Organisational Role Analysis
Bringing into being new role and organisational
Organisational role analysis is designed for CEOs, senior
managers and leaders of organisational transformation programs.
It provides an opportunity to explore role issues, to develop
insights and initiatives, and to implement strategies for the
organisations that they lead.
Organisational Role Analysis (ORA) is personalised confidential
one-to-one consulting. Its focus is real role and organisational
issues, and opportunities that one faces. It happens through a
series of reflective sessions best held away from the workplace.
Frequently Managers start an ORA in order to explore in confidence
a pressing issue or problem that needs resolution, e.g. tensions
within a group, lack of clarity of roles. This often leads on to
the exploration of other challenges and opportunities that are
arising in the role. Each session of the ORA begins from what the
Manager wants to discuss.
Between sessions, the Manager can test
out ideas and actions formulated in a session, and make observations
that become material for subsequent sessions. Therefore,
the overall process is iterative, where insights progressively
sharpen and actions become increasingly effective. (Refer to
the diagram below).
The method was first formulated in the
U.K. in the 1970s at the Tavistock Institute and Grubb Institute.
It is under continual development and refinement through practice
in many countries including Australia. The method is based
on the insight that each of us has in mind, a dynamic image of
the organisation of which we are a part, and it is out of this
image we plan and act at work. This dynamic image is called the Organisation–in-the-Mind.
It is unique to each person, and it is built up of thoughts, feelings,
intuitions, impressions, assumptions and relationships developed
at work. During the consultancy, the client and consultant
work together to bring this dynamic image more into conscious awareness.
This process helps trigger powerful insights, as it is mobilizing,
and consciously using, organisational intelligence.
The experience and results are as varied as the individual clients
and their situations, but in general clients appreciate:
- Reflective space away from the workplace for the exploration
of problems, and their resolution
- Confidentiality and freedom to explore what cannot be easily
talked about inside the organisation
- The approach of the consultant that
makes use of feelings, intuitions, ideas and other data, i.e.
organisational intelligence, in
order to put together a more complete picture of the situation
- Clarification, framing, and helping to resolve underlying issues
in the business
- New insights into leadership and creativity
- A way of understanding organisational culture and its links
with business strategy and leadership
- Opportunities to re-think, design and implement new organisational
structures and roles.
The program usually consists of six or
eight 1.5-hour sessions with a Consultant, one or two weeks apart.
It can be extended, broadened to involve others, and be used
in the design of change programs.
During 2005 Organisational Role Analyses
were carried out with two Internal Consultants / Managers working
with the Transformation group that services Customer Sales & Service
The ORAs highlighted issues about direction and focus, gaining
traction in one’s role, appreciating one’s own consultancy
strengths, developing authority for task, and the management of
boundaries with internal client groups, and one’s colleagues.
“The ORA helped develop confidence
in my ability to do it in my own way, and not
how others did it”.
“The opportunity to participate in the ORA work was
an experience that has continued to be helpful long after the activity
and has resulted in increased effectiveness of how I take
up my role. The work was helpful in initiating a long process
of learning through revealing emotions, feelings, symbolic themes
and conflicts. The work enabled me to experience a
conscious awareness of my current behaviour and explore the impact
it was having. As a result, I have increased my capacity for
self correction and consequently impacted how I take
up my role.
I found the ORA work incredibly challenging and equally rewarding”.
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