Facilitating organisation change in a professional institute |
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| Organisation profile | The Institute of Management promotes exercise, development and research into professional management in the UK. It has over 75,000 individual members and 700 corporate partners representing 3 million employees. It is represented locally through some 100 Branches. |
| The issues | The increasing pressures on management
time couples with an ever increasing demand for
information and development in new practices has been
straining the organisation structure. Its Branch network
is entirely run by voluntary officers, and the standards
of activity vary widely. At the same time the increasing
needs of individual members require the timely access to
up to date information and professional development. A Working Party of the Institute has considered and proposed changes to the structure of the Institute to allow for the delivery of improved local services, provide value for money, and provide a closer match between individual's needs and Institute services. In order to ensure the successful implementation of these proposals in the Institute, the support of the democratically elected Branch officers was essential. |
| Project highlights | 220 delegates from the UK and Ireland
Branch network gathered in London for annual conference,
part of which was to focus on the future plans for the
Institute structure. In consultation with the Institute executive, it was agreed that the whole conference would be invited to participate in an interactive process to identify the success factors in the Institute and to develop a positive view of the future where the proposed flexibility and quality would be guaranteed. A process of large group interaction, Appreciative Inquiry, was chosen for the event. This process asks participants to identify past best practice through dialogue of personal success stories and associated feelings. After the individual dialogue sessions, the issues and themes that are present when people feel particularly successful and energies are collected and discussed in groups, who then project future propositions about how things will be based on prior best practice and experience. The conference delegates participated in this process over a period of about 3 hours, during which statements and images identifying a positive future for the Institute were developed and shared. Outcomes:
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| Consultants | Geof Cox |
Developing a strategic plan for criminal justice services in Dundee City |
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| Organisation profile | The Criminal Justice Services team are a part of the Social Work Department of Dundee City Council, responsible for the delivery of probation and other criminal justice services in Dundee. |
| The issues | During 1996, local government
reorganisation in Scotland saw the formation of 32
unitary authorities from the previous Regional structure.
Dundee City Council was formed as a result of the
break-up of Tayside Region into Dundee, Angus and Perth
and Kinross. The Criminal Justice Service is funded by The Scottish Office, and each council is required to submit an annual planning statement to The Scottish Office for funding. Although these statements required a degree of strategic thinking, there were essentially a budget statement for the next twelve months. The formation of the new Council and Social Work Department gave an opportunity to develop new longer term strategic visions and plans for the services covered, The Criminal Justice team identified the opportunity, and also wished to involve all of the staff in the formulation of the strategic plan to encourage ownership and teamworking. |
| Project highlights | A two stage process was proposed and
agreed. The first stage involved all members of staff in the criminal justice team being involved in identifying their own priorities and issues. The process used was a large group technique called Appreciative Inquiry, which uses individual experiences of success to identify features and characteristics of the organisation that should be promoted and built into the future direction. The second stage involved the management team in a facilitated, two day workshop where the outcomes of the staff involvement and other factors affecting the future of the service were considered, and visions and strategic plans developed. The team mapped the strategic environment for the service and identified the main drivers for the future. A vision and mission statement were devised and agreed and key strategic thrusts were identified to ensure the effective implementation of the strategy. Detailed communication plans were drawn up to ensure the involvement of staff in the vision and the approval of the Council and The Scottish Office. A series of follow-up and review sessions are planned to ensure that the strategy is on track and successful. Outcomes:
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| Consultants | Geof Cox . |