The Reciprocal Relationship between Organizational Development and Strategic Planning.

      When it comes to the reciprocal relationship between Organizational Development and Strategic Planning, you can't have one without the other. While it is possible to develop an Organization, it most likely will not succeed without a plan. Without an organization or a need to develop a change, there is no need for planning or strategies. Thus, each relies on the other to reinforce and continue the process and cycles of development and change. The two aspects will often overlap one another due to the need for both within the cycle.

In this respect, it can be looked at a task like a person wants to make spaghetti, but they must determine and answer several questions;

1. Where they need to go

2.Why they need to go there

3.What they need to get

4.What they need to obtain it.

      This is like strategic planning because that person has decided that 1. they need to go to Wal-Mart 2. they want to make spaghetti 3. they need to gather supplies and ingredients 4. they need a car and payment method to reach the destination and purchase supplies (not including other aspects such as grabbing a buggy.) The need had been identified, and a plan was developed to meet that need.

The plan has been determined and put into place, so now the shopper must implement the task and keep it on track, like in development and change. The shopper knows they need a car to travel, which means they will implement driving to get there and ensure the vehicle has the fuel needed to carry out this task. Performing this task ensures the proper tools and finance are available to utilize to carry out a development or change effort within an organization. The task cannot be carried out if the plan is not in place because the shopper may then decide to make multiple stops on the way and, as a result, may overspend in another location, which in turn results in there not being enough financial resources available to purchase the needed spaghetti ingredients. The strategic plan can be referred to guide the development and change effort to keep things running.

According to David Coghlan, Nicholas S. Rashford, and Joao Neiva De Figueiredo (2016), "there are six steps to the adaptive coping cycle which are sensing a change, getting information to the right place, digesting information, and drawing the correct conclusions or assumptions, make necessary changes, develop new actions, and obtain feedback which cycles back to sensing change."

The cycle of change can be looked at in terms of the above example of wanting to make spaghetti.

• In the first step, the person's children want spaghetti for supper because they do not want the initially planned goulash meal. This triggers a need for change because they ask for something different from what was originally in place. They must now go to the next step.
• The second step is getting the information to the right place. The children go to their parents and request spaghetti rather than goulash. They gave the information to the person who can accomplish this task, which is the parent who does the ingredients' cooking and procurement.
• The third step will pertain to the person reflecting on the need for change, "Uh oh! There is a problem. I cannot make spaghetti without the needed items. What must be done to change this?"
• This leads to step four, in which the necessary changes are to analyze what ingredients need to be obtained, make a strategic plan, and prepare to carry out this plan.
• This leads to step five, which is to perform the change action. These steps were referred to in a previous paragraph when it discussed answering questions. Now, this process is to be performed. The ingredients are purchased, brought home, prepared, cooked, and served.
• The final step is to receive feedback on the change process, which, in this case, will be the children exclaiming, "Yum! This spaghetti is great! I like it! Can we have a spaghetti night every week?" Thus, the cycle starts again on determining whether to follow this request, decide whether it is necessary, etc.

The example was a relatable life explanation of the change process. Still, the aspects are the same with the need for analysis, creating goals and missions, developing a plan, delegating the task, carrying out the change, and monitoring feedback.

Regarding the aspect of helping strategy execution, Organizational Development, according to Ed Barrows (2019), "has multiple approaches that can be beneficial, such as treating it as a process, as a system, or in a step-by-step approach." Considering Organizational Development is the practice, study, and understanding of continuously implementing change, improvement, and development by utilizing strategies and processes throughout a system, it is more aligned to use these strategic execution approaches.

On the other hand, Organizational Development can hinder strategy execution for multiple reasons. According to Donald Sull, Rebecca Homkes, and Charles Sull (2015), "people are not reliable to maintain a commitment to the strategy and change efforts, poor coordination across departments and people, unexpected or unprepared for obstacles, relying too heavily on strategies with no wriggle room for adaptability, slow reaction to change, unproductive resources that are too slow to reallocate, lack of discipline, lack of understanding what is communicated, and much more."

It is my opinion that strategic planning must come before interventions for change. This is because one needs to know there is a need for change, analyze what it is that needs to be done, and make a plan for it. Interventions are planned actions that are carried out over time within the change process.
An example of a life situation for this would be when a child is struggling and may qualify for IEP (Individualized Education Program) the system will implement a Tiered Intervention (Response to Intervention – RTI) first before examining qualification for IEP. Instructors will see that a student is struggling, and a plan and strategy will be implemented to intervene. Doing this allows it to be analyzed and determined if a student requires more focused or individualized instruction. Once these are performed, and it is seen that something more needs to be done, then a more significant change process can be made to implement IEP.