Organisational development

We develop and tailor our approach and process through supporting our clients in their efforts to develop and strengthen their organisations. We take into account each individual customer's situation, needs for assessment and development. We are keen to achieve the best possible results for our clients in terms of increased performance and profitability. 

In the interface between individual need for meaning, security, growth and development, and the organisation's objectives and framework, we have found that Bjørnson's expertise and experience contributes to finding the good solutions for work environment surveys, stress mapping, cultural analysis and so fourth.  

A development process diredtec by Bjørnson typically includes mapping and analysis, as well as suggestions for development at various levels within the organisation. This process may include the following phases and content: 
Phase 1: Relationship building
Learning and development is achieved by opening up to new experiences and listening to others. To be able to assist a contractor we first meet with representatives of the organisation to discuss the current company's position and to establish a base of trust. In this phase we spend time getting to know and understanding the organisation, its management and the employees. In parallel, we establish coordination and collaboration practices between Bjørnson and the company representatives in relation to future development. 

Phase 2: Mapping and clarification of needs
Throughout the initial meetings with the customer, we strive to gain a clearer understanding of what they customer wants to achieve. We examine and identify the organisation's current situation, as well as identify their resources, constraints, development potential and future goals. 
Hensikten med alle tilnærmingene er å avdekke både positive og negative forhold for å se hva vi kan forsterke og hva som må videreutvikles. Hvilke verktøy som benyttes i fasen avhenger av den utviklingsprosess enheten har vært gjennom, de kartlegginger som allerede er foretatt og hvor organisasjonen befinner seg. Følgende aktiviteter kan være aktuelle:
The purpose of this approach is to identify both the company’s strengths and areas in need of further development. Which tools we utilise in this phase will depend on the development process the unit has been throug, the results of the surveys already undertaken as well as the current situation of the organisation. The following actions may be used:

  • Meta analysis. Review of relevant assessment tools for the organisation, team and management level.
  • Conversations and interviews with employees at various levels within the organisation.
  • Observation of the team and the interaction.
  • Any use of assessment tools will be based on internationally approved research ensuring that the tools meet the requirements for validity, reliability and norm group.
  • If required we can also customise assessment tools and methods to suit the customer.

Phase 3: Preperation of development
Mapping the current company situation is important because it forms the basis for a long-term cooperation in relation to any future development. The principle of development is that they will contribute to the fulfillment of both short and long term objectives. 
We have extensive experience and expertise in relation to management and organisation development, and how this can best be exercised based on the current situation. Our organisational psychologists have solid theoretical and formal knowledge as well as practical experience in assessing, practicing and teaching management skills. At Bjørnson we believe there is not one single solution, we recognise that the various challenges that managers often face may require customised approaches based on the various situations. At the same time there are many tools within development which can help managers to assess this themselves.
To us it is important to consider the individuals as well as the whole company.
Below is a list of specific actions often used in the management development processes:
  • "Me" as leader and a team player
  • Increased communication skills
  • Guidance
  • Teamwork and collaboration
  • Relational and positional management
  • Culture and values ​​as a basis for management
  • Working Alliance
  • Leadership guidance and mentoring

Fase 4: Implementation
Bjørnson's goal is to implement effective measures. We believe that the best way to measure effect is in terms of real change in the behavior of managers and employees. We are therefore committed to implement those changes that we consider will contribute towards the desired behavioural change and outcomes.  

During the implementation of the work, we have considerable experience of using coaching as a tool with the leaders who will be responsible for the implementation process. Bjørnson, in cooperation with management helps to identify the needs for monitoring the process and any further follow up required. Based on the responsibilities and role in the implementation work we will in collaboration with the leaders, for example, establish personal development plans with specific targets related to implementation activities and the need for support during the process. 

Successful implementation requires that we, together with the customer, are able to establish ownership and a foundation for both the development measures and the assessments which are the basis for these. With successful implementation, we believe that these measures will provide a real improvement. All the measures we have described throughout the various phases are utilised to ensure organisational development at the organisation's own pace. In this way we ensure positive change and reducing resistance that might otherwise occur. 

Phase 5: Evaluation and follow-up
In the implementation phase, we are concerned to evaluate the measures utilized to ensure they provide the desired effects. Evaluation is based on pre-defined evaluation criteria developed in collaboration with the customer. We evaluate the efficacy of the various development projects both during their implementation and after their completion. In this way we are able to continuously adjust our deliveries and ensure consistently high quality and high achievement. Furthermore, should there be any changes to the internal and/or external circumstances, we will take the initiative to discuss any changes that may be required in the approach with the customer.
Stokkamyrveien 13, N-4313 Sandnes  |  Telefon: +47 4000 23 43  |  Faks: +47 51 96 11 81  |  E-post: firma@bjornson.no     fb  linkedin