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The Role of Organizational Development in an EAP Setting

The Role of Organizational Development in an EAP Setting. Risa D. Swell, LCSW, CEAP Cooper University Hospital EAP swell-risa@cooperhealth.edu. Objectives. Identify similarities between EAP core technology and organizational development Explore useful OD theories in an EAP setting

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The Role of Organizational Development in an EAP Setting

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  1. The Role of Organizational Development in an EAP Setting Risa D. Swell, LCSW, CEAP Cooper University Hospital EAP swell-risa@cooperhealth.edu

  2. Objectives • Identify similarities between EAP core technology and organizational development • Explore useful OD theories in an EAP setting • Discuss a case example

  3. Organizational Development Definition Collaborating with organizational leaders and their groups to create systemic change and root-cause problem-solving on behalf of improving productivity and employee satisfaction through improving the human processes through which they get their work done. -Michael Broom, PhD Edie Seashore, MA

  4. EAP Core Technology #1 • Consultation with, training of, and assistance to work organizational leadership (managers, supervisors, and union stewards) seeking to manage the troubled employee, enhance the work environment, and improve employee job performance; and outreach/education of employees/dependents about availability of EA services.

  5. Collaborating with organizational leaders and their groups to create systemic change and root-cause problem-solving on behalf of improving productivity and employee satisfaction through improving the human processes through which they get their work done. Consultation with, training of, and assistance to work organizational leadership (managers, supervisors, and union stewards) seeking to manage the troubled employee, enhance the work environment, and improve employee job performance; and outreach/education of employees/dependents about availability of EA services. Comparison

  6. Transition from EAP to OD • Problem identification/assessment of individual clients • Management consultation and coaching re: job performance • Assisting managers with conflict resolution/mediation between employees • Collaborating with managers on team issues including communication and morale

  7. Transition from EAP to OD • Team functioning • Leadership • Communication • Training/facilitation • Taskforce involvement • Cooper Against Domestic Abuse • Confrontational Awareness: Resources & Education • Patient-Family Centered Care • Transition to the New Pavilion

  8. EA Professional as OD Consultant • Expert • Pair of Hands • Partner Peter Block, The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise

  9. Sources of OD Support for the EA Professional • OD Coach • OD Practioners’ Program • Leading and Managing Generation 21 • The Organization Workshop

  10. OD Process in the EAP Setting • Initial request • Manager consultation • Identification of desired outcome • Contracting • Action plan • Intervention • Follow-up

  11. Useful Frameworks • Organizational Conditions • Barry Oshry, Seeing Systems: Unlocking the Mysteries of Organizational Life • Five Dysfunctions of a Team • Patrick Lencioni, The Five Dysfunctions of a Team • Appreciative Inquiry • Diana Whitney & Amanda Trosten-Bloom, The Power of Appreciative Inquiry: A Practical Guide to Positive Change

  12. Tops Middles Bottoms Customers Overload Crunch Disregard Neglect Organizational Conditions

  13. Solutions to the Organizational Conditions Be a Top who creates responsibility throughout the organization. Be a Middle who stays out of the middle, who maintains your independence of thought and action. Be a Bottom who takes on responsibility not only for your condition but for the whole thing. Be a Customer who gets in the middle of delivery processes and helps them work for you.

  14. Five Dysfunctions of a Team INATTENTION __T0 RESULTS____ AVOIDANCE OF ___ACCOUNTABILITY___ ___LACK OF COMMITMENT___ ______FEAR OF CONFLICT_______ _________ABSENCE OF TRUST_________

  15. Appreciative Inquiry • The study and exploration of what gives life to human systems when they function at their best. • Based on the assumptions that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational.

  16. Case Example • Initial request • Manager consultation • Identification of desired outcome • Contracting • Action plan • Intervention • Follow-up

  17. Interview Questions • Describe a time when you were part of a team and felt motivated, engaged and accomplished. What were you doing and what were others doing at that time? • List the current strengths of your team. • What are your hopes for how you would like this team to function in the future? Describe specific behaviors that would be exhibited by you and by your team members to make your hopes turn to reality:

  18. Small Group Report Out • What are the highlights from the interviews? • What themes surfaced in the group? • What ideas were generated? • What are the next steps?

  19. EAP and OD share… • Clients – organization, leadership & employees • Philosophy – success is derived from the productivity of the employees & their work teams • Outcomes – our greatest impact will only occur with understanding of both the organization and the human conditions

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