To ensure the effectiveness of organization development is sustained, the following four practices (VEHO) are essential.
As a follow-up to any diagnostic or solution-finding workshops conducted for organizational development, it is advisable to implement the following strategies for sustainability. The department responsible for organizational development or organizational culture should take on the role of a secretariat to ensure these practices are carried out.
1. Visualization
The first step is to implement Visualization, which involves making the results visible and tangible. Utilize all available media— posters, brochures, banners, decorative walls, letterheads, videos, and references by leaders—to ensure continuous visibility and recall.
For instance, if a vision-setting workshop was conducted and a vision has been established, it should be promptly visualized so that all the members of the organization will easily remember it. Even those who participated in creating the vision may find it difficult to recall the exact wording. A vision that is not remembered by the members loses its power and value as a guiding force. This applies not only to the vision but also to the mission, core values, slogans, work methods (Wow), and strategies.
Effects of Visualization
- Frequent exposure helps reinforce the image in memories.
- It serves as social proof, reinforcing the idea that “everyone in the organization is on the same page.”
- It makes the changes feel real and tangible.
- If the vision was created with members’ participation, seeing it displayed gives them a sense of pride in their
contribution.
2. Eventization
People learn through experiences. No matter how well-crafted the words or how visible the posters are, true learning occurs through direct experiences. Therefore, it is crucial to create events that bring the desired organizational culture to life—this is known as Eventization.
For example, if an organization has established a culture or standard of behavior prioritizing “employee safety first,” there must be an event that makes this priority tangible. Suppose a heavy snowfall occurs, and employees believe they should work from home for safety. However, if they receive instructions to “brave the snow and come to the office,” they will likely conclude that leaders prioritize their own convenience over employee safety.
Methods of Eventization
-
The efforts towards organizational development are perceived as genuine.
-
The organization’s commitment to supporting its members is reinforced, enhancing the perception of organizational support.
-
Observing that declared standards are upheld encourages employees to commit to implementing these standards themselves.
-
The event itself becomes a driver of organizational development.
3. Habitualization
“There’s a saying that a heart startled by a snake will also be startled by a rope.”
As beings concerned with survival, people tend to perceive situations negatively or as threats. Left unchecked, this can lead to the unconscious development of negative biases. Therefore, not only employees but also leaders may develop negative or antagonistic feelings towards other colleagues, employees or other departments. Organizational development aims to foster and maintain positive, cooperative relationships between members and departments. To achieve this, it’s essential to cultivate consistent habits of positive communication.
For instance, instead of saying, “Why do you keep doing it this way?” one might say, “This isn’t what I expected—was there a specific reason you’re doing it this way?” Instead of, “Isn’t that your department’s responsibility?” try, “It seems we have different views on task ownership—shall we review it together?”
Transitioning from a habit of negative, judgmental statements to one of positive, exploratory communication is crucial. This process requires more than just a one-time training session; it needs to be reinforced through ongoing coaching, feedback, and mutual learning.
Methods of Habitualization
- Set desirable habits, target timelines, and frequency of feedback.
- Record habits that need improvement and exchange feedback.
- Share and celebrate experiences of improvement.
- Study philosophies and internal beliefs to reinforce positive habits.
4. Objectivization
“Subjective Perception: Navigating the Challenge of Recognizing Positive Change”
Change is subjective. While some may perceive that desirable changes have occurred, others might feel that nothing has changed at all. Though the process of change can be challenging, everyone appreciates positive progress when it happens.
“Objectively Measuring and Communicating Positive Change in Organizational Development”
Therefore, it is essential to objectively measure the positive changes that have taken place and make these changes known to both internal members and external observers. To achieve this, it is crucial to meticulously design, from the planning stages of organizational development, what changes are desirable and how those changes will be measured.
Methods of Objectivization
-
Establish quantitative metrics and conduct surveys.
-
Compare changes in organizational expectations through interviews and workshops.
-
Summarize the details of the changes.
-
Announce the results through various internal and external channels.
