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ODA Quarterly is our modest attempt at promoting serious Organization Development (OD) work in India by showcasing and discussing methodologies, concepts, tools, approaches and activities.

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  • E-13, 3rd Floor, East of Kailash, New Delhi 110 065Tel: 011-41323810/11/12 Email: contactus@odalternatives.com Website: www.odalternatives.com

    Rs 250 USD10

    Facilitating growth & transformation

    SPRING 2012 y ISSUE 2

    ODA QuarterlyWHOLE SYSTEM CHANGE Santhosh Babu

    INTEGRATING POLARITIES FOR SUPPORTING ORGANIZATIONAL CHANGE STRATEGIES Aubrey Nazareth

    AUTHENTIC LEADERSHIP Damini Sud

    EQUINE ASSISTED COACHING HOW CAN YOU USE IT AND WHY DOES IT WORK? Lynnea Brinkerhoff

    RECOGNIZING AND MANAGING UNCONSCIOUS INFLUENCES IN LEADERSHIP DEVELOPMENT Lisa Murrell

    FOUNDATIONS OF LEADERSHIP AIRTEL ODA Team

    VISIONING ACROSS INDIA INC. ODA Team

    VEDANTA INSPIRES A WOMAN LEADER IN SOCIAL SECTOR Pooja Saroj Madhok

    BEING YOURSELF Santhosh Babu

    THE POWER OF CONTEXT: WHY THERE ARE NO TOP TEAMS AND OTHER CONSEQUENCES OF CONTEXT-BLINDNESS Barry Oshry, Ph.D.

  • ODA QUARTERLYCopyright 2012All rights reserved

    Managing EditorSanthosh Babu

    Published by OD Alternatives Consultancy Pvt. Ltd

    Designed byDharanastudiodharana@gmail.com

  • 34 PREFACE Santhosh Babu

    6 WHOLE SYSTEM CHANGE Santhosh Babu

    14 INTEGRATING POLARITIES FOR SUPPORTING ORGANIZATIONAL CHANGE STRATEGIES Aubrey Nazareth

    17 AUTHENTIC LEADERSHIP Damini Sud

    23 EQUINE ASSISTED COACHING HOW CAN YOU USE IT AND WHY DOES IT WORK? Lynnea Brinkerhoff

    31 RECOGNIZING AND MANAGING UNCONSCIOUS INFLUENCES IN LEADERSHIP DEVELOPMENT

    Lisa Murrell

    36 FOUNDATIONS OF LEADERSHIP AIRTEL ODA Team

    40 VISIONING ACROSS INDIA INC. ODA Team

    56 VEDANTA INSPIRES A WOMAN LEADER IN SOCIAL SECTOR Pooja Saroj Madhok

    61 BEING YOURSELF Santhosh Babu

    64 THE POWER OF CONTEXT: WHY THERE ARE NO TOP TEAMS AND OTHER CONSEQUENCES OF CONTEXT-BLINDNESS

    Barry Oshry, Ph.D.

    INSIDE

  • 4PREFACE

    The world around is changingand changing so fast that by the time we comprehend the essence of that change, things have changed again. Todays leaders are faced with the challenge of managing such changes, leading through the process and adding value

    to the triple bottom-line: People, Pro!t and the Planet. "e recession in

    the western world has put further pressure on Indian leaders as their

    western counterparts expect them to grow more business in emerging

    markets such as India. "e nature of the global business environment

    guarantees that no matter how hard we work to create a stable and

    healthy organisation, our organisation will continue to experience

    dramatic changes far beyond our control. Says Margaret J. Wheatley,

    writer and management consultant.

    "is means we need to e#ect a fundamental shift in leadership behaviour

    so as to foster innovation and to manage our world more e#ectively. "e

    shift required is a movement away from typical response to supporting

    values and models based on the linear and structured cause-and-e#ect

    Newtonian physics worldview to the supporting values and models of

    non-linear dynamics (systems) and unstructured emergence, based

    on the science of quantum physics and complexity theory. Which

    means a paradigm shift in thinking at a fundamental level is required to

    precede strategic innovative organisational change from a central (top

    down) and controlled, structured approach to an open (bottom up) and

    holistic, systems worldview to organisational leadership, in an attempt

    to deal with the immense and complex environmental (!nancial, social

    and spiritual) challenges we are faced with.

    We at ODA aim to bring this fundamental mental shift in organisations

    and communities to make our society more sustainable, meaningful and

    suited for generations to come. Last few months we had the opportunity

    to work with leaders who could pioneer this shift and build organisations

  • PREFACE |

    5

    that are purposeful, e#ective and sustainable. We worked closely with

    leaders such as Mr Gautam "aper, Naina Lal Kidwai, Ranjendra Pawar,

    Mukesh Aghi, Gautham Pai, Pramath Raj Sinha, to name a few, and all

    had one thing in common. "ey were all keen and focused on building

    an organizational culture that would help navigate the prevailing

    uncertainties and build sustainable world-class organisations.

    "is quarterly seeks to put the spotlight on our work and others work

    in helping organisations cope and transcend dramatic and turbulent

    changes.

    Do write to me.

    SANTHOSH BABU

  • 6WHOLE SYSTEM CHANGE

    Some of the work we have done over the years is the area of whole system change.What is meant by whole system change? It is a process that engages people from all aspects of a system organization or community to enable emergence of what is most important, individually and collectively and increase the likelihood for achieving it by growing peoples capacity to care for themselves, others and the whole system. !e de"nition implies that the intervention:

    r5PVDIFTBMMBTQFDUTPGBTZTUFNr'PDVTFT PO FNFSHFODF PG XIBU JT NPTU

    important individually and collectivelyr&NQIBTJ[FT EFWFMPQJOH QFPQMFT DBQBDJUZ

    to care for oneself, others and whole system

    !e elements of Whole System Change process are: 5SBOTGPSNJOH -FBEFSTIJQ UFBN BOE

    creating alignment0OFUPPOF$PBDIJOHXJUI-FBEFST-BSHF(SPVQ*OUFSWFOUJPO

    SANTHOSH BABU

    Follow Up of the Initiatives and Supporting

    Large Group Intervention

    One to One Coaching with Leaders

    Transforming Leadership Team & Creating Alignment

    FIGURE X.1: ELEMENTS OF WHOLE SYSTEM CHANGE PROCESS

    Reworked from the chapter Whole System Change from the CPPLi0%"DDFMFSBUJOH(SPXUIBOE5SBOTGPSNBUJPOuFEJUFECZ1SPG43BNOBSBZBOBOE573BP

  • 7WHOLE SYSTEM CHANGE |

    'PMMPXVQPGUIF*OJUJBUJWFTBOETVQQPSUJOH

    Leadership Intervention -FBEFSTIJQ JOthis context is the ability to create a new possibility that would not have happened as a natural extension of the past. Remember, &EJTPO EJE OPU DSFBUF UIF FMFDUSJD MBNQ CZimproving the candle, he created a new QPTTJCJMJUZ F -FBEFSTIJQ BQQSPBDI JTbased on the premise that future is not a logical extension of the past. Unless the leadership team is committed and willing to drive a transformation initiative, creating and sustaining change becomes di#cult. !us, transformation initiative begins with UIF-FBEFSTIJQ5FBN

    Our approach with Leadership Intervention: Once we engage with the client, we start our deep structure interviews with key stakeholders and members from all parts of the organization. !is process helps us tap peoples aspirations, concerns, thought process and

    beliefs about the current situation. !en, we move to our next phase which is a three day intense workshop with the leadership team. !e workshop focuses on achieving the following objectives:

    r *EFOUJGZJOH UIF DPSF TUSFOHUIT UIFpositive DNA or the life giving force of the organizationr $SFBUJOHBQPXFSGVMi1PTJUJWF'VUVSFur $SFBUJOH STU TUFQT UP NPWF UPXBSET UIF

    Aspiration

    We believe that the leaders need to walk the talk and manifest a powerful future into the present and act as if the change has occurred. During the course of session, the leaders also gain insight that this is not just an organization transformation journey but also their leadership and personal transformation journey. !e journey is similar to how Joseph Campbell describes the journey of !e Hero Myth.

  • 8| ODA QUARTERLY

    Campbell said that the story always began XJUIBO&WFSZNBOKVTUMJWJOHIJTIVNESVNMJGFSuddenly and unexpectedly, either by chance or by choice, he is either pulled out of his ordinary life or chooses to leave his ordinary life to launch into a great adventure, whose ending he cannot know at the beginning. !e adventure, according to Campbell, then goes through several speci"ed stages.

    Striving for his goal, the hero is challenged to his limit, reaching a peak culminating experience, that Campbell calls a supreme ordeal. !e result is that the hero gains his reward and is forever changed by the experience, and the transformation is complete. We relate this to

    our breakthrough model of leadership where a leader might not know the challenges he needs to face to reach his goals.

    We also look at what would be a breakthrough for the organization and for individual leaders. A breakthrough is something that you will not get as a natural extension of the past or by merely stretching yourself. !erefore there is a current reality, a stretch possibility and a breakthrough. Beyond breakthrough, there could be something that we call a pie in the sky i.e., impossibility.

    Coaching: In the context of Whole System 5SBOTGPSNBUJPOPVSDPBDIJOHGPDVTFTPOUSJQMF

    The current realityPredictable to stretch results

    Stretch results

    Breakthrough results

    Pie in the sky

    Incremental Improvement

    Single loop learning Double loop learning Triple loop learning

    Reframing andRe-strategizing Transforming

    ActionsWay of

    ThinkingWay ofBeingResults

    FIGURE X.2: THREE TYPES OF LEARNING

  • 9WHOLE SYSTEM CHANGE |

    loop learning among the leaders rather than merely trying to create behavioral changes.

    Single-Loop Learning (Incremental Learning)Single-loop learning refers to learning new skills and capabilities through incremental improvement, doing something better without examining or challenging underlying beliefs and assumptions.

    Double-Loop Learning (Reframing)Double-loop learning occurs by fundamentally reshaping the underlying patterns of our thinking and behavior as a result were capable of doing