Concurrent Sessions Strand 4
Integrating and Connecting OD
The successful practice of OD requires a holistic view of organizations that takes numerous disciplines into consideration, as we apply our work to positive outcomes of change, productivity, effectiveness and sustainability. Sessions in this strand enable you to manage toward these outcomes by creating linkages to other functions and to your client’s goals.
Session descriptions are condensed; for full descriptions, see the printed Conference brochure.
IC01: Organizational Development & Human Resources—Oil and Water? Or Vinaigrette?
Laurie Lemieux, Lemieux Group
Are you currently practicing both human resources and organizational development? Has the OD department been moved to the Human Resources division? Do you know the business case to accept or challenge this combination of responsibilities? This session offers straight talk about the benefits and limitations of combining two critical roles and boundaries that can make or break this combination.
IC02: Creating a Great Place to Work: Lesson's from Fortune's 100 Best
Michael Burchell and Jane Weiss, Great Place to Work Institute
Each year the Great Place to Work® Institute selects the “100 Best Companies to Work for in America” to publish in Fortune magazine. This session will present findings from the sizable body of research on how the 100 Best create environments that leverage the talent and skill of their workforces – and how that translates into the tangible business value these companies enjoy. Participants will focus on the business case for addressing workplace development and the role of trust in becoming great.
IC03: The Return to Flight of NASA’s Space Shuttle: The OD Contribution
Chris Parker, Northern Illinois University
Donald Van Eynde, Trinity University
Follow along as two OD consultants take you on a video and oral journey that begins with the tragic flight of Space Shuttle Columbia, the ensuing investigation, and their OD work with NASA’s Mission Management Team—and ends with the successful return to flight of Space Shuttle Discovery. Design and report on what you would have done in their place and learn the five change models that proved to be the most useful.
IC04: Student Paper and Presentation Award Session
The OD Network is pleased to present the annual Student Paper and Presentation winners! Meet the students who contributed their outstanding work and hear their winning presentations. You’ll explore new ideas and get to know new professionals who are influencing our field and our future.
IC05: Value-Add or Lipstick & Rouge? De-bunking the Myths of Strategic HR
Rollin Burhans, Organization Effectiveness Consultants
What do you think of when somebody’s introduced as the SVP of Human Capital, the Head of Organization Effectiveness, or a “Business Partner”? How are these roles different from those of SVP of Human Resources, Director of Organization Development, HR Director, HR Representative? We’ll explore what to expect when implementing strategic HR models, which entails crystalizing the promises, as well as identifying the myths and realities, of strategic HR.
IC06: A Simple, But Not Simplistic, Model for Assessing Organizational Behavior
Robert Pernick, Ph.D., Johns Hopkins University
Christina Arellano, Villa Julie College of Maryland
Learn how to identify and assess an organization’s functioning on many critical, interrelated variables such as culture, strategy, leadership, motivation and innovation. Participants can use this integrated model of organizational behavior as a diagnostic framework for strategic and tactical planning, designing employee opinion surveys, and systematic problem solving to improve performance and the quality of work life.
IC07: Fostering Organizational Creativity, Disney Style
Disney Institute has trained millions of people from more than 35 countries and 40 industries. Discover fascinating business insights as a Walt Disney World® management team member engages you in Disney’s successful model for creativity. Gain insight into ways you too can develop a creative culture. Learn how Disney fosters collaboration where new ideas are openly expressed.
IC08: The Future of the OD Network: A Conversation with Executive Director Margaret Franks Hoyer
Facilitators: Kristin Donovan, PhD, Evalcorp and John Vegas, Vice President of Human Resources, EcoLabs
The OD Network is the foremost go-to resource for all things OD as it continues to realize its mission of advancing the theory and practice of organization development. Come share your ideas about the future of the OD Network and how it can be a leader in furthering the field and in creating tomorrow’s organizations today.
IC09: Driving Operational Execution: Building and Leveraging Strong Partnerships between OD/HR and Line Leaders
Wendy Heckelman, WLH Consulting, Inc.
Rich Smith, Director HR, US Operations, Pfizer Animal Health
Strategic plans without clear execution plans lead to failure. When OD/HR is not actively involved in execution planning, many key criteria for success are not identified or managed. This Fortune 100 case study shares the achievements and lessons learned from the successful role OD/HR played in developing an execution strategy for a field-based expansion, incorporating key human capital strategy elements.
IC10: The Role of OD as a Business Partner: Listening to the Customer, Reaching the Customer & Lessons Learned from the Global Committee on the Future of OD Volunteers
Elena Feliz, Feliz Consulting
Jeana Wirtenberg, Ph.D., Jeana Wirtenberg & Associates, LLC
Although their work has been cited in Reinventing OD, edited by Warner Burke and David Bradford, and was in the Journal of Applied Behavioral Science, you may not have heard about the Global Committee on the Future of OD (GCFOD). But you need to hear about their findings. The Action Teams uncovered CEOs’ and business leaders’ perceptions of OD and where they turn for what we would define as traditional OD interventions. Their answers may surprise you!
IC11: Key Sources of Stalled Change Implementation
Chris Worley, USC / Pepperdine University
Robert C. Barnett, EVP, MDA Leadership Consulting
Follow-up research to the book Integrated Strategic Change suggests that good change strategies are often unimplemented. This session tests the hypothesis that stalled change results from common planning errors, compromised strategies, and poor assumptions about implementation. It presents OD interventions to overcome these barriers and get change on track.
IC12: Reconnecting with the Business: OD as Decision Science
Patricia Vitale Averett, Personnel Decisions International
OD’s organizational roots were cultivated by helping executives achieve better results through positive change. Today, however, OD typically resides within HR, becoming increasingly disconnected from the business. Leveraging cutting edge work on HR as a decision science, this session will examine how OD can reclaim its heritage, reconnect with the business and work collaboratively within HR.
IC13: When Culture Trumps Logic: Strategies for Merger Integration
Lynn Cavall, Director HR, Florida Education Association
Albert Blixt, Dannemiller Tyson Associates
How do you bridge a 30-year chasm of conflict between two competing organizations that must merge in order to survive? For the Florida Education Association (FEA), this effort required bringing together two distinctly different cultures; healing old conflicts, wounds, and polarized philosophies of doing business; and developing a new, participative way of leading. This session shares lessons applicable to any merger or integration effort.
IC14: Patterns of Organizational Health: Diagnosing and Curing Organizational Disease
Imre Lovey, Managing Partner, Concordia Organization and Management Development, Ltd, Budapest, Hungary
Unfortunately, for most people, organizational life brings more anxiety, tension, and burn-out than joy. Peppered with real-life examples from around the world, this highly interactive session provides both a conceptual framework and a practical guide for individuals to improve the health of the organizations they are involved with by diagnosing and treating diseases and creating a context for organizational health.
IC15: From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional Certification
Jennifer Tucker, Senior Associate, Booz Allen Hamilton
Receiving Project Management Professional (PMP) certification is one thing, while applying its principles to create a project management culture in an organization is another. This session will introduce the Project Management Body of Knowledge, consider the challenges that often face managers in applying their PMP certification “back at the shop,” and explore how organization development principles and tools might help an organization move towards a project management culture.
IC16: Vision Web Workshop for Leaders and Teams
Jose Refugio Lopez, Vision Team Consultores S.C.
Vision Web is a high-impact simulation game of the dynamics of any organization or team. Participants will simulate the old paradigm where decisions are highly centralized and employees obey the boss without knowing the goal—experiencing all the resulting problems. Then they’ll experience the new paradigm with a new leadership style, where the boss shares the vision, and provides the necessary information and empowerment to achieve the goal.