Reddin offers managers a rather practical guide to methods of improving the effectiveness of their organisations as well as individual and team effectiveness. Reddin’s aim is to "take the field” of organisational development away from lecturers, psychologists and human relations professionals and put it squarely into the hands of the manager self.
Reddin's basic approach is that, in the majority of organisations, the resource to solve most matters lies with its own staff and management.
Managers will need two sorts of help to do this – namely 1. Simple frames (lists) to help them to look at their situation clearly and 2. Group means of working together to minimise defensiveness and to enhance objectivity and commitment. The process of moving towards output-orientation is described as 1. Beginning with the definition (using group methods) of an organisational output statement derived from the corporate strategy. This is to be followed by 2. the production of job descriptions that complement organisational effectiveness objectives by defining 2.a. a manager's key result areas, 2.b. means of measuring his or her outputs and 2.c.his / her levels of authority.
3. Thereupon Practical Methods of linking objectives hierarchically and laterally are being described.
Overall, the essence of the effective organisation is seen as the high level integration of all systems around clear output statements that cover 1. The entity as a whole, 2. Its individual units and 3. Its managers. The means of reaching agreement are clearly as important as the quality of output statements. Thus advice is given on the design of a range of in-organisation meetings to ensure that such agreement is sound.
Reddin cautions against tinkering with or adopting the well-tested Reddin 3D seminar on a "do it yourself ' basis. In times of lean staffing, few personnel departments will have the time or expertise to produce an equivalent program, and certainly the risk for failure of doing so is big. It is unlikely that there would be a second opportunity to pioneer any "freeze - change - unfreeze" process if the first one failed!
Reddin's common sense and practical message is that, while culture and style must be matching the operational situation, including technological and market factors, one should limit its choice to the proven track record for success.
To be effective, an organisation must be capable of adapting to changing circumstance and must be flexible if and where required. An organisation that can make appropriate change in its procedures, structure or products and services can maintain effectiveness. Larger organisations often find difficulty to achieve such flexibility. Sometimes ideas are accepted or recognized and departmental rivalry may hinder change. There is a tendency to focus on the current well functioning, rather than on an outstanding performance in the future. A 'change program' becomes a necessity.
To that Reddin 3D organisational effectiveness is being engaged in many organisations in many countries. Full-scale programs, like Reddin’s embody it all are rare. Most major programs happen to stop short at what is essentially individual development. They do not expand into developing the organisation.
On purpose Reddin 3D program has been designed to provide means to change all the problems of the whole organisation. It is now being used for 1. The introduction of new technologies, 2. To facilitate quality programs, 3. To shift decision making levels downwards, 4. To introduce a market orientation, 5. To unfreeze an organisation, and 6. To achieve other specific purposes. 3D programme embeds all the ideas of the Reddin 3D theory of manager effectiveness in a fully operational organisation.
In essence 3D program offers managers the opportunity to deploy their skills in terms of situational sensitivity, style flexibility and situational management. It provides the possibility to cast an open, honest look at the actual situation as these interact with the managerial and organisational effectiveness.
The program itself is rather flexible which in itself contributes greatly to its effectiveness. It counts nine different elements or meetings that may be used separately in part or in whole, or in combination for each specific purpose to achieve change. Organisations throughout the world will use it that way.
Of the nine 3D elements one is aimed at improving the effectiveness of the individual manager, one focuses on the effectiveness of the superior manager - subordinate in pairs, four number on the department or management team, three number on the interaction between two teams and two number on the interactions between successive layers of management. Some of these elements require half a day of training only, other elements will take five full days to train.
Read more about the 3D Effective Management trainingr.
All come structured. Before each session managers will have to complete several preparatory tasks. The essence of planned change is the gathering of managers in what is sometimes seen somewhat unusual combinations to discuss in a sincere and open atmosphere the change in effectiveness they need to talk about.
Reddin Strategies to Improve Organisational Effectiveness (3D Program)