The three anchor points of successful implementation and team development
Change only succeeds when people work together. That is why Torgo always combines organizational development with team development. Our approach rests on three crucial anchor points: clear unit assignments, clear role definitions and a co-creative implementation of change. Together, these anchor points ensure that teams not only support the change, but also implement it successfully.
UNIT ASSIGNMENT
A team can only perform when the goals and lines of cooperation within an organization are clear. Torgo develops this clarity for each team. We do this in “mission statements. This tool helps us understand the specific objectives of each unit within the organization and how these objectives align with the broader strategic goals.
We also identify alignment issues within and between teams. We clarify these problems, within the current structure when possible, with suggestions for structural improvements when necessary. In this way, we help avoid ambiguity, reduce tensions and increase efficiency in the workplace.
ROLE DEFINITIONS
It is impossible, it is even unfair, to require people to meet unclear expectations. We promote autonomy in job content, but not by drowning people in an endlessly broad job content.
The Torgo methodology includes a very specific way of defining roles. A methodology that recognizes that roles are a puzzle piece in the bigger picture within an organization. Our role definitions go beyond vague notions of teamwork and self-direction and balance direction, collaboration and individual autonomy.
CO-CREATIVE IMPLEMENTATION
In change management Torgo combines design and cultural change in one movement. In this movement, design is the destination (what is the organization we need), and change is the itinerary towards this destination (what do we need to do to get there).
Every significant change is the result of a co-creative process. We set up a structured dialogue that creates ownership on the development and change of the organization with a wide range of internal stakeholders. In the design stage we develop multiple scenario, ranging from near to the current way of organizing to more disruptive vis-à-vis the current organization. The scenario’s allow for a stepwise implementation approach. Moreover, we make a habit of transparency and communication throughout the organization.
We do more than just setting up workshops. Don’t get us wrong. Workshop facilitation is important because the ultimate ownership of the change never lies with us. In our view, we should do much more than just hosting workshops. We dive into the content, we help hold the pen. This way, we ensure that every meeting is well prepared, that well-considered proposals are on the table and that a valuable result is accomplished in every project.
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