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A long time ago,in a galaxy far, far, away
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Star Wars IV: A New Hope
Video Review and Team Presentation
Leading Systematic Interventions
Al-Nisa Edwards
Tom Graf
SB Hur
December 17, 2007
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Overview
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Overview
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Call to AdventureSupport of mentor
to cross threshold
Supreme OrdealFace innermost
challenges, seizing
sword or treasure
TransformationReturn with
treasure to benefit
own world
IntroductionHero in his/her
ordinary world
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Overview
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Many of the truths we cling to
depend greatly on our own point of view
Obi-Wan Kenobi
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Overview
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A small band of soldiers declare war upon oppressive occupiers,
flying to attack the empire's greatest symbol of achievement and power,
destroying it in a cataclysm of smoke and flame and death
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Diagnosis
Issues
Conflicts for many years
Can we characterize and help to resolve the
conflicts between the warring parties?
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Assumptions
Complex
Peace and Prosperity
Empire maintaining status and power
Rebels outside of system
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Diagnosis
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Input
Transformation
Output
Feedback
DetailObjectives
Control
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Diagnosis
Stakeholders
Empire leadership
Rebel leadership
Empire citizens
Unaligned innocents
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Diagnosis
Forces
Imperial Empire
Cultural
Economic Military
Political
Rebel Alliance
Equity
Legacy
Values
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Leader vs. Change Agent
Leader is
A person who rules or guides or inspires others< from WordNet 3.0 >
Change agent is
A person who leads a change project or business-wide initiative
by defining, researching, planning, building business support andcarefully selecting volunteers to be part of a change team.
< from Manoj Bhardwaj, www.isixsigma.com, 2003 >
Relationship b/w leader & change agent
Change agents by nature are leaders, but not all leaders arechange agents.
Change agents can be found at all levels of an organization
< Conan Cheung and others, Leaders as change agent, 2007 >
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Leaders and Change Agents
Leaders
The Emperor, Darth Vader
Princess Leia, Obi-Wan Kenobi and Luke Skywalker
Change agents
Princess Leia
Obi-Wan Kenobi
Luke Skywalker
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Emperor and Darth Vader
Understanding of the situation
Their plan to control all of the Galactic system
autocratically is being hindered by the Rebel alliance
Action response to the situation
Dissolving the imperial Senate,
Making the Death Star to demonstrate their power
Terminating their counterforce)
Stakeholders resistance or obstacles:
Making a Rebel alliance against the Empire
Stealing the plan of Death Star
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Emperor and Darth Vader
Effect of the action
Making people fear about the power of the empire
and then comply with them
Consolidating the resistance of the Rebel alliance
Overall effectiveness: poor Lack of communication and collaboration with the
others about the vision and strategy.
Poor vision itself: the Galactic system is too wide and
complex to be controlled by military-like governance.
Network-based structure might work for this case.
(Cummings & Worley, 2001)
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Princess Leia, Obi-Wan Kenobi and Luke Skywalker
Understanding of the situation
The empire has forced people to follow its way of governance.
Princess Leia and Obi-Wan Kenobi are more interested in
recovering the old system than the others in their team
Luke and Han have personal motivations to join the team: Luke
wants to know more about his family and Han tries to takeadvantage of the situation to solve his financial trouble
Action response to the situation
Digging up information to hinder the Empire
Gathering people who have same value and interests Mentoring and encouraging others to commit
Outsourcing to supplement their lack of power
Attacking the weakest part of the Empire
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Princess Leia, Obi-Wan Kenobi and Luke Skywalker
Stakeholders resistance or obstacles
The uncle of Luke Skywalker
A difficulty of different values and missions between Han
Solo and the others.
Lack of appropriate communication technology
Effect of the action
They succeed in terminating urgent crisis but the
fundamental issue still remains.
Overall effectiveness Temporarily successful however an eye for an eye, an ear
for an ear strategy has an limitation to bring about cyclical
reprisal
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Power Game
Princess Leia vs. Darth Vader
Her information power is crashing against his
coercive power
Princess Leia vs. Han Solo
Her legitimate power is struggling with his expert
power which is enchanted by her reward power.
(French & Raven, 1959)
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Intervention
Present Intervention
Analysis Motive of outcomes
Proposed Intervention Human process intervention
Scope
Goals Future Goals/Outcomes
Rationale
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Intervention
Action Plan
Key Action/s
Conflict identification
Responsible Parties of Key Actions Implementation of Design of Third Party Intervention
OD Method
Classic Dispute Resolution Model
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Classic Dispute Resolution Models
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Fight
Flight
Violence
Non-violent overthrow
Legislation
Court (imposed 3rd party)
Arbitration
Mediation (voluntary 3rd party)
Negotiation (management skills)
Discussion (problem solving skills)
Tolerance (coping skills)
(Younglove, 2007)
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Intervention
Measurable Outcomes
Resolve underlying issues causes conflict
Provide meaningful and tactful response to mediating
to a facilitation
Build a strong alliance to improve the way they
accomplish task
Enhance interpersonal and problem solving skills
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Intervention
Time Frame
Group Observation
Training & Development
Conflict Resolution & MGT Executive Coaching
Evaluation & Survey Design
Structural Interviews
Conduct Surveys
Analyze Data
Client Findings Presentation
Administration
Total time allotted: 2 years
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Final Thoughts or The Finale
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References
9/11 Commission, (2004). The 9/11 commission report. Washington, DC: W. W. Norton.
Bridges, W. (2003). Managing transitions: making the most of change. Cambridge, MA: Perseus
Books GroupCampbell, J. (1968). The hero with a thousand faces. New York: Bollingen Foundation.
Cummings, T. G, & Worley, C. G. (2005). Organization development and change. Mason, OH: South-Western.
Decker, K. S. (2005). By any means necessary: tyranny, democracy, republic, and empire. In K. S.Decker, & J. T. Eberl (Eds.), Star wars and philosophy(pp. 168-180). Peru, IL: Open Court.
Fisher, R., Ury, W. (1991).Getting to yes. New York: Penguin.
Kaner, S. (1996). Facilitators guide to participatory decision-making. Montpelier, VT: New SocietyPublishers.
Langley, A. (2006). September 11: attack on America. Minneapolis, MN: Compass Point Books.
Laxer, J. (2006). Empire: a groundwork guide. Toronto: Groundwork Books.
Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage Publications.
Prescott, R.K., Rothwell, W.J., & Taylor, M.W. (1998). Strategic human resource leader: how toprepare your organization for the six key trends shaping the future. Palo Alto, CA: Davies-Black
Publishing.Wheatley, M, Tannenbaum, R., Griffin, P. Y., & Quade, K. (2003). Organization development at work:
conversations on the value, applications, and the future of OD. San Francisco: John Wiley andSons.
Wheelan, S. (2005). Group processes: a developmental perspective. Boston, MA: Pearson Education.
Younglove, B. (2007). Classic dispute-resolution model. Effective Negotiation and ConflictManagement class handout, September 11, 2007. Johns Hopkins University.
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You better watch out!
(happy holidays everyone!)