Some principles |
| Attitudes of buy and burgle will dominate how people view a house and illustrate the significance of how we think, and the exceptional manner in which our views prejudice everyone. |
| | | How managers think about HR processes will dominate their behaviour toward those processes. |
| | | All scientific theory is merely a system of thinking about specific topics. |
| | | All management and organisation is part of social science and is subject to al the underlying social science issues and the rules and principles of creating theory in social science (issues of ontology or body-mind for example, or principle of first things first). |
| | | Effective theory orientates us exactly as any effective thinking orientates us to any situation or topic with the result we act more effectively in relation to that situation or topic. |
| For every goal there are behaviours needed to achieve the goal. These behaviours called behaviours of success, ideals or goal focused behaviour. |
| | | If the volume and intensity of goal focused behaviour is increased then goal achievement must improve, provided: |
| | | The selection of goals is appropriate; |
| | | The ideals are accurately identified. |
| Every role in a business is driven by outputs. Aims and outputs in every role are derived from the strategy. |
| It follows that in every role in the business there are ideals that need enacted for the outputs in the role to be achieved. |
| | | If the volume and intensity of ideals or goal focused behaviours is increased results must improve. |
| The organisation is separate and distinct from people. |
| | | People change but the organisation goes on. |
| | | Therefore there can be a link between the organisation and people, and by better understanding that link, then we can better manage the situation. |
| | | This means we need begin by building the structure of the organisation first, in OPD the structure is called the architecture. |
Create the architecture |
| Build the architecture first. |
| | | Organisational structure - goals and goal alignment, KPIs; processes and systems. |
| | | Ideals in every role. These belong to the architecture, not the people. |
| | | Values.
|
| | | Of success as fundamental and implicit to the business. |
| | | HR policy as the statement of how the organisation will treat staff. HR policy as staff 'bill of rights'. |
Add people |
| Now populate the architecture. |
| | | People commit to own success - crucial overlap with fundamental value of the business. Success extends into social model in property owning democracy. |
| | | Development of professional self-discipline to deliver ideals as and when required - compare to sports. |
| | | Seek performance from people defined as committed delivery of ideals. This may or may not result in success (defined as achieving results). |
| | | Creativity - working 'on' the business by development of ideals. |
