suppose we took od seriously!: the path to masterful od practice dr. david w. jamieson mnodn evening...

Suppose We Took OD Seriously!: The Path to Masterful OD Practice

Dr. David W. Jamieson

MNODN Evening ProgramSeptember, 2010

© David W. Jamieson, 2010

The 60 Year Debate: What is OD?

The field started with a passionate value base and a different set of perspectives to solve problems and improve conditions of the time.

It has grown and evolved to address different problems and conditions, expand the theory and method base and continue as an eclectic, inter-disciplinary field or practice of change

In the process, it has become almost everything done in organization change and consequently come to mean nothing or a confusing amalgamation


Different views of what OD is are partly caused by when people entered the field (stage of development), what disciplinary door they entered through(business, psychology, social justice, social science, quality/lean/six sigma) how they’ve been indoctrinated/mentored (see above), how they were educated or trained (psychology, management or education program; discipline-based certificate) and what they’ve been able to practice


Defining the field is much like the blind men and the elephantin which each sees part of the whole and describes it differently. This is the same problem we deal with all the time in organizations who operate with silo thinking.


Along the way, many early OD ideas and practices have become more mainstream:Participation Team buildingCoaching leadersFeedback processesDeveloping potentialRetreats for planning, problem-solving &

development

A Short History of OD: Intellectual Roots

early leadership work that brought legitimacy to participative and democratic methods (Lewin and Lippitt, 1938; Follett, 1941; Likert, 1961; Tannenbaum and Schmidt, 1973)

early human relations work that highlighted the primacy of social factors, attitudes, and feelings in organization behavior, influencing productivity and morale (Roethlisberger and Dickson, 1939; Mayo, 1945; Homans, 1950)

early work on group dynamics and laboratory training bringing attention to group behavior, interpersonal relations, and self-awareness (Cartwright and Zander, 1954; Bennis and Shepard, 1956; Bradford, Gibb, and Benne, 1964; Schein and Bennis; 1965)

A Short History of OD: Intellectual Roots

changing views of the person, motivation, and interpersonal communication (Maslow, 1954; Rogers, 1961; Argyris, 1965; McGregor, 1960)

early use of data and diagnosis to guide change including survey research methods and action research (Mann, Lippitt, Lewin, Nadler)

early work on environments, structures, systems and socio-technical principles helping to bring design and work process into the picture (Trist and Bamforth, 1951; Burns and Stalker, 1961; Lawrence and Lorsch, 1967; Katz and Kahn, 1966).

A Short History of OD: Environmental Roots

A social and organization change movement (late 40’s and early 50’s)

A counterforce to human and organization conditions of the time

An application-oriented science and practice (e.g.,Lewin’s work on using group process knowledge to address contemporary issues)

A Short History of OD: Subsequent Developments of the Field (60s-90s)

Strategy and Strategic Management (Raia, Lawler, Porter, Greiner, Beer, Worley, Hitchin &Ross) Organization Design (Hanna, Galbraith, Lawler, Cummings, Mohrman, Nadler, Lawrence & Lorsch, Pasmore, Trist, Emery, Cherns) Power, Politics and Economics (Greiner & Schein, Marguiles, Pfeffer, Walton, Block)“Whole” Systems and Large Group Methods (Beckhard, Dannemiller, Weisbord, Axelrod, Owen, Bunker & Alban) Appreciative & positive science perspectives & methods (Cooperider, Bushe, Watkins, Yeager, Sorenson)

The 60 Year Debate: What is OD?Many have been caught up in dialogue and debate (for a very long time!) over: What it is? What does it include? Is it a part of some larger discipline or field? Has it lost it’s roots (or is it stuck in it’s roots)? Is it relevant (anymore)? How does it fit in today’s complex, connected, global,

fast-changing world? Is it “dead”? Is there a “new OD”


I don’t know about you, but I, for one, am getting tired of the debate after nearly 40 years, while the world, organizations and people need help, change and effectiveness to tackle ever larger issues & opportunities

Isn’t it time to make some decisions, stand up, belong to something that counts and focus on making a difference?

Activity

What is OD?Who you are and what you do will carry more weight than what you call it!

So, define your field, pull a chair up to the table, believe in something, advocate for what makes a difference and stop complaining, debating and operating marginally or tentatively

What is OD?I hope some will continue the dialogue, research and inquiry of the field to clarify, evaluate and deepen understanding. That is also a value of the field. But it no longer needs to be in the foreground (figure) and needs to become background (ground), not what the world sees and hears about OD.

What is OD?It’s a messy intention (change in human systems) and a messy field. It will never be neat & clean

There will always be new (& old) polarities to deal with:

Common Polarities Engineering & human system needs Control & autonomy Hierarchy & inclusion Diversity & privilege Problem-based and appreciative mindsets OD values and economics Deep change and speed- ”good, fast & cheap” Globalization and ethno-centricity of cultures Short-term needs & sustainability

Suppose We Took OD Seriously!

Put a stake in the ground!

Develop knowledge and skills for masterful practice

Apply throughout society, across human levels and within all types of organizations

Teach/share with leaders, managers & organization members for sustainability

Write, talk, share within the field & among colleagues to advance the theory & practice

Suppose We Took OD Seriously!What is OD?

First, the “O” is about organizations (systems) of all kinds; the units throughout society that are human organizations existing to accomplish some purpose

Second, the “D” is about change & improvement; growing towards something, getting better at one’s mission, improving how work gets done & people live their lives


a process of planned & emergent intervention(s) utilizing behavioral and organization science principles to change a system and improve its effectiveness, conducted in accordance with values of humanism, participation, choice and development, so that the organization and its members learn and develop

adapted from Jamieson & Worley (2008)


A series of actions (interventions) in a planned process

Using theory & methods from behavioral sciences (e.g., economics, psychology, sociology, anthropology, social psychology) and organization sciences (e.g., organization theory, organization design, systems theory, management theory)


To understand systems & behavior; and to take action for change, effectiveness and improvement

Conducted in accordance with certain values: humanismparticipationchoicedevelopment


So that the organization & its members learn & grow (develop capacity & their potential)


A mindset (way of seeing the organization world)

A set of value-based perspectives

A philosophy of organizing, managing and changing

An integration, across disciplines, of theories, concepts and methods, for understanding & changing human systems

A field of study & practice

Suppose We Took OD Seriously!What are OD Perspectives?

An open, socio-technical, human systems perspective on organizing & organizations

A cyclical, participative, action research orientation to inquiry, diagnosis & change

An inclusive perspective on planning, problem-solving & change

A humanistic perspective on relationships, managing & ethics

A developmental perspective on individual & collective improvements

Systems Nested Within Systems

Levels of Human Systems

Go Slow, To Go Fast Doyle

Balancing planning with implementation, data with needs, and commitment with action


Defined by how we view the world, organizations, people & change

Defined by what we focus on

Defined by how we take action

Defined by central guiding concepts-in-use

Defined by the values shaping our behavior, methods & desired outcomes

Defined by the learning and transfer orientation


OD specifically brings into focus: The systems context; both social & technical Inter-relationships and dependencies that

affect outcomes Human dynamics that contribute to outcomes Relationships between human levels Understanding & changing human systems Inquiry/data needs Stakeholders: who’s involved and affected

Suppose We Took OD Seriously!Minimum Requirements

A conceptual framework to deal with the “O”Model, theory, way to understand

organizations & dynamics

A conceptual framework to deal with the “D” Model, theory, way to understand &

facilitate learning & change

Understanding Organizations: Strategic Organization Design

STRATEGY

CULTURE

BEHAVIOR

SYSTEMSSTRUCTURE

VISION

LEADERSHIP


ENVIRONMENT

How work, technology & people are put together:

The Values in Operation Ongoing operating policies, processes and procedures

What people do that produces results

MISSION

What the organization intends to do

Every organization is perfectly designed to get the results it’s getting

Hanna

Learning & ChangePick your favorite learning theory(ies) to guide methods and change designKolb, Dewey, Mezirow, Raelin, Argyris &

Schon, Polanyi, Bandura, Marquardt, Marsick

Pick your favorite change model to guide planning & action-takingKotter, Lewin, Bridges, Ackerman-

Anderson, Burke-Litwin, Beer, Nevis, Hanna

To Manage Change Effectively:How OD Informs

Consider all aspects of the relevant systems; what is affected, needs to change or is interdependent

Consider the stakeholders (people involved); what is there status, preparation, capability, etc.

Consider the data needs; what don’t you know & do you need to better understand

Consider the values to guide processes, methods & outcomes

Design the processes for content and psycho-social effectiveness

THE ONE WITH THE LARGEST VIEW WINS!

Jamieson

ACTIVITY

Case Situation“Turnover has been really high. It hasn’t really bothered me until two of my key people who have a lot of corporate knowledge (and who are almost irreplaceable) have been sending messages that they are looking elsewhere. We’ve done wage and salary surveys and found that compensation is right in line with the market. We collected exit interview information and nothing unusual is popping up on the screen. When I’ve inquired about morale and working conditions, most people clam up and don’t have anything to say. I did an attitude survey about a year ago and got only a 10% response.”

What are some different perspectives (lenses) that could be used to explain what’s going on here? Issues, causes, solutions?

How might you use OD thinking to approach this situation and help the manager & employees of this department?

WHAT MAKES OD, OD?

What Makes OD, OD?the adoption of certain values (humanism, participation, choice and development) guiding consultant behavior, intervention methods, process design and desired outcomes using the application of knowledge and methods from the behavioral & organizational sciences to the effectiveness of organization systems producing a multi-disciplinary set of interventions and targets for changeworking from an open, multi-level, socio-technical, human systems perspective including ‘wholeness’ and interdependent dynamics in diagnosis and change

What Makes OD, OD?using the client-consultant relationship as a tool of change and learning, putting more emphasis on its management than in other approaches and requiring the use of “self” as an instrument the nature of the consultative relationship (respective roles, who’s in charge, process/content balance, client involvement, power dynamics, boundaries) and emphasis on critical behaviors including trust, openness, honesty, authenticity, collaboration and inquirythe inclusion of increased organization capacity and individual development in the desired outcomes

Understanding Use of SelfOur professional effectiveness is dependent on how we think & act … our conceptual ability and skill sets

Ultimately, in service/helping roles, our use of self influences outcomes

OD has long stressed the importance of use of self, leading to an emphasis on personal growth & development in the service of helping others

Understanding Use of Self

Use of Self is…

The Use of Self is the conscious use of one’s whole being in the intentional execution of one’s role for effectiveness in a present situation.

Being an instrument for sensing (taking in data), meaning-making (understanding) and action-taking (doing something) in human system settings in service of helping

What Makes OD, OD?including a planned and designed process that is comprised of a series of interventions that are client-centric (based on client characteristics, capabilities & readiness), on-going, data-driven, cyclical and value-based the active management of deviations and re-design of processes around an intended path (dealing with inertia, resistance and support; emerging issues; environmental shifts, etc.) creating a customized process leaving little room for pre-packaged programs (“If you know step two, it’s probably not OD”)

When in Doubt, Gallop! French Calvary

Ready, Fire, Aim Unknown

The Path to Masterful PracticeBlend of:Use of Self (see, know & do)Consultative Relationship (e.g., influence-

based, equal partners, collaboration, inquiry)

Knowledge in Behavioral & Organizational Sciences (content, process & sense-making)

Execution Skills (e.g., communication, diagnosis, design, facilitation, learning)

“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing” -Steven Wright“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing” -Steven Wright“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing” -Steven Wright“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing” -Steven Wright“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing” -Steven Wright

The Path to Masterful Practice

“In school they told me practice makes perfect, then they told me nobody’s perfect, so I stopped practicing”

Steven Wright

The Path to Masterful PracticeWe learn masterful practice by: Preparing ourselves for the inherent adaptability of working

in and across human systems (use of the situation) Building a ready repertoire of principles and frames that

inform meaning and choices (use of theory and experience)

Creating high levels of self-awareness to tune our “instruments of professional practice” (use of self)

Using critical reflection to tap into and organize our repertoire of tacit knowledge (use of reflection)

Engaging, singularly and collectively, with mentors and others in a social learning exchange (use of social exchange)



change agents can only see what they have prepared themselves to see, only understand what they have knowledge or experience to make sense of and only do what they have developed themselves to do

Jamieson


Can start from anywhere & bring an OD perspective to add value

HR, training, learning & development, performance consulting, talent management-all pieces focusing on the same organization system puzzle … creating high performance & managing change

We need performance & change to survive or prosper; each area of practice contributes, but is not enough!

Wherever your role starts, OD can help enlarge your perspective … to enhance what you are able to see, understand and do

Our “Hippocratic Oath”

Do No Harm

Add Value…Everyday

The 60 Year Debate: What is OD?What is it?

See slides 4-9; 16-39

What does it include?Any work with those characteristics

Is it a part of some larger discipline or field? Its’ perspective is usually larger and draws from many other fields

Has it lost it’s roots (or is it stuck in it’s roots)? Depends on how you practice; the roots are the anchor, but field evolved beyond roots a long time ago

The 60 Year Debate: What is OD?Is it relevant (anymore)?

Highly; most effective principles for sustainable change

How does it fit in today’s complex, connected, global, fast-changing world?

more complexity today leading to operating with less certainty and data, but need many of same lenses and methods; some methods need to change with new technology, speed and scale

Is it “dead”?

I don’t think so; narrow, fragmented conceptions are, but founder’s intentions and field developments more complete & useful

THE ONE WITH THE LARGEST VIEW

WINS! Jamieson

http://www.youtube.com/watch?v=l1_zu_GUvzM

Selected ReferencesJamieson, D & Worley, C. (2008). “The Practice of OD”. In Cummings, T. The Handbook of Organization Development. Thousand Oaks, CA: Sage Publications, Inc.

Jamieson, D. (2006). “What Makes OD Different (and Better) Than Other Approaches to Change” in The Wisdom of ASTD-LA 2006. LA: ASTD-LA

Jamieson, D. (2006). “Strategic Human Resource Thinking” in Preziosi, R. The 2007 Pfieffer Annual: Human Resource Management. San Francisco: Pfieffer/Jossey-Bass

Schon, D. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books.

suppose we took od seriously!: the path to masterful od practice dr. david w. jamieson mnodn evening...

Documents

new od slide

short history of od

early od ideas

masterful od practice

sorenson slide

activity slide

year debate

confusing amalgamation