Growing Individual, Group and Organisational Capabilities
The Centre for Socio-Analysis has a specialist advisory service
devoted to exploring individual, group and organisational dynamics
as this impacts on performance.
Typically we work with the GM / CEO / MD of an Organisation, or
a Division, and their Executive / Management Group to:
- Diagnose the functioning of the Group.
- Design, suggest, and implement methods of improving individual,
group, and organisational performance.
The process involves:
Initial Discussions and Sanctioning (1 - 2 weeks)
- One or two sessions with the GM / CEO / MD to elucidate and
explore the issues and the possibilities.
- A meeting with the Executive / Management Group to discuss
the issues, project task, and methods of exploration.
- Submission of a proposal for Organisational Diagnosis.
- Acceptance of the proposal by the MD (or equivalent) and the
There is no financial cost until a proposal is accepted.
Organisational Diagnosis (3 - 4 weeks)
- The Consultant carries out an Organisational Diagnosis of the
functioning of the Group which usually consists of confidential
individual interviews with members of the Management Group. Other
methods that may be suggested include: group discussion or short
focused workshop, and observation.
- The Consultant gives a verbal Report to the MD and Management
Group on the findings, and recommendations for a project to improve
performance. At the conclusion of the meeting the Consultant
provides a written Report on findings and project recommendations.
Growing the Capabilities of the
Management Group (6 – 8
The Consultant, MD, and Members of the Management Group carry
out a project to strengthen the functioning of the Management Group.
This may include:
- Individual Organisational Role Analysis sessions with the MD
and Members of the Management Group. There may be sessions in
pairs or other groupings if this is indicated. [ Link to ORA
- Primary Task Analysis to formulate the essential aspect
of what the organisation does. As organisations evolve so does
their primary task.
- Organisational Dreaming Matrix for the sharing of dreams, associations,
and organisational connections within the Group.[Link to Organisational
Dreaming Matrix page]
- Futures Event. Mapping of the Organisation, say in 2015, and
step linkages to the present.
- Mapping of unexplored linkages across the Organisation which
may lead to realized added value.
- Exploration of Authority within the Management Group, and Group
- Analysis of the role and tasks of the Management Group in supporting
the primary task, and the new developmental possibilities that
have emerged in growing individual, group, and organisational
capabilities for the future.
- Group Reflection on progress.
With the exception of the role analyses this exploration can be
combined into a two or three day Workshop. The Consultant will
provide a written Note at the conclusion of the Workshop or phase.
Organisational Transformation Programme
(4 – 8 months)
The Consultant, MD, and Members of the Management Group collaborate
in the design and implementation of an organisational transformation
programme that is indicated as a result of Phase 2. Methods may
include interviews, group discussions, workshops, and the same
or similar events that the Management Group took part in during
Phase 2 i.e. futures event, social dreaming, exploring linkages,
role analyses, task analysis (as it fits into primary task), exploration
of authority and group dynamics. In addition other methodologies
for transformation may be indicated e.g. action learning projects.
In larger organisations, a Steering Group, representative of stakeholders,
is set up to oversee the project, and its sanctioning within the
organisation. An action learning approach is recommended for the
management of the process. The Consultant will report to the Steering
Group on progress every 3 to 4 weeks, provide written Working Notes
at significant stages, and a Final Report.
While the three phases – 1. Diagnosis
2. Growing the Capabilities of the Management Group 3. Organisational
Transformation - are linked, and build on the preceding work,
the MD and Management Group at each stage makes a decision on
the basis of previous results, costings, and likely benefits,
whether to continue with the following phase.
The specific outcomes are different for each organisation. However,
the areas within which transformations occur are likely to be similar.
An Organisational Diagnosis was carried out in 2005 with the Executive
Director and Heads of Divisions of the Victorian Institute
of Forensic Medicine. The Diagnosis led to Organisational
Role Analysis sessions being held with members of this group and
following this work a two day Workshop with the aim: “To
begin the discovery of a new concept /model / paradigm for the
Institute and its leadership to lift us to a new level”.
Outcomes from the Workshop included:
- The formulation of a new primary task
to reflect the increasing significance of national and international
work carried out by the Institute in addition to its “home base” Victorian
- Increased awareness of group and organisational dynamics underpinning
- A mapping of interdependencies and tasks across the Institute.
- Exploration of possible futures for the Institute.
- Growth possibilities, and added value, through identifying
linkages across the organisation.
- New organisational concepts and merging of linked activities,
to take the Institute to a different level, appropriate for growth
of capability to 2015.
- The design of organisational structures
that would fit the new emerging primary task, and provide organisational
space for the growth of Managers’ capacities.
- Plans to explore new organisational
forms that would integrate some of the work of separate Divisions,
and reduce “silo” organisation.
Click here for enquiries about Organisational
Diagnosis and Growing Individual,
Group and Organisational Capabilities