tag:blogger.com,1999:blog-150925432024-03-10T16:54:26.994-04:00Mass Bay ODLGDiscussion forum for members of the Massachusetts Bay Organizational Development Learning GroupUnknownnoreply@blogger.comBlogger78125tag:blogger.com,1999:blog-15092543.post-83146692406367072452009-02-05T21:13:00.002-05:002009-02-05T21:32:17.342-05:00Change Management in this current economic situation.I won the prize drawing at the last Program Meeting on <a href="http://www.learninggroup.org/dec08docs.htm">Jan 27</a>. In order to claim this prize, I must post a note to the blog. That got me to finally try out blogging, something I've thought about doing but never made the time. For me, it involves breaking out of my shell and doing something different. Which brings me to the subject at hand: change. I was prompted to make a change and do something different by something that happened (winning the prize). Would I have done this if that didn't happen? Perhaps something else would have happened to prompt me to do it. Perhaps my thoughts would have changed as a result of some experience, leading me to blog. The point is that change in experience (physical, mental, environmental, etc.) leads to change in behavior. This is well understood by change memnegement practitioners. So, as to the question of how the current economic situation will affect change management practices: I do not think the economic situation will substantially alter change management practices. We have a situation that has created some significant experiences for many people and organizations. That will prompt changing thoughts which will change behaviors. Some will be more open to changing, many by sheer necessity. This may allow change management practices (and practioners) to have more influence and credibility. However, the basics of these practices will remain the same. Things like recognizing and dealing with resistance will still have to be done. Coaching people to acknowledge and use their resilience will continue to be an essential skill for change management professionals. We will still have to work from where the client is and not where we think they should be. The big difference is that there may be more willingness on the part of clients to use the services of change managers and/or thier tools. But let's not forget that people are still people and organizations are still organizations. Changing them will still require a solid understanding and prudent use of the basics.<br /><br />I'm <a href="http://www.learninggroup.org/directory/member.asp?ID=81">Grant</a>.clipdoghttp://www.blogger.com/profile/07432917218090105252noreply@blogger.com1tag:blogger.com,1999:blog-15092543.post-4802776082859074472008-12-31T11:38:00.000-05:002008-12-31T11:39:04.634-05:00How does the current economic situation affect change management practices?Our December <a href="http://www.learninggroup.org/lg_future_meetings_schedule.htm">program meeting</a>, with <a href="http://www.learninggroup.org/directory/member.asp?ID=50">Rick Lent</a> on “Change Management That Works,” was rescheduled to January 27. In anticipation of that event, we’ve chosen as our Question of the Month a topic that is much in peoples’ minds these days.<br /><br />Is change easier to motivate in a “difficult times” – or harder? In “turbulent times” are different principles and tools for change management needed? Do change agents have to apply themselves to new areas in “tough times”? We invited members’ discussion on such topics.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-46784379542483431722008-12-11T13:06:00.005-05:002009-02-05T21:54:09.525-05:00The Seven Crown Jewels of Public Speaking PresenceSummary/Review of DVD: <a href="http://www.riverways.com/7jewels-video.htm">The Seven Crown Jewels of Public Speaking Presence</a>, by <a href="http://www.learninggroup.org/directory/member.asp?ID=147">Carla Kimball </a><br /><br />SUMMARY<br />7 jewels:<br /><br />1. Where you put your attention, that's where your energy goes.<br />Change your focus of attention from "what might go wrong" to "what is success".<br />Notice/pay attention to what is going on for you. If anxiety begins to build, figure out what would be a more productive use of your energy.<br /><br />2. Slow down. Take your time. Breathe.<br />Let the breath come.<br />Then, you can make some choices, pace yourself, in order to deal with whatever comes up in the moment.<br />"Entrainment": people catch up to the dominant rhythm in the room. So, you set the (slower) pace.<br /><br />3. When we're anxious, we tend to be in our heads. We need to be in our bodies: an embodied presence.<br />Come back to feeling your feet on the ground, your connection to the earth.<br />Or focus on your center: your belly.<br />Let your energy drop down in your body.<br /><br />4. Think of it as a conversation.<br />That takes pressure off ourselves to "perform."<br />You don't have to be perfect in a conversation.<br /><br />5. Ask yourself, "How can I be of service?"<br />Be present. Be available.<br />Drop the need to be the expert.<br /><br />6. Find the inner smile, the smiling energy that is inside.<br />Smiling and frowning have very different neurochemistries.<br />Don't take yourself so seriously.<br />When we smile, we end up being much more open and receptive to others.<br />Be kind to yourself.<br /><br />7. Trust the power of silence.<br />Silence provides an opportunity to come back to yourself, to allow the possibility of discovery.<br />It also gives emphasis to what you just said -- gives it resonance. Gives folks time to assimilate.<br /><br />REVIEW<br />I agree with the effectiveness of most of what she says in the DVD. It is entirely a "talking head" (or, more accurately, "talking torso") piece of media, with the camera scarcely moving (and then only horizontally), so don't expect the visuals to be at all enthralling. But she has good material and delivers it well herself.<br /><br />Most of us omit one or several of these points in our own public presence -- so the DVD can offer a good refresher.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=18">Ed Dolan</a>Edward Dolanhttp://www.blogger.com/profile/06298982266039895771noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-25178132192045427122008-11-20T12:51:00.000-05:002008-11-20T12:53:22.281-05:00What challenges will OD face in the year 2009?Our <a href="http://www.learninggroup.org/nov08docs.htm">November 18</a> program meeting was on “Six Challenges for OD Practitioners”. We had small group sessions and report to the whole group on “Defining and Explaining OD,” “External vs. Internal,” “Globalization and Virtual Worlds,” “Measuring OD Interventions,” “OD and Creativity,” and “OD as a Career Field”.<br /><br />For the Question of the Month, we taken a focused view of the program theme and are asking members to provide their thoughts on what challenges OD will face in the next year – as well as ways that OD practitioners can meet those challenges. Of course discussion on the six specific areas covered is also welcome.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-71873740200994499972008-10-24T15:28:00.001-04:002008-10-25T00:31:55.976-04:00How can we tell whether what people tell us about organizations is the truth?Our <a href="http://www.learninggroup.org/oct08docs.htm">October 22</a> program meeting was on “Getting the Organizational Truth”. <a href="http://www.learninggroup.org/directory/member.asp?ID=245">Bruce Katcher</a> of <a href="http://www.discoverysurveys.com/">Discovery Surveys</a> presented on "Designing Effective Survey Questions". <a href="http://www.learninggroup.org/directory/member.asp?ID=125">Louise Mallette</a> of <a href="http://www.thetelicgroup.com/">The Telic Group</a> presented on "Creating a Safe Space". <a href="http://www.learninggroup.org/directory/member.asp?ID=132">Michael Nagle</a> of <a href="http://www.michaelnagleconsulting.com/">Michael Nagle Consulting Group</a> presented on "Open and Honest Dialogue”. <a href="http://www.learninggroup.org/directory/member.asp?ID=119">Deepika Nath</a> of <a href="http://www.indicaconsulting.com/">Indica Consulting</a> presented on "What You Need to Know Before You Seek the Truth".<br /><br />This program was in part a follow-up our <a href="http://www.blogger.com/Deepika%20Nath%20of%20Indica%20Consulting%20will%20present%20on%20">December 2004</a> “Interviewing and Surveying Customers and Employees” and <a href="http://www.learninggroup.org/jul06handouts.htm">July 2006</a> “Focus Groups in OD”. The 2006 program was a result of ideas from a brainstorming session at the 2004, and this program similarly originated from whole group discussion at the 2006 one.<br /><br />Our overall theme was that we have to collect data in OD, using such methods interview, surveys, and focus groups? But since people don’t always want to tell us like it is and sometimes don’t even understand their motivations, how can we know that this data is “the truth” (or, if that is too philosophical a question, adequate ground for making sound decisions and taking effective action)?<br /><br />This time we also considered what we would learn and what topics would be good to learn more about. The following were some of the ideas proposed:<br /><br />· How can we get open and honest feedback? Is this situation different in virtual contexts?<br /><br />· How can we build trust in organizations? And how can we rebuild trust after it has been broken (e.g., betrayal by management)?<br /><br />· How can develop discernment? Specifically, how we practice “<a href="http://www.equalvoice.com/use_of_self.pdf">use of self</a>” and build more reflective <a href="http://www.learninggroup.org/sep08docs.htm">self-awareness</a>?<br /><br />· How can we find courage to speak up when it is not safe to do so? Or is this something that sometimes should be avoided?<br /><br />· How can we avoid self-deception? How does this apply to leadership?<br /><br />All of these would make for good program topics. In the meantime, we invite blog discussion on any of them or related topics. For the Question of the Month, we taken the overall question provided by the program title.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-60048817079742436692008-09-26T18:43:00.000-04:002008-09-26T18:44:32.174-04:00How can we better make use of reflection in our practice?Our <a href="http://www.learninggroup.org/sep08docs.htm">September 25</a> program featured <a href="http://www.learninggroup.org/directory/member.asp?ID=276">Grady McGonagill</a> of <a href="http://www.reflectivepractitioner.com/">McGonagill Associates</a> on “Reflection on Practice: Moving Competence to Mastery”. Through small and whole group discussion, those attending gained new insights into model building and how it can be used to enhance one’s practice of organizational development. We gained new ideas and a new focus for understanding and aligning our abilities and values, expanding the deepening the scope of our practice, and having that practice naturally reflect what we are.<br /><br />Reflection is one of the most important skills for OD practitioners but is rarely given the attention it deserves. This program was thus a very valuable learning on which reflective follow-up is particular appropriate. Whether you were there or not, we invite your ideas on how reflection can make us better practitioners.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-81818213450483774222008-08-25T18:35:00.004-04:002008-08-26T18:40:27.184-04:00Deep Change Musings<p><span style="font-family:verdana;font-size:85%;">Your Prize: Theory U<br /><br /><span style="font-size:78%;">Terms and conditions (the fine print): write two blog postings on deep change – one before and one after reading the book.<br /></span><br />Having not read the book, I am clearly in no position to comment on it. However, I felt compelled to turn to it as a place to start.<br /><br /><span style="color:#ffff33;"><strong>THE FIRST THING I DID</strong> was look at reviews and the executive summary of the book. </span>The brief descriptions resonate with some of my experiences -- experiences that were designed to bring me to the same internal awareness that I <em>believe</em> is highlighted in the book. I'll know more after I read the book.</span></p><p><span style="font-family:verdana;font-size:85%;"><span style="color:#ffff33;"><strong>THE SECOND THING I DID was listen to my critical theory voice emerge.</strong></span> I started questioning the whole notion of change. Mind you, I identify myself as a continuous learner. I am motivated by engaging with others who are willing to change. At the same time, I believe we have become a culture where the notion of change has also become a sacred concept, an underlying Truth. Change as a Sacred Truth can serve as a red herring. By putting change on a pedestal, there is also the danger of the underlying message of “not good enough;” it can be easy to forget to celebrate and draw from our successes. Change as a Sacred Truth can be disconfirming. </span></p><p><span style="font-family:verdana;font-size:85%;"><strong><span style="color:#ffff33;">THE THIRD THING I DID was return to Mary Catherine Bateson’s words on deep change.</span></strong> I’ll let her speak in her own words: </span></p><p><span style="font-family:verdana;font-size:85%;"><em>"Much of coping with discontinuity has to do with discovering threads of continuity. You cannot adjust to change unless you can recognize some analogy between your old situation and your new situation…If you create continuity by freezing some superficial variable, the result, very often, is to create deep change. This is something my father used to talk about in relation to evolutionary theory. He used the example of a tightrope walker. The tightrope walker is walking along a high wire, carrying a very light bamboo rod. To keep his balance, he continually moves the rod. He keeps changing the angle of the rod to maintain a constancy, his balance in space. If you froze the rod, what would happen to him? He would fall off. In other words, the superficial variation has the function of maintaining the deeper continuity. In evolution, the deeper continuity is survival. For the tightrope walker, it's staying on the high wire." (Mary Catherine Bateson)</em> <a href="http://www.buzzflash.com/contributors/05/03/con05110.html">www.buzzflash.com/contributors/05/03/con05110.html</a> </span></p><p><span style="font-family:verdana;font-size:85%;">I’ll be back after I explore Theory U. </span></p><p><span style="font-family:verdana;font-size:85%;">But don’t wait for me. Please share your Theory U Musings!!</span></p><p><span style="font-family:verdana;font-size:85%;"><a href="http://www.learninggroup.org/directory/member.asp?ID=318">Polly Silva</a></p><p><br /></p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-37850522600433309312008-08-22T17:36:00.000-04:002008-08-22T17:38:13.940-04:00How can overcome the fear created by conflict situations?Our <a href="http://www.learninggroup.org/aug08docs.htm">August 21</a> program was on “Four Models for Conflict Resolution”. <a href="http://www.learninggroup.org/directory/member.asp?ID=293">Deborah Bercume</a> of <a href="http://www.bercumeassociates.com/">Bercume Associates</a> presented on “DiSC Indra,” <a href="http://www.learninggroup.org/directory/member.asp?ID=340">Carol Bergeron</a> of <a href="http://www.bergeronassociates.com/">Bergeron Associates</a> on “A Practical Approach to Conflict Resolution,” <a href="http://www.learninggroup.org/directory/member.asp?ID=287">Debora Harkins</a> of <a href="http://leadingchangecoaching.com/wordpress/?page_id=15">Harkins Coaching and Associates</a> on “The Relationship Between Conflict Resolution and Diversity,” and <a href="http://www.learninggroup.org/directory/member.asp?ID=53">Claudia Lach</a> of <a href="http://www.lachtc.com/">Lach Training & Consulting</a> on “The Consultant as Mediator”.<br /><br />After the presentations we had a whole group session. In an experiment probably worth repeating, we solicited discussion questions in advance, producing a list longer than we could handle in the available time. Indeed, we were able only to consider one of them, which we have made our Question of the Month. But of course our blog allows us not only to consider this question more fully (and for participation by members unable to attend) but also to discuss any ideas members may have on conflict resolution and organizational development.<br /><br />So join in and suggest new questions. The other questions were as follows:<br /><br />· How can we measure impact, effectiveness and outcomes of conflict resolution strategies, tools and interventions?<br /><br />· How can we demonstrate the value that we as consultants or internal OD practitioners bring to the organization?<br /><br />· How can we "sell" or influence conflict management practices at all levels of the organization?<br /><br />· How does a tool like Disc (or MBTI for that matter) which lead to an understanding of people's differences help in conflict resolution, particularly in the moment of the conflict?<br /><br />· When there are approaches and methods that focus on the common ground (80% of what we agree), how does conflict resolution work?<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-69950078794947862642008-08-08T15:27:00.002-04:002008-08-26T18:45:54.487-04:00Presencing, Theory U and Deep Change<p class="MsoNormal">At our <a href="http://www.learninggroup.org/jul08docs.htm">July</a> meeting, I wished very hard to win the drawing and it happened! The prize was <a href="http://www.ottoscharmer.com/">Otto Scharmer</a>’s book, <em><a href="http://www.theoryu.com/">Theory U: Learning from the Future As It Emerges</a></em>, published by the Society for Organizational Learning in 2007. One of the requirements for receiving the book is to make a post to the blog, which I’m happy to do.<?xml:namespace prefix = o /><o:p></o:p></p><p class="MsoNormal"><o:p></o:p></p><p class="MsoNormal">The “U process” is based on a concept Otto Scharmer calls “presencing”—a blend of the words “presence” and “sensing,” a heightened state of attention that allows individuals and groups to shift the inner place from which they function. The shift requires, among other things, slowing down, employing “generative listening,” and shifting from reactive responses and quick fixes on a symptoms level to “generative responses” that address the systemic root issues—the single most important leadership challenge of our time, per Scharmer.<o:p></o:p></p><p class="MsoNormal"><o:p></o:p></p><p class="MsoNormal">Look for more learning in my next post, after I receive the book! In the meantime, you can download an executive summary of Theory U from <a href="http://www.theoryu.com/">http://www.theoryu.com/</a>.<o:p></o:p></p><p class="MsoNormal"><o:p></o:p></p><p class="MsoNormal"><o:p></o:p></p><p class="MsoNormal"><a href="http://www.learninggroup.org/directory/member.asp?ID=344">Lisa Kleitz<o:p></o:p></a></p><p class="MsoNormal">Leadership Development Consultant, Executive/Leadership/Team Coach<o:p></o:p></p><p class="MsoNormal"><a title="New window will open" href="http://www.linkedin.com/pub/0/b0/b13" target="_blank">http://www.linkedin.com/pub/0/b0/b13</a></p>Lisa Joyhttp://www.blogger.com/profile/06414493030989111277noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-80167202446238978452008-07-23T13:15:00.003-04:002008-07-23T13:21:42.101-04:00Coaching for leadershipOD practitioners can "coach for leadership" in a number of ways, depending upon their practice orientations. Leadership is exhibited at 3 areas within an organization: the individual, the group (team/Business unit/etc) and organization-wide. Therefore, coaching can occur on any or all of those levels. Furthermore, when coaching at any one level, one should be mindful of all 3 to achieve greatest impact.<br /><br />"Coaching for Leadership" can occur as a formal program (e.g. executive coaching, leadership action learning) or informally, which is what happens very frequently with internal OD people and which, IMHO, is very effective when delivered by professionals who are highly respected within their organizations.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=283">Betty Doo</a><br /><br />Posted in response to:<br /><br />Our <a href="http://www.learninggroup.org/jul08docs.htm">July 16</a> program was on “Coaching with the Leadership Agility Compass” and featured <a href="http://www.learninggroup.org/directory/member.asp?ID=225">Bill Joiner</a>, author the award-winning book <a href="http://leadershipagility.com/">Leadership Agility</a> and presenter at our <a href="http://www.learninggroup.org/feb07docs.htm">February 2007</a> “Leadership Agility” and <a href="http://www.learninggroup.org/mar08docs.htm">March 2008</a> “Four Types of Conversation” Program.<br /><br />Bill gave an overview of the <a href="http://www.changewise.biz/la-definition.html">leadership agility</a> concept and demonstrated the leadership agility <a href="http://agilitymuse.blogspot.com/2006/11/four-leadership-agility-competencies.html">compass</a>. We then did an exercise and had paired discussion on using this tool, followed by a whole group consideration on applying these ideas in the workplace.<br /><br />For our Question of the Month, we’ve taken the general question of how OD practitioners can coach for leadership. At the same time, we welcome members’ thoughts on related leadership and coaching issues.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>, July 17Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-64954860545111598802008-06-26T14:26:00.000-04:002008-06-26T14:27:41.608-04:00How can we broaden the scope of OD practice?Our <a href="http://www.learninggroup.org/jun08docs.htm">June 24</a> program was in our “six small group” format, with discussion and reports on “Branding Your OD Practice,” “Getting a Seat at the Table,” “OD and Project Management,” “OD and Sustainability,” “OD in the Public Sector and in Education,” and “Partnering with Business Sponsors”.<br /><br />For our Question of the Month, we have taken the general question of how we can reach out to related disciplines, form partnerships, and make our work seen as more relevant. We also welcome discussion on any of the specific issues posed by these headings.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-32804169783297809912008-06-04T16:45:00.004-04:002008-06-11T17:58:23.385-04:00Non-Intercultural AssumptionsI can't think of any particular formula for discovering and dealing with intercultural factors. I think it all comes back to applying what Jaime focssed on in his presentation: recognizing our assumptions, as hard as that is. No, no -- not recognizing our clients' assumptions. We're generally very good at that. We've trained ourselves to be good at that. It's recognizing the assumptions that <span style="FONT-STYLE: italic">we</span> are operating on, still, after years of trying to model to others the need to get beyond assumptions.<br /><br />Two comments stood out especially strongly for me from his talk:<br />1) That leadership is the capacity to align the organization's (conscious) vision, values, practices and policies with the diverse (unconscious) assumptions of its members. Leadership almost always gets talked about in the opposite direction. But, even we underestimate, time and again, the persistence -- and the rationality -- of employees' resistance to change, to nobly stated vision and values. I don't see this as abdication of responsibility for leadership and/or change; but we have to know and appreciate -- therefore, listen to -- the wisdom on the floor, if we truly expect to see change and growth (that sticks) happen.<br /><br />2) There are consequences to distinctions, to the different assumptions we operate on. One of the key insights in that statement is the equivalence it implies between distinctions and assumptions. One of the ways we can discover our own assumptions is to look at the distinctions we make in conversation: between managers and employees; between professional and hourly staff; between "those who get it" and those who don't.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=18">Ed Dolan</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-56362093287840112492008-05-24T17:51:00.002-04:002008-06-10T23:15:33.122-04:00How can OD practitioners discover intercultural factors and how do these affect our practice?Our <a href="http://www.learninggroup.org/may08docs.htm">May 21</a> meeting, led was lead by <a href="http://www.learninggroup.org/directory/member.asp?ID=333">Jaime Wurzel</a> of <a href="http://www.irc-international.com/">The Intercultural Resource Corporation</a> and <a href="http://www.salemstate.edu/education/faculty.php?id=1173">Salem State College</a>, was on “Applying Intercultural Concepts to Positive Organizational Change”. Via interactive discussion and a case study, we learned about how hidden cultural factors influence how organizations act and how awareness of these factors is important in promoting organizational change.<br /><br />For our Question of the Month, we’ve posed the question of we can be aware of such factors and how they impact our work. Perhaps, too, members would like to provide some examples of the impact of intercultural factors in organizations.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-46743822702341902772008-05-21T11:23:00.002-04:002008-05-21T11:32:07.131-04:00Leadership and ODAs to "<a href="http://mbodlg.blogspot.com/2008/04/what-is-role-of-od-practitioners-in.html">What is role of OD practitioners in leadership development?</a>" - is this a trick question?<br /><br />OD and LD - simply that leadership development is a subset of organizational development. Successful OD turns on the commitment of the leadership of the formal leader and any substantial OD leap by an organization will likely be attended by development of the leader, too, for he or she moves with the system to the system's new place.I was struck by <a href="http://www.learninggroup.org/directory/member.asp?ID=186">Brian McDonald</a>'s "be, do, have" switch from the traditional "have, do, be" in his <a href="http://www.learninggroup.org/apr08docs.htm">April 24 </a>presentation . His order embodies action learning. The other thing it does for me is invite the learner, let's say the leader learner, to shift focus from how do I get to be like THAT leader (some idealized form, if one could even settle on one) to "what leaderly action can I take now that will continue my leadership journey." For romantics like me it transforms leadership from destination to journey. Hey, I read Zen and the Art of Motorcycle Maintenance back then.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=329">Jim Dezieck</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-78396559116919569122008-04-30T22:10:00.011-04:002008-04-30T23:18:52.552-04:00Communication and ODWhen thinking about communication and OD, what seems most important is engaging employees’ hearts and minds. This happens at all levels of the organization through both formal and informal communication channels. When the communication channels are bi-directional, employees feel more engaged. When there is clarity in the organizations’ central mission and employees understand their specific part in achieving the mission, they will be self-motivated to set expectations on their own that are often higher than those the organization may ask of them. Their actions will become more intrapreneurial with a strong sense of accountability. Effective communication plays a key part in the engagement and internalization by each employee toward the mission.<br /><br />A good example of a communication platform that enables the voice of the employee to be heard is through Forums and Blogs. In our company, in addition to traditional forms of communication such as email, conference calls, town meetings and employee sat surveys, we use Forums and Blogs on a number of topics to create communities of practice within the organization. This is especially powerful given our rapid, global expansion over the past several years. Forums and Blogs help to level the playing field by enabling all to participate without geographical constraints. In particular, we have had the request to create Forums/Blogs for participants of our leadership development programs so they can continue to exchange ideas and support each other regardless of their geographical location after the training is over.<br /><br />Because people are now accustomed to having so many distractions (TV, iPod, etc), many are missing self-awareness due to lack of down time and subsequently impacting their ability to relate effectively to others. We have a challenge to capture the members hearts and minds, and an obligation to engage them in the mission of the organization by providing platforms for them to have a voice in shaping the mission.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=233">Gillian Orlinsky</a>Gillian Orlinskyhttp://www.blogger.com/profile/03888633898961554146noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-29969448519639339972008-04-27T21:46:00.003-04:002008-04-28T21:50:05.466-04:00Di.a.logic training reportHello all!<br />As mentioned, last month I won a day's training on "The 4 D's of a Dialogue Culture" (run locally through <a href="http://www.weismanconsulting.com/">Weisman Consulting</a>) on the condition that I report back some learnings. The training was last Thursday, and I was grateful to have gone.<br /><br />The Di.a.logic technique organizes information about how to improve effectiveness in individual and group conversations, primarily targeting a business setting.<br /><br />Two parts of the day I liked especially well. We spent some time working through an exercise based on the <a href="http://en.wikipedia.org/wiki/Herrmann_Brain_Dominance_Instrument">Herrmann Brain Dominance Instrument</a>, swapping cards until we had a hand which reflected our personalities. The cards were color-coded to show what traits often went together, and sure enough, I ended up completely "red-handed". It was a personal way to bring home how different people bring different skills and perspectives to the group, and how that provides creative potential as well as stress and difficulty.<br /><br />When the training covered "surfacing undiscussables" participants started figuring out how this principle might apply to their own situations. This, of course, is when it gets juicy. Real life situations are complex, but we did a valiant job struggling with them, and had a very nice talk about how to handle cultures where trust had disintegrated. Some points in that particular discussion included:<br /><br /><ul><li>Trust is built on stepping out without getting killed. You connect on one little thing, take one little risk, and see what happens. If you don't get killed you can take a little step further. </li><li>You can only affect yourself, not the other person you're (talking, working) with. If you want more trust, ask yourself - what can I do to be more trusting, more trustworthy?</li><li>What is the lack of trust based on? How do we understand the assumptions we make about another person's actions?</li><li>What is the role of forgiveness, what does this look like institutionally/in a business setting</li><li>If you're waiting for the other person to do something that will restore trust, you're going to be waiting a long time. You have to take the first step. </li></ul>I'm pretty fascinated by this and would be glad to hear other thoughts.<br /><br />As a student of trainings, I was also paying attention to how the day flowed. The trainers broke up the reflection into individuals alone, discussion in pairs, table conversations (two pairs) and the full room. I thought this worked well - it felt predictable enough to be safe while introducing variety in the level and amount of perspective. Generally, I thought the activity level and type of exercises worked really well in sequence. Even standing up in a circle and holding a sign while talking felt like a meaningful switch in activity from discussing the concept sitting down.<br /><br />Thanks for sending me!<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=332">Susan Loucks</a>Susan Lhttp://www.blogger.com/profile/12825689118498372321noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-68562535159009981652008-04-26T20:56:00.001-04:002008-05-21T11:38:47.490-04:00What is the role of OD practitioners in leadership development?What is the role of OD practitioners in leadership development?<br /><br />Our <a href="http://www.learninggroup.org/apr08docs.htm">April 2008</a> program was on “”Four Types of Conversation”. Led by long-time Learning Group member <a href="http://www.learninggroup.org/directory/member.asp?ID=186">Brian McDonald</a> of <a href="http://www.morassociates.com/">MOR Associates</a>, we used a key Learning Group principle, <a href="http://en.wikipedia.org/wiki/Action_learning">action learning</a>, to explore the role of life experiences in making us into leaders and how that organizations can create similar opportunities to enhance and expand leadership.<br /><br />For our Question of the Month, we have selected a related question: how OD practice relates to leadership development. Of course we welcome member discussion on related issues in this area.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.comtag:blogger.com,1999:blog-15092543.post-52093599691347608452008-03-20T18:00:00.003-04:002008-03-20T20:06:46.888-04:00it depends on your definition of OD...and I'm just starting to suss out the possibilities there. But in an interesting conversation I had this morning, I understood more clearly the parallels between personal change and growth and organizational change and growth - and it's hard for me to think of times when I changed and grew without being in conversation with those around me.<br /><br />As the priveleged prize winner of the March meeting I'm charged with reporting back on the April 24 seminar on "the four D's of a dialogue culture". If there's anything that anyone wants me to especially pay attention to, let me know - I'd be glad to have assignments from the body that allowed me to participate!<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=332">Susan Loucks</a>Susan Lhttp://www.blogger.com/profile/12825689118498372321noreply@blogger.com2tag:blogger.com,1999:blog-15092543.post-85681350917911975722008-03-19T16:04:00.000-04:002008-03-19T16:06:50.207-04:00What is the relation between conversations and OD?Our <a href="http://www.learninggroup.org/mar08docs.htm">March 2008</a> program was on “”Four Types of Conversation”.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=224">Leslie Becknell Marx</a> of <a href="http://www.lesliebecknell.com/">Conversation that Matters</a> showed us “<a href="http://www.learninggroup.org/mar08meter.doc">The Conversation Meter</a>”.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=207">Allyn Bradford</a> of the <a href="http://www.faculty.umb.edu/allyn_bradford/">University of Massachusetts at Boston</a> facilitated a session on <a href="http://www.learninggroup.org/mar08dialogue.doc">Dialogue</a>.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=225">Bill Joiner</a> of <a href="http://www.changewise.biz/">ChangeWise</a> presented on “<a href="http://www.learninggroup.org/mar08pivotal.doc">Power Styles in Pivotal Conversations</a>”.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=253">Tom Matera</a> of <a href="http://www.learninggroup.org/directory/resumes/matera.ppt">HiComm Consulting</a> discussed “<a href="http://www.learninggroup.org/mar08bydesign.ppt">Conversation by Design</a>”.<br /><br />In the follow up whole group session, we brainstormed on lessons learned, how we would like to follow up on that learning, and what the Learning Group could do to promote such follow-up. It was also noted that the various ideas of the presenters were interesting from a comparative point of view and that conversation might not (on the face of it) be thought of as on OD topic.<br /><br />For our Question of the Month, we have selected one of these ideas: “What is the relation between conversations and OD?” Of course we also welcome members comments on any related topic and especially invite those who attended to share their learnings and help provide a synthesis between the different sessions.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-21271825710292277202008-02-29T11:32:00.001-05:002008-02-29T11:34:11.132-05:00What are the best new ideas in OD?Our <a href="http://www.learninggroup.org/feb08docs.htm">February</a> program was on “Best Practices and New Ideas in Six Areas of OD”. In our very popular “six small groups” format, participants had their choice of shared learning on <a href="http://www.learninggroup.org/feb08culture.doc">culture change</a>, on <a href="http://www.learninggroup.org/feb08leadership.doc">leadership development</a>, on <a href="http://www.learninggroup.org/feb08generations.doc">managing generations</a>, on <a href="http://www.learninggroup.org/feb08communication.doc">organizational communication</a>, on <a href="http://www.learninggroup.org/feb08effectiveness.doc">organizational effectiveness</a>, and on <a href="http://www.learninggroup.org/feb08performance.doc">performance management</a>.<br /><br />For our Question of the Month, we are posing the general question of “What are the best new ideas in OD?” Of course we also welcome members comments on any of the six subject areas of this meeting.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-9327457022847786352008-01-25T13:16:00.000-05:002008-01-25T13:19:25.953-05:00OD View of Performance ImprovementHere is a very preliminary answer to my own <a href="http://mbodlg.blogspot.com/2007/12/what-is-od-view-of-performance.html">question</a> about the OD view of performance management:<br /><br />Traditional PM thinking implies that the performance of the organization is the sum of the performance of its individual members. By contrast, the OD view is that the performance of an organization depends primarily on the organizational culture.<br /><br />Methods to improve individual performance will always be needed, but unless these are linked to and supported by the organizational culture they are not sufficient to create excellence. Many thinkers (such as <a href="http://books.google.com/books?id=o4-BACWBJWYC&pg=PR13&lpg=PR13&dq=%22peter+block%22+%22performance+appraisal%22&source=web&ots=KmItpUWgwl&sig=t_oGheCB1_cqKTcxz3dDyQb_VD4">Peter Block</a>) therefore actually oppose formal performance reviews systems, espousing instead ongoing discussions, relationships, and cultures that foster continual improvement by all members, and of all aspects, of the organization.<br /><br />“OD-approved” methods for performance improvement would rely on <a href="http://www.managementhelp.org/systems/systems.htm">systems thinking</a>, <a href="http://www.amazon.com/Diagnosing-Changing-Organizational-Culture-Addison-Wesley/dp/0201338718">culture change</a>, and <a href="http://books.google.com/books?id=CeaylSZRCVAC&dq=%22intrinsic+motivation+at+work%22&pg=PP1&ots=fg3Pgpm313&sig=t-f6uaAnvsezArwRXrAcTaYEDq0&hl=en&prev=http://www.google.com/search?hl=en&rls=com.microsoft:en-us&sa=X&oi=spell&resnum=0&ct=result&cd=1&q">intrinsic motivation</a>. Efforts for performance improvement should be designed and implemented via <a href="http://www.nmsu.edu/~iirm/articles/cabana2.html">fully participative methods</a>.<br /><br />A very important aspect of Harvy’s “OD Meets PM” program is its view of performance improvement efforts as an OD intervention. For some more of Harvy’s thinking, see his article “<a href="http://www.business-wisdom.com/articles/ArtclGettingQuality.html">Getting Quality Performance from Your Performance Management Practices</a>”.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-82897995833958727952007-12-23T19:03:00.000-05:002007-12-23T19:06:24.059-05:00What is the OD view of performance management?In anticipation of our postponed December program, featuring <a href="http://www.learninggroup.org/directory/member.asp?ID=205">Harvy Simkovits</a> on “OD Meets PM,” we are for the <a href="http://www.learninggroup.org/lg_future_meetings_schedule.htm#sep">Question of the Month</a> asking members to share thoughts on the relationship between organizational development and performance management.Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-81546900328586103122007-11-22T21:02:00.000-05:002007-11-22T21:05:15.357-05:00What does OD have in common with other disciplines and what makes it different from them?Our <a href="http://www.learninggroup.org/nov07docs.htm">November 20</a> program meeting was on “Six Ways to Do OD” and featured small group discussion on “Directing an OD Function,” “OD and Coaching,” “OD and Evaluation,” “OD Consulting,” “OD within HR,” and “Virtual OD”. Following, we had reports on best ideas and discussed some of the commonalties and new learning discovered.<br /><br />One theme that was cited in several of the reports is the overlap between OD and other fields of practice. We’ve thus taken as our Question of the Month the general issue of “What does OD have in common with other disciplines and what makes it different from them?”<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-42953309665984299182007-10-11T20:45:00.000-04:002007-10-11T20:47:55.936-04:00How can the disciplines and practitioners of OD and of project management cooperate and learn from one another?For our <a href="http://www.learninggroup.org/oct07docs.htm">October 10</a> program meeting on “Systemic Project Leadership” <a href="http://www.learninggroup.org/directory/member.asp?ID=162">Joe Turner</a> and Ken Kerber showed us a model and training us on a tool for combining systems thinking, project management and organizational change techniques in a way that might be described as making project management and OD intervention. Their model is based is on connecting the three streams of project management: the project stream, the change stream, and the systems stream. Their tool involves considering twelve different aspects of the project.<br /><br />Those attending found this session to be valuable learning. We’ve made our question of the month the general issues of the relationship project management and organizational development. Perhaps contributors can give their ideas on this subject, as well as some examples backing these up and their thoughts on the Systemic Project Leadership model.<br /><br /><a href="http://www.learninggroup.org/directory/member.asp?ID=5">Jim Murphy</a>Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0tag:blogger.com,1999:blog-15092543.post-52539142430949134202007-09-21T15:00:00.000-04:002007-09-21T15:05:59.109-04:00How we can reach a deeper field level as individuals, in organizations, as a society, and the global level?For our <a href="http://www.learninggroup.org/sep07docs.htm">September 19</a> program meeting on “Learning from the Future As It Emerges: On the Grammar of the Social Field” we fortunate to again have <a href="http://www.ottoscharmer.com/">Otto Scharmer</a> as our presenter. We will following this up with a program on "Presencing and Theory U" in <a href="http://secondlife.com/">Second Life</a>.<br /><br />Based on his great new work, <a href="http://www.theoryu.com/">Theory U</a>, Otto explained, among other things, the four levels of “the field” (which Otto defines as “the total set of connections that are mutually dependent). These levels are applicable at the individual, group, institutional, and global level.<br /><br />Level One involves operating by ourselves (“the old me level”). It is characterized by “downloading”: talking nice and telling people what they want to hear. At the institutional level, it means centralized “machine bureaucracy”. At the global level, it means hierarchy and central planning. This is where we spend most of our lives.<br /><br />Level Two involves operating from “the current it-world”. It is characterized by debate: talking tough, opposing viewpoints. At the institutional and global levels, it means decentralization and market competition. We have pretty common experience of this level.<br /><br />Level Three is operating at the current “you-world”. It involves empathetic listening and dialogue. At the macro level, it means networks; at the global level, mutual adjustment. OD practitioners often work at this level.<br /><br />Level Four is operating at the highest possible future possibility that is ready to emergene. It is marked by collective creativity. At the higher levels, it means ecosystems and collective presence (seeing from the emerging Whole). Our experience with this level tends to be fleeting and aspirational.<br /><br />We discussed how deep we have gone in personal and organizational levels. For my part I have had some brief level three experiences when using <a href="http://www.learninggroup.org/dialogue.htm">dialogue</a>, but no experience at all of level four.<br /><br />Accordingly we’ve made our Question of the Month one the favorite discussion items in our <a href="http://www.learninggroup.org/deep.htm">Deeper Inquiry Group</a>: the overall theme: How can we help people, organizations, and societies reach a deeper level of discourse and understanding? Perhaps, too, members can give some examples of how they have able to reach and act in deeper levels of thought and action.Jim Murphyhttp://www.blogger.com/profile/08147205859642198571noreply@blogger.com0