star wars version 50

7/31/2019 Star Wars Version 50

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(set music volume, then)

Click to begin presentation


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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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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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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!)

star wars version 50

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