Symposium Applying the dialogical model to the organizational change
prÂgmata s.r.l.- Padova, italy
Organizational consulting
Presentation
The title of this symposium is “Applying the dialogical model to the organizational change”.
Why this title?
So, because the current economic situation enforce continuously any kind of enterprise (private or public, product or services it offering) to match against market, competitors and so itself. But, often, the enterprises don’t has a knowledge their working way, and so they aren’t flexible and ready to satisfy the needs of their customers.
So, many enterprises die because they aren’t able to know, improve and transfer the knowledge that have generated during their business. In fact, the organizational models adopted by enterprises can’t create the knowledge that are transferable at other enterprises included in the same context.
Slide 2
So, about these facet, today we will want to illustrate the consulting dialogical model: it’s a proposal for organizational intervention that permit to constant touch between consultant and enterprise and so each one must like the knowledge for to get the results that they want.
Slide 3
And then, the symposium going to show that through clear theoretical structure, it’s possible to define managerial and operational tools that permit: a) to become knowledge that the enterprise has about itself and its community in a scientific knowledge; b) to define a work methodology for monitoring organizational effectiveness and efficiency processes.
In detail, we want talking about:
the consulting process as crucial moment to create a product / service / intervention dedicated to the needs of the Enterprise;
the attention for the professional role as a strategy to satisfy the needs of the person and needs of the enterprise;
the corporate reorganization as a moment of enterprise biographical life: in this moment the enterprise can change working way and can come out management efficiency, and an economic results also;
the Client Services Charts as a tool for the communication to external customers, but also monitoring tool for the enterprise internal efficiency;
The consulting intervention as an application of the dialogical model: from demand to requirement
Author: Alessia Appolonia; Co-authors: Gian Piero Turchi
Prâgmata SRL-Padova, Italy
Organizational Consultant
Slide 5
The two definition that found this intervention are:
definition of requirement = it’s same of needs not express and represent the process that create a express request or needs.
Slide 6
The second assumption is each kind of enterprise is a “place of creation”, any type of product or service it offering..
So, the consultant when get in touch with the enterprise must pursue the aim of meet that place of creation: consultant and enterprise become a team that must create products/ interventions that maintain or increase the value of knowledge about enterprise.
How can we pursue this aim?
Slide 7
The methodology of consulting process is based on three steps:
Learn the express request for intervention made by organisation (account about itself);
Take a picture to the current organisational matrix (application filed of the intervention);
the consultant offer the anticipations about the requirements of the enterprise (narration about organization).
So, we talking about these three steps in detail:
Slide 8
Learn the express request for intervention made by organisation (account itself);;
When the consultant meet the enterprise, the enterprise has made an express request about its needs. In fact, the customer observe its reality and decide what’s useful for increase its product/ service. This express request represents what the enterprise thinks about itself, so the account of enterprise.
Then the consultant must learn, not only the final request, but especially the theories, the way that the enterprise used to make such a request. This step founded on the theoretical assumption of the dialogical model that the discursive ways create the configuration of reality. Therefore, the reality, in this case the express request, has not absolute value, but it’s important the way that it is expressed: in fact, the consultant, through the analysis of the "way", can find the crucial points of the theory and use these points to come out the sharing of the aim of the consulting process.
Slide 9
The second step
Take a picture to the current organisational matrix (application filed of the intervention);
After the first step, it becomes necessary to Take a picture to the organisation about::
-- the express or not express objective pursed;
- the organisational processes created for pursuing these objectives;
-- the interactive processes that characterize the relationship between the organization roles.
The collection of discursive ways of all organizational roles permit at the consultant to define what the discursive configuration is present in the enterprise. This photo of the organization crossed with the express need of the enterprise.
Slide 10
And then, the third step:
the consultant offer the anticipations about the requirements of the enterprise (narration about organization).
After the previous steps, the consultant can to offer at the enterprise, not how it satisfy the needs expressed, but an analysis of discursive ways used.
Then the consultant can define which kind of scenarios could characterize the organization in relation to strategic choice or interventions that the enterprise decide to operate.
Slide 11
Therefore, the objective of the consulting process is to define the requirements of the enterprise, or rather the definition of the process that create the demand expressed by the customer.
If the intervention defined by consultant match only the explicit demand, then the requirement remain and it will generate other needs. In this way the customer is unsatisfied, because it have always need must match it.
Instead, if the consultant to be able to define the theories that customer practice about itself and that it’s unable to anticipate, then the intervention match the requirement of the customer.
Therefore, the discursive ways that the enterprise used to describe itself doesn’t permit to see other possibility; so, the professionalism of the consultant is to offer a large vision that only a role outside the current configuration of reality can offer.
Slide 12
In conclusion, according to the assumption of the dialogical model, the consultant must be not as provider of products that match the need expressed by customer (like training, corporate reorganization, management control, role selection, etc.); but he must share with enterprise :
objective for intervention;
definition the management strategies and operational tools, that the enterprise is able to include within its organizational matrix.
Slide 13 e 14
The result of the consulting process should be the position of consultant in a vertex of the pyramid: the consultant offer its knowledge to define methodologies and tools that permit to the Organization to:
Support the quality of the product;
increase management efficiency through knowledge about management way of organisational processes;
know its resources and then transfer it to their internal customers (roles) and external customer (the territory ).
And at the end, develop its degree of competitiveness relate to its market.
Slide 15
So, the dialogical model, as a consulting model, requires at the consultant to become a promoter for the organizational change. In this way, the Enterprise becomes a "dialogical area” and then the changing area.
CONNECTED TO THIS PAPER YOU CAN FIND:
In the section: “HEALTH PSYCHOLOGY”
“Operators training: from “personal identity” to “role identity”-Paper and slide files
“The evaluation cost-benefit for the community: from the services for users, to users as resource” -Paper and slides files
In the section: “PSYCHOLOGY OF ORGANIZATIONS”
“The architecture of services as a tool for the health promotion within the territory” -Paper and slides files
CONTACTS:
labsalute.psicologia@unipd.it
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