Last week, we asked how learning and development (L&D) and organization development (OD) can work together rather than in our own separate silos to make a bigger impact. We asserted that it is time to build a bridge between the two fields and began to lay the groundwork for the aptly named L&OD Bridge Framework. We explored the differences in our origin stories and how our differences shouldnt divide us but should provide opportunities to bring us together.

With this insight into where our diverse thought patterns developed, we can begin to build. This week, we will dive into the first two of five steps to building our bridge: laying the foundation and creating the floor.

What if L&D partnered with OD (or vice versa) to plan an approach to the initiative? We suggest beginning with investigating a business challenge from both L&Ds and ODs unique perspectives to identify the business pain points and possible solutions. Next, explore the why for each roles involvement, and then articulate the findings as a common purpose for the project. Our bridges foundation relies on this essential anchor that we can return to as a project unfolds.

Investigating a business challenge cooperatively allows us to evaluate a stakeholders request thoroughly before presuming or jumping to a solution. Both L&D and OD have their own approaches to conducting a needs analysis that when combined provide a more thorough understanding of the business need. While stakeholders might have asked for training, we often know that training is not the full answer to a problem.

One way to jointly investigate the business challenge is to use the method offered by the Change On-the-Job Behavior Action of the Learning Cluster Design (LCD) model.

The Change On-the-Job Behavior Action of this model is distinct from other models because it creates a goal for a multi-asset learning or change initiative. The goal, or Strategic Performance Objective, is unique because it outlines both the strategic business goals and the human performance goals all in one statement. The objective includes opportunities to brainstorm metrics for the initiative as well (and a later Action in the LCD model, Track Transformation, helps cement your measurement plan).

The LCD model was developed from both an OD and L&D perspective, and the needs analysis methods reflect the best of both worlds. The Change On-the-Job Behavior Action guides L&OD in how to ask questions of stakeholders to better define the business pain points and the on-the-job behaviors that are the targets for success. If you follow this approach or something similar, you will have everything you need to define a common purpose: goals at both the business and the individual level with metrics to target.

Once the objective is articulated, L&D and OD can thoroughly discuss the pain the business or the audience is experiencing and collectively determine what solutions are best delivered via learning experiences or organizational process and system changes.

Some of the skills we should share and develop together to achieve our common goal of advancing and improving organizational performance include:

After defining the common purpose for the work, L&D and OD can create a plan for the project tasks they might work on together, such as brainstorming designs and analyzing data.

If L&D and OD share capability in certain models, the partnership can go a long way towards collaboration. For example, both teams can speak the shared language of design thinking, learning cluster design, or an agreed-upon theory of change for the organization.

Furthermore, in most change models, communication to drive awareness is a key step. This communication can be seen as a learning asset that L&D and OD collaborate on to create the most effective output. As another example, the LCD model asks practitioners to develop a new learning product that goes beyond formal training to include learning assets available on the job and through social means (a learning cluster). When L&D and OD are versed in this type of model, they can work together to move beyond one-and-done interventions to create a coordinated strategy for capability development.

What other skills could we advance together? How might you partner with OD further?

Steps 1 and 2 of our framework capitalize on our common ground. Next week, we will explore step 3, which finds the advantages inside of our differences.

See more here:
The L&OD Bridge Framework: The Foundation and the Floor - ATD