Stop the Organization – I Want to Change It! Part 2

Describes and reviews one major initiative within the context of a ten‐year organization development strategy. Outlines the key steps involved in extending a performance management and planning process to over 600 supervisory and clinical staff. Indicates that high levels of external uncertainty and change can have a disabling effect on senior managers. This effect also has implications on the ability and scope for middle managers to play a direct and active role in the change interventions. A key lesson is the need to continually support managers to work with their own staff to help the new systems to be understood and to operate them effectively. The final section reviews the main lessons and how previous work will act as a foundation for ongoing initiatives based on principles which are consistent with the original OD strategy.