There are ten standard themes, one or more are linked to our work in all client organizations:

1. Classical Organization Development,

2. Organization Diagnostics and Metrics,

3. Leadership Development,

4. Organization Realignment,

5. Strategic Planning and Adjustments,

6. Cultural Transformations,

7. Financial Performance Improvement,

8. Project Management Team Development,

9. Major Reorganization, and

10. Merger, and/or Acquisition Assimilation.

Each theme set (a theme set is comprised of more than a single theme), is used to establish the general strategy for interaction with a client.

K. Series Map(s), and Technology Manuals.

Each theme has one or more Series Maps that outline a process step from initialization to closure. Series Maps are arranged in order of ODI Missions as follows:

amp;1. Technology.

amp;amp;CapacityWare

&&CapacityWare Installation.

&2. Diagnostics.

&&Diagnostics - Workforce Survey

&&Diagnostics - RGB Technology

&&Diagnostics - Metrics

&3. Consulting.

&&Continuous Cultural Capacity Improvement

&&Teaming

&&Strategic Planning and Adjustment (Implementation)

&&Organization Realignment

&&Event Management

&4. Education.

&&Certification

&&Leadership and Management Development

&5. Managing the Event environment.

&&Event Production

Technology Manuals may be issued to individuals or groups depending on the organizational need. Manuals and the groups to whom they have been issued are listed in this section.

L. CapacityWare FS:Readers Ratio.

CapacityWare software is loaded onto computers in a client organization in several configurations: Reader, and Tailored or Full Service (FS) versions. The typical ratio of Full Service to Readers is approximately 1:10. The more FS versions available across the workforce the more effect use of the system can be achieved.

ODI recommends the following Full Service:Reader configuration:

1. Sponsor - Probably Reader if any.

2. Organization Developer - Full Service.

3. CapacityWare Administrator - Full Service.

&4. Client - Full Service.

&5. Executive Team - Full Service.

&6. Line-of-Authority/Supervision - Reader (Association with Facilitators).

&7. Coordinator - Full Service.

&8. Facilitators - Full Service.

&9. End User/Participants - Reader Access.

M. Current CW Download (MM/DD/YY).

There is a protocol for certified CapacityWare Administrators to download current executable files whenever improvements are made (normally each month). An executable file cannot be used unless it is updating a currently installed executable file already existing in the client organization.

At Version 5.58.1 and higher, CapacityWare will automatically install the most current version of the executable file during logon for each user. This requires only that the current version be available in a defined location. ODI assures that the defined location executable file is current for the user organization. The proliferation of the most current executable file is then automatic.

Diagnostic Results

N. Number of Employees.

Simply, the quantity of employees (perhaps clarified by two or more major demographics). This number represents the quantity of actual employees as opposed to Full Time Equivalents (FTEs). If, for example, workforce demographics include volunteers, they may be uncompensated employees, but are none-the-less included in the employee count.

O. Current RGB Composite Profile.

As of the date, the three-part RGB numeric profile, followed by the number of respondents upon which this profile is based, followed by the percentage of capacity represented by this profile (points from the Ideal Distribution of 34-33-33).

This paragraph may also include a description of the degree to which Matching Tasks with Talent (MTT) has been completed across the organization.

P. Current Smart-Tailoring Band Population.

This section lists the date of data collection and population of each Band. Band population spread is important information because it provides the user with some insight into:

1. The number of individual strategies (one strategy for each significant demographic Band population) that will have to be designed and implemented in order to achieve "Ideal" capacity, and

2. Help estimate the length of time (one tenth of a point advance for each continuous month of reported activity) it will take.

Q. Estimated Value of Lost Capacity.

The Band distribution is calculated as the estimated loss in capacity and represented as a dollar amount. The date of data collection is also listed. This section may contain a history. The estimated value of lost capacity is based exclusively on those who responded to the workforce survey instrument. When the response rate is over 50%, it may be safe to draw some conclusions about the entire organization from these estimates, however.

R. Leadership/Management Cohesion Index.

The Leadership/Management Cohesion Index is represented as a mean number of ring-widths represented by the lowest and highest scores of all those assigned to the senior organization staff. It is an indication of the degree to which members of the senior staff see the organizations condition to be the same or similar. If the Index is greater than 2 ring-widths, people need to engage in dialog that would close the gap to an acceptable amount.

S. Data Collection Results.

If a current data collection activity is occurring, the results can be posted daily so that members of the organization can know the number of responses received and take appropriate action to increase the number of returns if appropriate.

T. ODI Approach Index.

Each month the Assigned ODI Team will rate the client organization on their observations of the degree to which the client is following the ten elements of the ODI Approach. The resulting number will be an independent QWL Index.

Remediation Activity

U. Availability Possibilities.

There are four potential availability possibilities:

&1. Limited,

&2. Normal,

&3. Readily Available, and

&4. Unlimited.

These conditions describe the ease or difficulty the client organization will have in applying human resources to correct capacity loss (less than Ideal) conditions. Limited availability applies when someone else must replace potential participants in the workplace in order to participate in capacity development activities. Examples include assembly line workers, classroom teachers, and essential hospital workers. Normal is an indication that some discretionary time is available to most workers that will allow participation without work replacements given reasonable scheduling notice. A readily available participant pool indicates that people can participate in sessions on short notice. This may be the case when the Level of Intensity is Urgent. An unlimited scenario exists when the Level of Intensity is in the Emergency range or conditions have placed capacity development activities at the top of the organization priority list.

V. Monthly Activity Count, Projected Rate of Change, and Months to "Ideal."

This number represents the quantity of team activities that have occurred in the month listed. This figure requires that an internal count be made, normally by or reported to the Coordinator. Positive Reported Activity (positive activity that is reported back to the organization) each month will likely improve QWLI scores by one tenth each month. The projected rate of change under these conditions is 1/0.1. The number of months that it will take, using the normal formula of one 1/0.1 may complete this item.

W. Participation Ratio.

The participation ratio is depicted as the relationship between the number of active participants and the number of potential participants (normally the total number of employees). An example might be 37:215 where 37 is the number of active participants, facilitators, and support personnel and 215 is the total number of people on the payroll.

ODI recommends that, over a three year period, 100% participation be achieved and sustained. Ultimately, participation on capacity development teams ought to become a part of the normal employment contract and integrated into performance appraisal routines. The Organization Developer and Coordinator are in an ideal position to be able to "track" participation levels and encourage supervisors to emphasize participation as part of organizational citizenship.

X. Active Teams.

This section lists the teams actively meeting, information about the initiative they are pursuing, potential membership, and the facilitation team assigned to them. An essential cornerstone of the Cultural Capacity Development System is activity in the client organization focused on making improvements at the team level. It is imperative that this information be tracked accurately and managed so that the level of activity is commensurate with established priorities.

Y. Chronology of Key Events.

This lists the MAJOR events that have occurred during the terms of engagement. This normally will include all workforce surveys and their results, retreats, and other similar MAJOR events.

Z. Certification, Training, and/or Development Event Recommendations.

This section lists recommendations that the client organization ought to consider to advance the capacity of the organization.

The first need identified will be the certification of individuals. This need, when filled, will foster the independence of a client organization to rely more heavily on internal assets. As people become certified in their roles, ODI will take on a coaching relationship rather than providing direct support.

The second need identified will be to provide training in specific areas across the organization. When possible, these training events will be conducted by internal certified assets and coached by ODI consultants to strengthen confidence in independent operations.

The third need clarified in this section will be for developmental events that will continually increase capacity. Some may be conducted with ODI consultants as the Lead while others will have an internal asset as Lead with ODI consultants in a coaching role. A final consideration will be for selected individuals to attend third party workshops and seminars not at or with ODI.