Presentation on theme: "Barbara Benedict Bunker. Jay Galbraith & Columbia ODHRM Program Billie Alban & B3: Large Group Methods ◦ What’s happening? Is it real? ◦ Creating."— Presentation transcript:
Barbara Benedict Bunker
Jay Galbraith & Columbia ODHRM Program Billie Alban & B3: Large Group Methods ◦ What’s happening? Is it real? ◦ Creating the framework of understanding ◦ Documenting developments Globalization’s impact on organizations ◦ Networks ◦ Making the matrix work
I see this as a conversation blending my developing ideas with your ideas and experience. There will be two short presentations of my thinking and two periods of group discussion and thinking together 1.The End of Power?? 2.Rising expectations, participation, conflict & Large Group Methods
Globalization has shortened leader tenure Old stable global players now share space with new players with deep pockets and flexibility Old protective barriers have fallen Product innovation has shifted to startups that then get acquired Outsourcing changes organization boundaries Rising expectations and protests – Arab Spring
Traditional organizations are having a hard time trying to be “fast and flexible” Ed Schein recently proposed less attention to corporate culture and more attention to the world culture and team processes Leaders can’t do it all themselves, they have to find new ways of working and empowering the organization. Which leads us to……
Much evidence that organizational culture and structure can prevent engaging the external environment and seeing what is happening Ex: Kodak- Traditional unions and hotel workers Urgent need to build structures that scan the environment and bring in information needed to meet challenges from the environment In most organization failures, the needed information was inside the organization but ignored or not prioritized. Kodak again.
Mounting evidence that organizations that are participative do better. Gallup, Best Places to Work, Blasi & Kruse research We know a lot about how to involve people, groups and systems in participative processes like planning, inventing, deciding We need organizations that are designed and structured to facilitate these processes rather than suppressing engagement and voice Let’s see what’s out there….
Mondragon and worker owned organizations Russell Ackoff’s Three Proposals (1994) 1.The Circular Organization 2.The Organization as a Market Economy 3.The Multidimensional Organization High involvement organizations ◦ Ex: GoreTex – Lattice Organization –Everyone is an “associate”
Google and high tech start ups Zappos new approach = Holacracy ◦ Hierarchy of circles run by democratic process but the agenda and evaluation determined by circle above them ◦ “no managers” = now called by other names but roles are well defined ◦ Very detailed internal procedures but no attention to customers and outside environment. OK Zappos but not others Mila Baker’s proposal for “Peer to Peer Leadership: Why the Network is the Leader” (2014) Ex: Occupy Sandy Eileen Fisher (clothes)
1. Why haven’t these ideas “taken” in the past? 2. Is now the time for real innovation and new forms of organizational design & participation? 3. Is there a way to build into present organizations continuous scanning capacity re the environment? 4. Are there degrees of participation/engagement that Organization Designers can offer to CEO’s who hesitate to take the plunge? 5. Can we design for CEO turnover in a different way?
If we can get more participation, democracy, engagement are we prepared to deal with the interpersonal and group differences that emerge when things are more open and less controlled from the top? What structures do we now have that can help us?
Handbook of Conflict Resolution 3 rd Ed. (2014) (Coleman, Deutsch & Marcus, Eds) “Managing Conflict through Large Group Interventions” (Bunker & Coleman) pp Traditional approach to conflict: ◦ Differences lead to conflict lead to escalation ◦ Conflict resolution strategies typically de-escalate, mediate, or negotiate with a goal of resolution A different way to think about conflict Principles that span the LGMs
1. Focus on Common Ground (areas of agreement) 2. Rationalize conflict – Acknowledge, clarify – don’t ignore or suppress. Agree to disagree. Move on. 3. Manage the public airing of differences/conflict. Let minority views be heard but not dominate. Attend to those in the middle. 4. Allow time to attend to the group’s history of conflict and feelings before expecting work on difficult issues
5. Promote the development of personal relationships - use small group interactions in structured activities 6. Expose people to different points of view in a personal setting. Expand their world. 7. Refocus incendiary issues on issues within the frame that can be dealt with. 8. Reduce hierarchy – Push responsibility for issues down in the organization
1: Planning the Future Future Search (Weisbord & Janoff) 7 th Annual Forestry Conference Boston U School of Dentistry – with scenario planning Buffalo Business School IKEA – worldwide production planning for a sofa Principles: Search for Common Ground – parking lot Manage public airing of differences
2: Organization Design Conference Model & Participative Design ◦ Mercy Health Care- Sacramento, CA Redesign the patient health care system- 5 hospitals ◦ Calgary Health System Reduce waiting time for referrals from GP to specialist ◦ Participative redesign Reduce hierarchy – Push responsibility for issues down in the organization – Groups manage own conflicts
3: Open Space and World Café World Café and the botanical garden board World Café and clashing neighborhoods in San Francisco Open Space and a new R&D division at Pitney Bowes Open Space and warring agencies in Ohio Open Space is taken inside and becomes a way of working in educational schools
Level 1 – Get your questions answered or find resources about any of the Large Group Methods Level 2 – How can Organization Designers use these methods more effectively? AND How can these methods help Organization Design?