ORC works with people, the
structure and the culture in organizations to help work get done
better.
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Or, if you want the long
version:
It is the Mission of ORC to provide client
services that enhance the human input and work processes in
organizations. Our Vision is that ORC provides a sound basis for
helping organizations understand the human related aspects of their
multiple internal and external processes – And with that understanding,
organizations may improve their functioning for the benefit of all
stakeholders.
Our work is based on personal experience in real organizations, dealing
with real people and situations. The approach is also grounded in the
practical research and organization work of others. It may include
organization structure, roles and relationships, measurement tools,
inter-department relationships, goals, missions, fundamental beliefs,
values, organization/role boundaries, interpersonal relationships, and
any other interface between the work the organization does and the
people in the organization, or between the people in the organization.
It may also include those who supply the organization and those who use
the product of the organization. Our work may involve a single
department, the entire organization and those that supply it or are
clients, or anything in-between. All stakeholders may be involved.
The basic process includes agreeing the objectives and any limits for
the intervention by ORC; the acquisition of appropriate data via
interview, survey, review of existing records, review of previous
related efforts and other sources; feedback of data and ORC observations;
development of client conclusions and an action plan for any changes
that evolve from the process. Throughout the intervention ORC is
responsible for the process being used to obtain data and develop
enhancing action plans and the client is responsible for and owns all
data and conclusions. ORC does not perform the role of surrogate
manager or client. ORC does not bring preconceived solutions to the
table.
Some
ORC Fundamental Beliefs:
- To ignore opinions is
risky, to ignore data is fatal.
- There is a dynamic
interrelationship and interdependency between work and the people
doing the work.
- The people in
organizations know the organization better than any consultant
can.
- Organizations are
dynamic and open systems, impacted by internal and external forces
and events.
- Two monologues do not
make a dialogue.
- Problems and
opportunities both provide energy for change.
- Those who don’t care if
they have a problem don’t have a problem.
- Education prepares one
to deal with the past; the ability to observe and learn prepares
one for the future.
- Organization structure
tends to be more responsive to the beliefs of those in authority
than to the work to be done.
- It is better to have
the opportunity to build a bridge within organizations than to
have the need to tear down a wall.
- An organization cannot
create the future by dragging the past to the present.
- Culture change cannot
be intellectualized – it must be felt and lived.
- Change must be
measurable; some is not a number, and soon is not a time.
- With real change,
things are not the same.
- Management is not
leadership.
- Those who deliver, earn
flexibility.
- Meetings require
agendas, process management, and action plans.
- Change is inevitable;
one might as well shape it.
Some ORC Values:
- People matter.
- The relationship
between ORC and the client is open and honest.
- ORC honors all
confidentiality agreements.
- ORC does not impose any
opinions or conclusions on the client.
(Only
limited assignments and pro bono work accepted) November 7, 2007
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