Accompanying Organizational Processes ?>

Accompanying Organizational Processes

Whether you are aware of it or not, your organization is undergoing processes all the time, yet they are especially prominent in times of organizational change. The true wisdom is to know how to navigate the processes so that they suit a predefined set of targets & objectives, to know how to identify the strengths & the difficulties in the organization & learn from successes. Organizations that undergo changes without professional guidance might miss important milestones along the way and overshoot targets. Organizations that choose the guidance of an external consultant, who sheds light on the process, would be able to identify important crossroads & direct the human resources to the longed for objective.


Assimilation of Values

Contrary to public opinion, assimilation of values in the organization is actually done in organizations that are considered well founded and mature. It is important to know that organizational values that recognize the importance of the human capital, generate greater commitment to the organization among the employees. Therefore, the formulation and assimilation of core values creates a sense of purpose in the organization which goes beyond money making – It is what serves as a guideline, providing inspiration to employees and meaning to the organizational achievement. Gaya believes that one must not “invent” the organization’s values, but rather expose the authentic values and develop those that really represent the organizational beliefs. In our view, the managers are those who must lead the assimilation of values every day and bring about, at the end of the process, an organizational and everyday atmosphere that reflects the declared values and involves all of the managers and employees, down to the most junior of them. At the end of the process, the set of values is actually translated into binding operative behaviors.

Defining and Assimilating Objectives

Management via objectives, whether at the organizational, team or personal level, generates many benefits and particularly the ability to provide the proper focus, clear priorities and quantification of the degree of success in various tasks. However, these benefits cannot be expressed without a precise and useful definition of the same objectives and without ongoing control over the degree to which they are met. In this process, Gaya’s team of  consultants assists managers at various levels of the company in choosing relevant objectives for the organizational unit they head, their formulation, defining the indices and actions to perform and building an orderly infrastructure for ongoing tracking and control. In addition, we know that alongside any constructive process, objections will crop up as well. We accompany any dealing with these objections (whether on the part of the managers or on the part of the employees) and provide a response for them in the form of solutions that are suitable to both managers and the organization.


Organizational surveys are a very important tool. They reflect for us the internal feelings and serve the organization in collecting information on stations, moods, needs and data in various fields. After your organization performed the surveys, Gaya’s team of consultants accompanies it closely for the purpose of implementing the most relevant information in the organization, in a manner that is easy to understand and which includes an up-to-date snapshot and recommendations for the future. Thus, we can translate the results of the survey you performed into a real plan of action. As an added value, we are offering additional support processes to the organization after receiving the results of the survey, including assistance to managers in presenting the results of attitude surveys, assistance in mentoring processes and handling the managers who received low scores in the attitude surveys, building plans for nurturing the excelling levels and accompanying the Human Resources Department in translating the survey results into operational work plans.

Preparing Managers to Cope with and Present the Findings of the Organizational Attitude survey

One of the most important things managers will cope with is the organizational attitude surveys results. These surveys are conducted periodically in order to receive an up-to-date and detailed snapshot of the employees’ opinions toward various aspects of the organization and the unit to which they belong. Sometimes that data is satisfactory and do not require coping with any difficulty, however every now and then complex findings emerge from these surveys, which could also reflect low satisfaction with the organization, with the team and sometimes even with direct and indirect supervisors of the same managerial unit.

Gaya’s work concept is that successful coping with the publication of the results lays in proper preparing the managers to conduct discussion on the subject. To that end, we conduct designated workshops for managers, whose purpose is to prepare the managers for discussing attitude surveys. These workshops touch upon both the emotional level and the practical level and usually include a number of key components:

  • Discussing the goals for which the organizational attitude survey was conducted;
  • Defining the goals of the discussion that the managers are about to conduct;
  • Presenting the guiding principal and the recommended structure for the meeting;
  • Guidance on how to cope with difficulties and objections that are difficult for a process such as this;
  • A discussion on the things that the managers can expect to cope with during the discussion and afterwards.

Good and thorough preparation of the team of managers to the process will assist them in creating a substantive dialogue with the team they manage.

Organizational Diagnosis

Organizational diagnosis is a way to provide a comprehensive picture of a unit’s activity within the organization and formulate recommendations for the future. The diagnosis process includes a large number of in-depth interviews on all of the unit’s levels, which are conducted according to a semi-structured questionnaire.

The diagnosis focuses on part or on each of the following subjects: Organizational culture, managerial concepts, the future picture of the organization and possible directions of development, compatibility between the unit’s organizational structure and the activity required from it, management mechanisms, communication and work interfaces and guidance of organizational changes.

Accompanying Organizational Changes

Naturally, any change generally triggers feelings of uncertainty, intense emotions, apprehension as well as anticipation. When accompanying organizational changes, we initially focus upon preparing the managerial levels, in developing their ability to cope with the expected (or already ongoing) change in the best possible manner and assist them in optimally supporting their employees. In our view, the key to a successful change and the creation of a successful organization is maintaining strong, clear and constructive leadership across the organization.

In light of this, Gaya’s work method proposes a number of systemic interventions that focus upon the managerial level, including:

  1. Initial Organizational Diagnosis that focuses upon the change and the reactions it triggers;
  2. Manager Workshops – Leading and coping with change;
  3. Employee Training Kit – Leading and coping with changes (we give the managers the tools and they are the ones who conduct the training to their team);
  4. Leading Forum – Managing the project with a systemic and practical perspective;
  5. Groups of Colleagues – A managerial-latitudinal consultation forum.

From Learning from Successes to Organizational Learning

The term “learning organization” is in the forefront of the current organizational world, but what is it actually? A learning organization is an organization in which ongoing organizational learning activity takes place at all times. In such an organization, designing the future of the organization is significant for the purpose of coping more efficiently with a complex and changing environment. In addition, the learning organization invests a great deal of energy in disseminating hidden knowledge in the organization (knowledge that exists among some of the employees) and turning it into open knowledge (commonly recognized knowledge in the organization).

One of the ways of organizational learning is via learning from successes and “Appreciative Inquiry”. This field of learning from successes stems from the school of positive psychology, which has gathered speed in the organizational field. It enables organizations to analyze the success stories that exist within them, to understand the conditions that enabled the success and to think about how to replicate and repeat similar successes in new future contexts.

The learning and defining of the conditions that enable success takes place on three levels – The individual level, the team level and the organization level. After investigating and defining the conditions, the Gaya team leads a discussion that examines the possibility of including the learning that took place as part of the future experiences and plans.

Identifying and Defining Core Competences in the Organization

The core competences were defined in 1973 by McClelland as knowledge, skill, traits, opinions, self-perceptions, values and motives directly related to work performances and results. At present, we define the core competences as those traits in a person that enable him to achieve optimal performance in his role. The basic assumption is that identification of core competences (personal knowledge, skill, abilities and traits) enables creation of a shared language and a uniform organizational culture that emphasizes the importance of the human capital.
How to identify core competences in an organization? The identification process is performed with the full cooperation of the human resources managers and makes use of various tools, including interviews that focus upon the interviewee’s behavior in the events he experienced in the past (Behavioral Event Interviewing – BEI) alongside an analysis of success stories. During the process, we identify and distinguish between the various core competences that are characteristic to the various levels and conduct an experiential workshop for managers in order to identify the same set of skills.

Strengthening the Organizational Engagement

One of the most important elements for the individual as an individual and the organization on a general level is the large degree of engagement toward the organization. Studies indicate a significant and real connection between the level of organizational engagement and various variables of organizational effectiveness, including attitudes and behaviors of the individual such as performance level, organizational civic behavior (OCB) and lower turnover rates. In addition, it is worth knowing that employee’s organizational identification with his workplace could assist in nurturing a sense of meaning, self-empowerment, a sense of belonging and development of a sense of respect, pride and self-worth.

One of the leading fields of specialization in Gaya is the building of processes whose purpose is increasing the engagement and deepening the connection between the employees and the organization itself. Within this framework, Gaya’s team of expert consultants offers systemic and cross-organizational interventions, which combine a number of components:

  • Identifying and defining the needs regarding the organizational engagement;
  • Developing of designated experiential workshops that provide the employees and manager a chance to get to know one another and discuss subjects without intermediaries, while exposing the employees to information, facts, stories and figures that reflect the positive angles and characteristics of the organization, which there was no real chance of exposure to prior to the process;
  • Providing tools and training managers in the organization to lead such workshops, while providing practical guidance tools and managerial tools to handle dilemmas relating to the employee relations with the organization.

We are proud that such processes are generally performed in full cooperation with human resources managers and senior managers in the organization, who assist in constructing interventions that are suited to the unique needs of the managers and employees. 

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