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15 A strategy for organizational

effectiveness

Introduction

Throughout this book we have dealt with a range of concepts and techniques deal-
ing with organizational structures, diagnosis, effectiveness and the management of
change. Throughout, I have identified guidelines, techniques and ‘role models’ for
more effective management practice. This chapter sets out two practical ways of
organizing your own application of the ideas covered in the book in your own organ-
ization. We go on to summarize the practical ideas considered in other chapters.
A project approach is something that organizations adopt more and more often
when major changes are in preparation, or are being implemented. Whether or
not one adopts a ‘full-blown’ project management approach, it makes sense to
prepare for, and manage, change in the more professional ways we have identified
here, always taking full note of the comment: pragmatism above theory, but never
‘adhocracy’!
Here are three exercises which can be used by yourself, your management team,
colleagues and employees as part of the planning and management of change. The
first is force field analysis, and sets out how this technique can be used more fully.
The second is a simple implementation exercise. The third is a self-assessment exer-

cise which will help you to review your own personal strengths and weaknesses in
this area.

Force field analysis

Force field analysis provides a technique for analysing complex problems. It is
based on the idea that any situation can be analysed as a balance between two sets
of forces, one set opposing change and one set prompting or supporting change.
The analysis proceeds in a number of stages, as follows:
■ Stage 1: Define the problem in terms of the present situation, with its strengths
and weaknesses, and the situation you would wish to achieve. For example, in
International Engineering (see page 142–4) management may wish to achieve
contracts with high staff-hour rates and a more commercially focused
approach at all levels of the organization.
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