Some consequences and differences of the OPD model from current accepted views

  • Engagement.
  • Engagement typical means some overall general commitment of people to the business or to the mission or to the business values supposedly facilitated by mission/vision, 'values' workshops etc.
  • In OPD people are not asked to commit to the business or to the mission or values etc.
  • The OPD process is increasing commitment of people to their own success and visualising the ideals in their role. People buy in because OPD makes them more successful.
  • Performance specifications.
  • To coach you need an image of excellence to compare to actual behaviour. This also applies to coaching oneself.
  • Performance specification is exactly the image of excellence, used as personal coaching and job focus tools.
  • As distinct from the use of job descriptions as 'organisational tools'.
  • Performance as acting out the ideals. Success is achieving the goals. There is currently no clear model of performance, and no clear distinction between 'success' and 'performance'.
  • Performance management is assessing actual behaviour against ideals as distinct from assessing the person against goal achievement. So in OPD a person can perform extremely well yet not be successful and there is no contradiction.
  • Management buy-in: Management quickly see that their leadership problem is getting people to act according to the ideals they help determine and establish; if the results are not there raises issue of whether the ideals are apt, and whether they are fully enacted.
  • Management then see the ideals and processes that support delivery of the ideals in a team as useful and assisting them to get better results.
  • The OPD situation is very different from the norm which is management not seeing clear link between HR practice and results and therefore not committed to doing it and when pressured to do it, treat it as a 'tick the box' exercise.
  • Robustness in relation to changes in people and structure. HR structures become core of policy, processes guidelines, coaching guidelines, and operations.
  • Training and coaching in the business: Development of skill in delivery of ideals as distinct from development of competencies in people.
  • Culture: Every business requires a culture of success defined as focus on delivery of ideals. All business the same as distinct from businesses having different/unique cultures.
  • Achieving the strategy or which is the same as achieving the KPIs throughout the business becomes ensuring ideals enacted fully in each role.


    More information ...
    [Overview of OPD] [Globally the first model of the link between human behaviour and organisation strategy and outputs] [People make a difference] [Management as part of social science] [OPD Benefits] [OPD processes and tools] [Full coaching and support]
    [Some consequences and differences of the OPD model from current accepted views]
    [Index of OPD Articles] [References and testimonials] [OPD People]