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Organizational Development – Using DiSC Assessments Help

Align People and Business StrategiesAlign People & Business Strategies 

Regardless of the industry in which they work, organizations and businesses come across a variety of issues in terms of the people that work there and their performance.  It has been found that the biggest issue is that the two types of strategies employed in businesses, which are people strategies and business strategies, are misaligned.

If change takes place, such as the standardization of processes, internal growth, acquisition, restructuring and so on, this misalignment tends to get worse very quickly.  If a company is committed to having excellent organizational development and change strategies in place, then this misalignment is often reduced significantly.

DiSC Assessment Styles OverviewUsing The DiSC Assessment

When addressing organizational development and change management issues it is vital to first understand your corporate culture.  For decades the DiSC Assessment offered by Intesi! Resources, commonly known as the DiSC Profile, has been used successfully to give organizational leadership a detailed understanding of their corporate culture.

The DiSC Assessment uses the 3rd generation of the DiSC Model, the single most popular, scientifically-based solution for evaluating behavior and personality and also improving essential interpersonal business abilities.  Everything DiSC Profiles enable individuals to connect more effectively with other people.  This connection helps your corporate culture to improve and assist the implementation of organizational development initiatives.  Each and every DiSC Assessment has distinctive statements that address topic-specific priorities pertaining to leadership, sales, management and workplace development.  They include in-depth results, which offer ideas and approaches together with action plans that enable individuals to become highly productive.

This productivity improvement translates into a stronger and more connected corporate culture.  Thus enabling them to absorb organizational development with less disruption to their daily responsibilities and also will produce less stress.

What Is Organizational Development? 

An organizational development (OD) department is responsible for managing change in an effective and positive manner.  They employ a variety of tools and processes to achieve this.

“The purpose of OD is to address perennial evolving needs of successful organizations – a concerted collaboration of internal and external experts in the field to discover the process an organization can use to become more stakeholder effective.”  Organizational Development: Nature, Applications, and Effectiveness

Through OD, the understanding is that a business can only be effective through the performance of its people.  Hence, when a suggestion of change is made, the OD department must first look at whether the capability to achieve this is present and how this should be supported.  They then advise on implementation to ensure smooth transition.  This process is highly strategic, while at the same time involving people directly.

Talent Management and Succession Planning

One essential element in ensuring that change is implemented properly at all times is through excellent talent management.

“The pool of top talent both inside and outside the organization is increasingly scarce and expensive.  We believe any organization that obtains and nurtures the best employees from this finite pool will fundamentally differentiate itself in the market.”  Organizational Development & Change Management

If change can be achieved by employing people who already are in the organization itself, then it will generally work a lot better.  This is also impacts employee engagement, because it recognizes those who perform well within the company and rewards them through acknowledgement of their contributions and talents.  At the same time, OD must always be aware of the fact that people leave organizations, be that through retirement, personal issues or finding a new job; and they have to be able to cope with that and ensure the organization can continue to function.  Someone leaving a company can often be the biggest change of all, and strategies for succession planning must be in place.

Building Support 

Some organizations make the mistake of not making change current.  They focus all their OD department’s attention on preparing for future changes that are likely to happen at some point.  Although this is important, it is equally true that organizations should never be stagnant and should actually always be going through change.  It is about being ahead of a company’s natural development.

“Assuming decisions about needed change are made based on relevant data, an informed workforce will understand and agree with the need for change.  (They may not agree on the how and/or what, but you are miles ahead if you have agreement on the why and the whether.)”  Build Support for Effective Change Management

This is achieved by building direct lines of communication between the workforce and the OD department.  Various tools can be used for this, including employee satisfaction questionnaires and sharing data and information from other sources.  It is about communicating honestly about current situations, thereby creating a certain urgency about implementing this change.  This process must, at all times, involve front line staff as much as leaders and managers at more senior levels.

Avoiding Mistakes

Time and time again, in private, public and voluntary organizations, we see the same mistakes being committed.  One is that they change solely for the sake of change.  They believe that without throwing something upside down, they are becoming stagnant, which is simply not true.  Before any change is implemented, it must be demonstrated that it would actually benefit the company as a whole in the long run.

Another common mistake is that companies forget that all of their employees are individuals, and have individual reactions to change.

“Some people are naturally more “change-adept.” We need to spot and encourage the early adaptors — and we need to develop change-adept employee profiles to better understand how to develop these qualities throughout the organization.”  The Biggest Mistakes in Managing Change

Organizational development is about managing people, and these people should always be at the heart of all operations.  For instance, people cannot expect to accept change if they don’t trust their leaders, feel like the organization doesn’t invest in them, or are otherwise not consulted in the process of any change.  Added to this is the fact that they have individual personalities, and it becomes clear very quickly why it would be impossible to implement any kind of change if this is not done properly.

One other mistake is that an organization may not understand that change is a process.  They often have launch events, or other big, public celebrations of any event.  This is beneficial, because it allows participants to feel like they own the change as well.  However, it must also be recognized that change is not a one-time event.  It must be treated as the process that it is, which starts with preparation for the launch event, and never truly ends.  Support must remain available, but also monitoring and evaluation to see whether it has been beneficial.

Managing change is one of the most difficult things to do properly.  Humans simply are resistant to change, as we like the security that the status quo offers us.  Organizational development is there to help people and businesses go through these difficult processes in a way that is as easy and pain-free as possible, while also making sure that it is implemented properly and leads to greater success.  Anyone who works with OD understands how varied and diverse this work is, because they know like no other that businesses aren’t stagnant at all, and that small changes take place within the organization on a daily basis.

About 

Co-owner/Co-founder of Intesi! Resources. Educated as an architect I transitioned to technology during my career in architecture. Intesi! Resources was founded in 2002 and my focus is everything Web/eCommerce related from the design and development of our site to all the marketing activities involved. I also provide significant support for our clients on all our products and how they are used to deliver assessment-driven learning solutions that develop self-awareness and interpersonal skills.

This entry was posted in DiSC Assessment, Organizational Development and tagged , on by .

About Steve Giles

Co-owner/Co-founder of Intesi! Resources. Educated as an architect I transitioned to technology during my career in architecture. Intesi! Resources was founded in 2002 and my focus is everything Web/eCommerce related from the design and development of our site to all the marketing activities involved. I also provide significant support for our clients on all our products and how they are used to deliver assessment-driven learning solutions that develop self-awareness and interpersonal skills.

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