External Stimuli Develop Environment provides partnerships with movers Partnerships become more understanding of multiple opportunities and shakers creative, established environment, key players Key players may be Recover from earlier mis-steps YOU become a player Overcome skepticism overconfident in organization’s abilities Staff Do what needs to be Staff divisions (and new Staff division by lines of business Staff divided by lines of business / /Management done hires) by programs long term goals, more cross Beginnings of middle Structure functional teams Little division of Greater specialization management Complete management structure on the job Learn from experience, Beginnings of institutionalized peers, conferences learning Formalized internal and external training External Relations ACTIVIST: Competition, REACTIVE: Achieving public RECOGNIZED: develop institutional PROACTIVE: become a player with making space” visibility and responding to relationships and partnerships ability to collaborate and possibly spin “shelf public pressure off other organizations Growth issues to Crisis of multiple Crisis of Direction Crisis of Control Crisis of Red Tape next stage Transition Mourning over loss of Mourning over loss of family Mourning over loss of access to Mourning over loss of focus on Characterized by activism Director mission (potentially)
External Stimuli Develop understanding of environment, key players Overcome skepticism Environment provides multiple opportunities Key players may be overconfident in organization’s abilities partnerships with movers and shakers Recover from earlier mis-steps Partnerships become more creative, established YOU become a player Staff /Management Structure Do what needs to be done Little division of on the job Staff divisions (and new hires) by programs Greater specialization Learn from experience, peers, conferences Staff division by lines of business Beginnings of middle management Beginnings of institutionalized learning Staff divided by lines of business / long term goals, more cross functional teams Complete management structure Formalized internal and external training External Relations ACTIVIST: Competition, making “shelf space” REACTIVE: Achieving public visibility and responding to public pressure RECOGNIZED: develop institutional relationships and partnerships PROACTIVE: become a player with ability to collaborate and possibly spin off other organizations Growth issues to next stage Crisis of multiple Crisis of Direction Crisis of Control Crisis of Red Tape Transition Characterized by Mourning over loss of activism Mourning over loss of family Mourning over loss of access to Director Mourning over loss of focus on mission (potentially)
Overview%20of%20Org%20Dev%20Framework.docx