Organizational Development A teeny tiny glimpse...

Team Through a Hoop

Objectives Demonstrate how OD affects us personally, regardless of our position in an organization Demonstrate the issues facing organizations

Agenda Team Through a Hoop OD Defined –Who are the Clients? –What issues does OD address? –How are those issues addressed? Waterline Model Helium Stick E Q Wrap-up & Additional Resources

What is OD? Organizational Development is the process of improving organizations by increasing organizational and/or employee effectiveness.

Who are the Clients? Board of Directors, CEOs, VPs During changes in corporate strategy, mission, leadership, technology or organization structure Middle Managers Within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership First Line Supervisors To improve operations and employee involvement, establish high involvement work teams, improve organizational communication, develop supervisory training or new reward systems Line Workers To facilitate job redesign improved performance, teambuilding or improvement in the work environment

Performanc e Gaps Micromanaging Role Ambiguity Infighting Conflict Low Morale Biz Growing Pains Diversity Issues Grooming Future Leaders Skill Building What Issues Can OD Address? Decisions Don’t Stick High Turnover Lack of Mission/Vision Ineffective Norms/Patterns

How are Issues Addressed? Organizational Effectiveness Employee Effectiveness Change ManagementExecutive Development Strategic Planning3rd Party Conflict Resolution Group FacilitationCustomer Service Training Org RestructuresLeadership Development Sociotechnical Systems Design Workforce Diversity Action ResearchCommunications Training

The Waterline Model* Task Maintenance Structure (Roles & Goals) Group (Dynamics and Development) Interpersonal (Between 2 People) Intrapersonal (Within an individual) XXXX *Adapted from Harrison, R. (1979) The Waterline Model: A Diagnostic Intervention Model for Managing/Leading Groups.

Secret Sauce for Success? Sponsorship Systemic Thinking Expecting and Addressing Resistance Balancing Task and Maintenance Addressing 3 Factors

The Rub Metrics- How do we know we have succeeded? Change- even change for the better-is hard.

Helium Stick

Emotional Intelligence Self AwarenessSelf Management Social Awareness Relationship Management Personal Competence Social Competence What I seeWhat I do

1. Public 4. Unknown3. Hidden 2. Blind Known to SelfUnknown to Self Known to Others Unknown to Others Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics. Palo Alto, CA: National Press Books. We can only access this by receiving feedback from others Johari’s Window

Review

Additional Resources Connor, D. (1992) Managing at the Speed of Change. New York: Random House Books. Goleman, Daniel. (1998) Working with Emotional Intelligence. New York: Bantam. Heen, S., Patton, B., & Stone, D. (1999) Difficult Conversations. New York: Penguin Books. Heifitz, R. & Linsky, M. (1999) Leadership on the Line. Boston: Havard Business School Press. O’Neill, Mary Beth. (2000) Executive Coaching with Backbone and Heart. San Francisco: Jossey-Bass.

Behavioral Patterns Under-perform MicromanageLack of follow-through Distrust Trust Accountability

Conviction/Connection Model Connection Conviction Enmeshed Disengaged Avoidance Rigid - Inflexible Over-accommodating

Triangulation *Based on the work of Murray Bowen You Them 3rd Party

Communication Breakdown *Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton.

The Interpersonal Gap Model* A’s private intentions A’s observable actions B’s private interpretation s *Based on the work of John Wallen, PhD. Pass through filters and are transformed Into… Pass through filters and are transformed Into…

Age Birth Order Gender Marital Status Religion Organizational Role Education Work Background Income Family Norms What are YOUR filters? Ethnicity Physical Abilities Values Sexual Orientation