Describe the six stages of organizational development?

From R Flicker

Ruth Flicker, M.Ed. President, RRF Human Development Consultants Inc. w2rote the following. No references were provided.

Stage One: Inception

Envision and Court

Often, organizations are formed when a founder (or a group of founders) recognizes an unmet need and decides to do something about it. Energized by a vision of a better world, the founder imagines what could be. The founder courts followers by articulating her values and ideas. If the founder perceives sufficient support, she then undertakes the move from inspiration to conceiving a new organization.

Stage Two: Start-up and Launch

Organizational Infancy

Now the organization moves from visioning to planning and implementing the dream. Locations are chosen, buildings outfitted and the first teaching staff are hired. Infant schools require constant, 7/24 care from their founders: there is intense activity to get the school up and running and many near-disasters to clean up. There is a constant cry for “Cash!” as start-up funding is quickly exhausted.

Stage Three: Go-Go

Grounding and Delivery

As more paid staff comes on board, the school begins to need centralized and unified direction. The senior leader transitions from an educator-in-chief into a functional manger and often some of her first direct reports transition from managing themselves to managing staff.

Stage Four: Maturing

Delegate and Evaluate

By this point in the life cycle the school is firmly established. Basic resources are in place, and, typically, the growth of the school continues at a steady pace. Continuous growth creates demands for more resources.

Stage Five: Specialize and Control

Prime

In the best scenarios, healthy schools at this stage are systematic enough to understand the reason for their successes and able to replicate them. They are nimble and adaptive enough to evolve. They address and solve problems caused by change – and this keeps them young and vital. Stage Six: Renew and Rebuild

Typically, changing external forces or an implosion of internal forces or unprecedented opportunities, or a combination of these three dynamics propel the organization into a large-scale review of its identity, values, vision and mission. Generally, most of the original founders have left or moved on and a new generation of leaders takes on the responsibility of reinventing the organization.

Ruth Flicker, M.Ed.

President, RRF Human Development Consultants Inc.

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