Chicago VII Presents at International 2004 SIOP Conference
Seven individuals involved with the Commonwealth Centers for High Performance Organizations organizational improvement framework, the Diagonstic Change Model, presented at the 2004 International Conference for the Society for Industrial and Organizational Psychology (SIOP). The conference had 3400 registered participants.
The presentations were part of a concurrent session with the Practitioner Forum for Division 14.
Title: Organizational Change and the Business of Government
Presented 1030-1130 April 2, 2004 in the Chicago VII Room of the Chicago Sheraton
Chair: Bruce Brown
Gerald Brokaw - The High Performance Organization (HPO) Model: Introduction, Conceptual Outline and History
Nikki Tinsley - Impact of HPO at the Office of the Inspector General, EPA: A Retrospective Case Study
Keith Ray and Joan Goppelt - HPO Training and Software Systems Improvement at Navair Systems Engineering, China Lake
Philip Harnden and Bruce Brown - Measurement and Evaluation of the Process: "How Would We Know That We Are HPO?"
Discussant: John Pickering
Abstract
The basic principles of the HPO Change Model are outlined by one of the model's founders. Retrospective case studies are also presented for HPO-based change programs at the Inspector General's Office of the EPA, and NAVAIR's China Lake facility. Methods for evaluating the impact of HPO training are discussed.
Description (downloads available below):
This practitioner forum presents the concepts, applications, brief history, and evaluation of an approach to organizational change that is having a major impact on a number of government agencies-HPO training. HPO is the acronym for the High-Performance Organizations Diagnostic/Change Model. It grew directly out of the work of the Federal Executive Institute in Charlottesville, Virginia, a division of the Office of Personnel Management that has the responsibility for training the senior level executives in government agencies. The impetus for the development of the model began with the question of why executive development programs (alone) don't work.
In contrast to a typical "train the leaders" approach, HPO focuses on inculcating fundamental principles of effective organizational design throughout the organization, teaching HPO values and processes, and building a broad based consensus and "buy in." HPO is not a cookbook process, but rather a set of lenses through which participants view their own organizations and decide for themselves what processes and changes may be necessary to improve organizational performance. The assumption is that once they come to understand the fundamental principles of organizational design and change, their own internal knowledge and long term commitment to the organization will enable them to create a change program that will have positive impact and staying power. This approach to organizational change is both broad based and also highly cost effective, making it well suited to the needs and the budgets of government organizations.
The first presentation is a summary of the major concepts and a brief history of the HPO movement by Gerry Brokaw. The second is an account by Nikki Tinsley, the Inspector General of the EPA, of the impact of HPO on the EPA Inspector General's Office over the past four years. Third, Keith Ray and Joan Goppelt, two of the prime movers of HPO transformation within NAVAIR's China Lake facility, will report on that organization's change experience to date. Finally, Phil Harnden and Bruce Brown presented a number of quantitative and qualitative analyses of the process and deal with the question of how one measures the impact of HPO, that is, how one can determine whether the HPO change effort in a given organization is achieving its purpose.
Downloads:
SIOP Proposal Materials (.doc format)
Brokaw- Overview HPO Model (.ppt format)
Tinsley- EPA-OIG- HPO Impacts (.ppt format)
Ray/Goppelt- NAVAIR TeamWay (.pdf format)
Harnden/Brown- Measurement of HPO and PDQ (.ppt format)