Traits of Useful Recommendations

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    Traits of Useful Recommendations

    Much of the content
    of this topic came from this book:
    Consulting and Organization Development - Book Cover

    © Copyright Carter McNamara,
    MBA, PhD, Authenticity Consulting, LLC

    The following guidelines will be useful when, for example, sharing results
    of an evaluation of an organization or specific function with an organization.

    Focus on the most important recommendations. You don’t need to address
    every issue that you found. Pick the most important or critical 5-7 issues.
    Don’t overwhelm your others with too many recommendations to try understand
    and approve. If those 5-7 critical issues are successfully addressed early on,
    then they’ll likely take care of the other issues, as well.

    For each issue, have one overall recommendation and then perhaps associate
    any lower-level recommendations. You might even leave the lower-level recommendations
    for the discussion later on about how to implement the recommendations.

    Be sure that your recommendations will suit the culture and mission of the
    organization. For example, don’t recommend that all employees be taught
    coaching, based exclusively on questioning, if their culture is totally averse
    to questions. Don’t strongly recommend that the organization expand its
    markets around the country, if the organization has branded itself as a locally-owned

    Be sure the organization has the resources to do the recommendations. They
    should already have – or be able to quickly get – sufficient resources
    to follow the recommendations, for example, sufficient funding, expertise and

    Focus recommendations on what the organization should do, not so much
    on how to do it. A good way to stick to that difference is to talk
    about goals, rather than recommendations. Goals are described as results, not
    as methods to achieve those results.

    Focus recommendations on both the business and the people side of the organization.
    For example, you would not recommend only that “people must get along
    better with each other” or that “people must feel more satisfaction
    in their jobs.” Instead, you would also recommend more clarity of the
    team’s purpose, goals and roles.

    Prioritize your recommendations, for example, urgent versus desired or short-term
    versus long-term.

    Learn More in the Library’s Blogs Related to Organizational Performance

    In addition to the articles on this current page, also see the following blogs
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    Consulting and Organizational Development Blog

    Human Resources Blog

    Leadership Blog

    Project Management Blog

    Supervision Blog

    For the Category of Organizational Development:

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