Diagnosis & Consensus Building

Diagnosis & Consensus Building

Inquiry and change they say are simultaneous

  • If you are keen to understand what is going on in your Organisation from a culture, climate and commitment perspective or wish to promote readiness for change and wish to do it in a way that is positive and appreciative and forward looking, it will call for skills, expertise and use of the right methodology.
  • If you are keen to build consensus among your employees around a complex and critical issue or change agenda, it will call for skilled conversations.
  • I have been engaged in sensing and consensus building exercises for a few decades and enjoy doing it.
  • Do call me if you and your leaders are keen to put your finger on the right issues or wish to build consensus on major change agendas in a manner that promotes commitment.

The art & Science of diagnosis

The seeds of change are always present. The role of the consultant is to ask the right “fateful questions” and encourage members of the system to take ownership for their destiny by being candid and constructive. When the narrative is positive, the outcomes are positive too.

Diagnosis & consensus building

Diagnosis & consensus building

A trust hospital of repute realized that its revenues and service quality levels were falling. It wanted to understand the reasons behind this and on that basis come up with solutions to address the same. It invited Ganesh Chella to address this Organisation Development need. 

Using a combination of OD and service quality know-how, Ganesh engaged in a comprehensive diagnostic exercise meeting Doctors, Nurses and non-medical team members. At the end of the diagnostic phase, he engaged in multiple rounds of dialogues with the Board to present his findings and then deliberate about a range of recommendations and through that arrive at a clear set of actions to take.

This large B2B and B2C engineering company realized that the career aspirations of its employees and its present policies were not aligned with their Organisation Design. There was need for large scale change in the Organisation Design as well as in the mind-set of leaders and employees.

Wc worked with the MD and CEO as well as the leadership team to conceptualise, design and implement an Organisation Design framework that ensured that all people related decisions (fitment, mobility, promotion and pay) were made based on modern principles of Organisation Design and paid due attention to the role, the Band and the person’s capabilities.

An India leader in the US healthcare services space had made aggressive plans for growth and expects to double its size in five years. This has necessitated a fair amount of reorganization. It has also thrown up the need for new capabilities including a new way of thinking and working to achieve and manage the growth. 

In other words, significant progressive change including hiring from outside. This had caused a fair amount of disruption to the climate of trust and commitment that had existed in the organisation.

The founder and his team were keen to listen to the top 30 leaders and understand their views, perceptions and suggestions and build a certain level of consensus to move forward. We engaged with these leaders in appreciative dialogues and through that provided the space for being listen to, an opportunity to ventilate, to be understood and also engage in conversations to find ways to make things better.

At the end of these conversation, we were able to build consensus on the vital few things that needed to be done and shared the same with all who participated and paved the way for return to greater trust and engagement at the top.

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