Part 1 - DPM’s Manufacturing Process Model of Organization Development
Synopsis: In this paper, the author (Debi Prasad Mahapatra) tries to put into perspective a unique form of Organization Development that he believes is of great use and importance in the context of any modern business organization of any type and size. In short, in the context of this form of Organization Development, the author tries to say, “Do not focus on Results perpetually! Rather, focus on the infrastructure and the mechanism that produce Results. The Results will consequently follow. Excessive focus on Results (and not the MEANS to achieve those Results) is many a time counterproductive and has the potential to take you farther from success and closer to failure. Target the ‘most obvious and certain’. The ‘not so obvious’ and ‘not so certain’ will be taken care of consequently, in the process. That’s easy. Is not it?” You may contact the author in case you have a question or feedback on this.
2. Processing Infrastructure
3. Product Output (s)
4. Byproduct Output (s)
The Philosophy:
To get a better understanding of the concept of Products and Byproducts in the context of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD), let’s take a look at the very philosophy this model is based on. Here is the philosophy of this form of Organization Development, described through an example.
You plant a tree with certain set of expectations. That set of expectations could include, but may not be exactly limited to, Oxygen, Shed, Feel of Goodness and Beauty, Fruit, Fuel for Fire, Building Materials, Elements of Medicinal Value, Shelter (for Birds, Animals and Insects), Flower, Soil and Water Conservation, Climate Control, Raw Material for making Paper and similar products, Noise Pollution Control and Raw Material for making Syrups, Chewing Gum, Crayons, Paint and Soap.
If you take a closer look at the set of expectations (intended outputs or results), it actually consists of two broad categories - 1. Those that are “absolutely obvious or certain” and 2. Those that are “not that absolutely obvious | certain”. Oxygen, Shed, Shelter and Climate Control are a few that definitely fall in to the first category (Those that are “absolutely obvious or certain”). That is, if there is a tree, you can reasonably, at the least, with a great degree of certainty expect (and actually get) these from that tree. However, you may not really expect (and may not actually get) the Elements of Medicinal Value or Raw Material for making Syrups, Chewing Gum, Crayons, Paint and Soap from the tree in question! But, if you happen to actually get some of the things that are a part of the second category (Those that are “absolutely obvious or certain”), that is a bonus for you.
A tree is definitely worth the investment, time and effort put into it as long as it is capable of giving you the items listed in the first category - Oxygen, Shed, Shelter and Climate Control. In the context of this example, if you consider these as the “Product” (the actual intended output) of the Process, your expectations are always going to be met. And, you are always going to get the absolute expected return on your investment, at the least. Because, the output (results) pertaining to these expectations are absolutely obvious and certain.
In this example, the items in the second category (Those that are “not that absolutely obvious or certain”) are considered to be the Byproduct (not the primary intended product) of the Process. If you do not actually get any of the byproducts, still your investment makes a lot of real sense and is covered by just the Product (s) of the Process alone. You plant a tree to get Oxygen, Shed, Shelter and Climate Control. You get those. In addition to that, you get a few of the things listed in the second category (Elements of Medicinal Value or Raw Material for making Syrups, Chewing Gum, Crayons, Paint and Soap etc.). That’s a bonus.
You are always going to get a great return on your investment and your expectations are always going to be met if you focus on things that are obvious and certain. Those are your Products you actually get, come what may. Your investment is protected in that case. You are always going to emerge a winner.
However, if you consider the less obvious and less certain results (the Byproducts) to be your Product of the Process, life is not that good in that context. Your investment is not really protected and there is no guarantee that your expectations will be met. You stand a chance to lose. Your focus on the Right Result Areas (RRAs) is the very theme of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD).
In the tree example, the Byproducts are of relatively more tangible value. They mean more real money. However, the Products (Oxygen, Shed, Shelter and Climate Control), in that example, are invaluable. You do not have anything to lose if you focus on the Products and consider those to be your ultimate intended outcomes. And, the return on your investment is substantial - you get your intended Products and some bonus (in the form all of or some of the byproducts).
In the context of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD), the most ‘obvious and certain’ Result Areas are the Product (s) or Outcomes of this form of OD. The Results | Output (Products) describe what we want to achieve. It defines the characteristics (attributes) of the desired (targeted) internal state of a business organization. Next Page >>
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