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This knowledge remains the province of organizational and management scientists and consultants. Key components are organizational analysis, design concept development, design implementation, and project evaluation.

ISBN 13: 9780201126938

The client engagement process begins with an analysis of the organizational context. The topics covered in the organizational assessment are similar to those shown in Table 1. Discussions, exercises, and interviews are used to translate insights about the organization into design themes and concepts. The analysis is done by a multidisciplinary team including workplace strategists, organizational scientists, and designers.

An initial visioning session and synthesis of information is organized around the Balanced Scorecard organizational measurement system Kaplan and Norton, The BSC then forms the basis for the link between workplace design and organizational effectiveness. Information from the organizational analysis contributes to the evolution and prioritization of design concepts using a charrette-like process.

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Members of the research teams also take part in providing knowledge about existing research findings relevant to the workplace design. The charrette results in a design direction and key concepts that are carried forward in design development. The evaluation process includes both pre- and post-measurement and incorporates both core methods used across projects as well as specific measures developed in each project to assess links to organizational effectiveness using the Balanced Scorecard BSC Kaplan and Norton, For instance, questions address its mission, internal and external constraints, customer focus, work organization, employee learning and growth, cultural characteristics, and valued skills and knowledge.

This step in the process generates information similar to that shown in Table 1. The second use of the BSC is in developing a research plan that links the workplace to the business goals and success measures. This includes the development of a "strategy map" and a measurement matrix. The four domains are customer service, business process, human capital, and financial.

The key organizational goal addressed in this matrix is "improved understanding of customer needs. And finally, the group identifies measures to assess whether the workplaces has lead to improvements in this particular organizational effectiveness goal. The project is currently in construction. A post-occupancy evaluation will be conducted after move in. Table 2. The linked mechanism technique Wyon, creates a logic model that is used to select research measures and to test hypotheses.


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An example of a linked mechanism model is shown in Figure 1. This map was developed for a project emphasizing improved information flow and knowledge integration. Nonetheless, findings to date suggest several organizationally-relevant outcomes that have been generated by the client engagement process. One consistent benefit of the process is the self understanding gained by organizations as they reflect on what they do and why, especially when it is not forced upon them as part of an externally driven need for reorganization. As noted by a manager for one of the pilot organizations:.

Could we have come up with a similar arrangement without going through the 20 20 process?

READ THE NEW BOOK Designing Organizations for High Performance (Prentice Hall Organizational

For the little bit of effort we were required to put into supporting the 20 20 studies, we reaped far greater gains in understanding and appreciating the complexity and total involvement of the entire Division in our core business processes. This may be an intangible benefit that provides a better perspective to our entire Division on how important each and everyone's job is to carrying out our mission. Kaplan, ; pers comm. As a result of the organizational analysis, the client assessed the inter-dependencies of related teams located elsewhere in the area.

This led to a reexamination of all organizational links. The organizational benefits included avoidance of unnecessary renovation costs, reduced spatial needs, better accommodation for their call center, and a long-term plan that has the potential for further organizational improvements. Another benefit for many organizations is the ability to visualize previously "hidden" work practices and relationships. Many everyday activities are routine and institutionalized and therefore not consciously experienced.

While this is often perceived as the way to do things efficiently, the opposite is also true. Routines often develop to "work around" constraints in the environment. For instance, one workplace consulting team identified numerous old and unsolved problems that were considered normal work practices, but which ultimately interfered with the desire for groups to work more effectively together. Fundamental ideas, guiding concepts, values and aspirations, sometimes unwritten, beyond formal statements of corporate objectives. The processes and procedures through which work gets done.

How do we know? Staff 8. Where do leaders focus systematic attention? How do leaders allocate resources? How do leaders emphasize and reinforce the overall structure and culture?


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Determine the Design Framework What organizational capabilities do we need to deliver on the strategy? Design the Organization… Structure What structure and org roles meet strategic design criteria? Rather, teach them to yearn for the far and endless sea. We bring our years of experience to complement yours. Our core work is supporting leaders: helping to enlarge personal capabilities, engage organizations, and create desired futures.

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How managers behave, through invested time, attention, and symbolic actions. Capabilities possessed by the organization as a whole as distinct from the individuals. Fundamental ideas, guiding concepts, values and aspirations, sometimes unwritten, beyond formal statements of corporate objectives. The processes and procedures through which work gets done.