Organisational Elements and Cycles - Weebly

Organisational Elements and Cycles - Weebly

Organisational Elements and Cycles One window into an Organisation Linking your tothinking your doing working in your context theory and How does an organisation tick? What are its essential elements? What kind of rhythms and cycles does it have? Starting with Organisational Identity What does this consist of? A. Organisational Identity

Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do Three Parts Principles and leading ideas (head) Values, culture, relationships (heart) Organisational will (feet) What the organisation wants to do. Organisational Identity is the glue it is what keeps an organisation together. Many organisational problems or crises are rooted in issues at this level. Can you think of any? Questions Can you think of any problems in your experience related to any of these three levels At the Principles and Leading Ideas (head) level? Often related to simplistic, inappropriate or unshared principles and ideas At the Values, Culture, Relationships (heart) level? Often related to inappropriate or unshared values, conflict, lack of trust, lack of respect for diversity

Organisational Will (feet) Often related to fear, doubt or resentment A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Next Organisations have CONTEXTS in which they work A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture,

Relationships (Heart) Organisational Will (feet) What the organisation wants to do Civil, economic and political conditions and relationships at local, national and global levels. B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done It is from investigating these that we discover what needs our attention what wants to be done A. Organisational Identity

B. Understanding the Context Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation So, working with both A. Organisational Identity and B. Understanding the Context helps us to discover our Purpose A. Organisational

Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Knowing who you are and what you want do (Identity) And knowing what your Context is and what it wants from you Enables you to marry what you want to do with what the world wants you to do A. Organisational Identity

B. Understanding the Context Principles and Leading Ideas (Head) Civil, economic and political conditions and relationships at local, national and global levels Values, Culture, Relationships (Heart) What the world needs and wants to be done Organisational Will (feet) What the organisation wants to do Discovering your purpose C. Purpose Vision, mission, or vocation And Clarifying and revisiting your Purpose Are two of the most important organisational activities to ensure you stay relevant to your own will and context.

A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done The problem is Some organisations only do what they want to do, not what is needed, so their work is often irrelevant Some only do what is

needed, not what they want to do, so their work is often uninspired, without passion It is necessary for both your Identity and Context to be satisfied! A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done C. Purpose Vision, mission, or vocation Next

D. Strategy and Approaches Strategy and Approaches A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Vision, mission, or vocation Why D. Strategy and

Approaches How A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Approaches? These are practical theories that guide your work D. Strategy and Approaches

They come out of your Principles and Leading ideas This is your deeper work A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation D. Strategy and Approaches B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done e.g. You may use an Action Learning approach of helping people to

continually improve what they do through more conscious learning Or You may use a transformative (UProcess approach) helping people to unlearn practices that are stalling or undermining their development There are many different approaches. A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation D. Strategy and Approaches B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs

and wants to be done Strategies? This is translating your approaches into more concrete ideas e.g. Using an Action Learning approach, you may support farmers to meet regularly to share their innovations and through these meetings they may be encouraged to cooperate more. A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation D. Strategy and Approaches E. Programme Activities, Capacities,

Resources B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Next What are you actually going to do? What concrete, planned activities? Who? By when? What skills do you need? What resources? A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships

at local, national and global levels What the world needs and wants to be done C. Purpose Vision, mission, or vocation D. Strategy and Approaches From these plans you move to action E. Programme Activities, Capacities, Resources Working in the Field A. Organisational Identity Principles and Leading Ideas (Head) Values, Culture, Relationships (Heart) B. Understanding the Context

Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation Who and where you are Why you do it D. Strategy and Approaches How you do it What you do E. Programme Activities, Capacities, Resources Working in the Field So far we

have described what lies at the heart of organisation what it does its practice A. Organisational Identity Principles and Leading Ideas (Head) P L A N N I N G C Y C L E Civil, economic and political conditions and relationships at local, national and global levels

Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation D. Strategy and Approaches B. Understanding the Context What the world needs and wants to be done These are also the key elements of an organisations Planning Cycle E. Programme Activities, Capacities, Resources Working in the Field

A. Organisational Identity Principles and Leading Ideas (Head) P L A N N I N G C Y C L E Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation B. Understanding the Context

Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done But what about the other organisational processes that support practice? Ensuring that it is well-managed Keeping it doing what it does D. Strategy and Approaches E. Programme Activities, Capacities, Resources Continually improving and rethinking what it does Enabling it to be meaningfully accountable Working in the Field A. Organisational Identity Principles and Leading Ideas (Head) P

L A N N I N G C Y C L E Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do C. Purpose Vision, mission, or vocation D. Strategy and Approaches B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs

and wants to be done This requires Developing and Managing Practice Three Cycles F. Developing and Managing Practice Action Learning Cycles: Planning, Monitoring and Evaluation E. Programme Activities, Capacities, Resources Working in the Field A. Organisational Identity Principles and Leading Ideas (Head) P L A N N

I N G C Y C L E Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done C. Purpose Vision, mission, or vocation D. Strategy and Approaches The Monitoring Cycle E. Programme

Activities, Capacities, Resources Shorter-term learning improving practice Working in the Field F. Developing and Managing Practice Action Learning Cycles: Planning, Monitoring and Evaluation A. Organisational Identity Principles and Leading Ideas (Head) P L A N N I N G C Y C

L E Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done C. Purpose Vision, mission, or vocation The Evaluation Cycle Longer-term learning rethinking D. Strategy and Approaches The Monitoring Cycle E. Programme Activities, Capacities, Resources

Shorter-term learning improving practice Working in the Field F. Developing and Managing Practice Action Learning Cycles: Planning, Monitoring and Evaluation A. Organisational Identity Principles and Leading Ideas (Head) P L A N N I N G C Y C L E

Values, Culture, Relationships (Heart) Organisational Will (feet) What the organisation wants to do B. Understanding the Context Civil, economic and political conditions and relationships at local, national and global levels What the world needs and wants to be done The Reporting Cycle Accounting back to the context C. Purpose Vision, mission, or vocation The Evaluation Cycle Longer-term learning rethinking D. Strategy and Approaches The Monitoring Cycle E. Programme Activities,

Capacities, Resources Shorter-term learning improving practice Working in the Field F. Developing and Managing Practice Action Learning Cycles: Planning, Monitoring and Evaluation Looking at the Whole Organisations are messier than the neat elements and cycles presented here. They may work with these erratically, unconsciously or without attention. Each element and cycle is a lens through which to inquire into the health of the organisation. What elements might be missing? Structure - Who reports to whom?

Leadership and management - How are decisions (really) made? Where do people have power? And others However these, and other aspects, apply to all elements and cycles. E.g. How are decisions made around planning? Whose opinion matters in analysing the context? How is communication in the various cycles? Diagnosing Leadership See the Leadership Polarities in Chapter Two of the Barefoot Guide for a framework for inquiring into leadership. Be conscious of the different kinds of leadership appropriate for different phases of organisational development (See Chapter 5 of the Barefoot Guide). Leaders are only one form of leadership. Some processes are leadership processes. Diagnostic tips

Sometimes a problem appears in one element or cycle e.g. poor practice in the field, or fruitless learning processes but the source of the problem may live in another element or cycle e.g. a lack of purpose, or low motivation/will, or inappropriate approach. Look for deeper causes Sometimes there are vicious circles or loopse.g. low motivation leads to poor planning and poor practice which upsets leaders who then criticise too harshly this can undermine motivation even more further affecting practice upsetting leaders more and so on. Look for causal loops.

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