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Strategy making with the whole organisation: OR and the art of the possible / Bryant, J. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 840–854 Titre : Strategy making with the whole organisation: OR and the art of the possible Type de document : texte imprimé Auteurs : Bryant, J., Auteur ; Darwin, J., Auteur ; Booth, C., Auteur Année de publication : 2011 Article en page(s) : pp. 840–854 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Employee  satisfaction  Strategic  planning  Soft  OR  Large  group  approaches  Problem  structuring  methods Index. décimale : 001.424 Résumé : Present-day expectations of wide stakeholder involvement in strategy-making processes have been addressed in distinctive ways by the Operational Research (OR) and Organisational Development (OD) communities. This paper describes an intervention supporting a strategy for change in a university where a high degree of participation was essential to address the substantive issues faced following the disappointing outcome of an employee satisfaction survey. The importance of staff satisfaction for achieving good business outcomes is explained in the paper before an account is given of the work that was undertaken using a combination of Large Group Intervention and Problem Structuring Method approaches. The achievement of the project in shifting the locus of perceived control and opening up a more participative strategic debate is next assessed. The case demonstrated the benefit of using an intervention process whose participatory nature mirrored the desired changes in the client organisation, and in which the dramatisation of senior management group commitment underlined determination to effect change. Other implications are discussed: the value of using a novel assemblage of approaches and techniques rather than inflexibly following a single methodology; the potential payoff from closer work between the disciplines of OR and OD; and the observation that there is a real opportunity for the wider use of participative approaches in strategy making, something that OR practitioners are well-placed to provide. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201071a.html [article] Strategy making with the whole organisation: OR and the art of the possible [texte imprimé] / Bryant, J., Auteur ; Darwin, J., Auteur ; Booth, C., Auteur . - 2011 . - pp. 840–854. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 840–854 Mots-clés : Employee  satisfaction  Strategic  planning  Soft  OR  Large  group  approaches  Problem  structuring  methods Index. décimale : 001.424 Résumé : Present-day expectations of wide stakeholder involvement in strategy-making processes have been addressed in distinctive ways by the Operational Research (OR) and Organisational Development (OD) communities. This paper describes an intervention supporting a strategy for change in a university where a high degree of participation was essential to address the substantive issues faced following the disappointing outcome of an employee satisfaction survey. The importance of staff satisfaction for achieving good business outcomes is explained in the paper before an account is given of the work that was undertaken using a combination of Large Group Intervention and Problem Structuring Method approaches. The achievement of the project in shifting the locus of perceived control and opening up a more participative strategic debate is next assessed. The case demonstrated the benefit of using an intervention process whose participatory nature mirrored the desired changes in the client organisation, and in which the dramatisation of senior management group commitment underlined determination to effect change. Other implications are discussed: the value of using a novel assemblage of approaches and techniques rather than inflexibly following a single methodology; the potential payoff from closer work between the disciplines of OR and OD; and the observation that there is a real opportunity for the wider use of participative approaches in strategy making, something that OR practitioners are well-placed to provide. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201071a.html