OD Network Connections July2014
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2014 Board of Trustees
Chair
Marisa Sanchez, Ph.D.
Vice Chair
Norm Jones, Ph.D.
Immediate Past Chair
Matt Minahan, Ed. D.
Treasurer
Magdy Mansour
Secretary
Sanjay Naik
Christina Bell
Yasmeen Burns
Sherry Duda
Elena Feliz
Mike Horne, Ph.D.
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Each month, the Organization Development Network shares with its members articles from a number of journals to support the advancement of our members' OD practice.
Table of Contents

The Latest in OD
The Latest in OD
ChangeThe Change Formula. Myth, Legend, or Lore?
By Steven H. Cady,Robert "Jake" Jacobs,Ron Koller, and
John Spalding
ODPractitioner Vol. 46 No. 3

There is an interesting yet little knownstory about a model in the field of OrganizationDevelopment. Referred to as the
Change Formula, it is one of the mostpractical, widely recognized tool developedin the last 50 years. The formula describesthe conditions, that when met, will movean individual, group, or whole system ina direction of their choosing. What is theformula? We share several iterations of ita bit later in this article. First we take youthrough a review of how history shapesvarious models, theories, methods, tools,and approaches. Then, we provide anaccount of the history that shaped the formula.From there, we define and describethe formula with examples of how it canhelp you as an OD practitioner.
BusinessSkillsThe 10 Most Important Business Skills in 2020

Graham Winfrey, Inc.

 

In the near future, smart machines and systems will automate many jobs that exist today, changing the nature of skills that are in high demand.

 

As social technologies play a more important role in value creation, skills such as social intelligence and new media literacy, among others, will become increasingly important for workers.

 

HighwayThe Digital Highway: Why HR Needs to Move Out of the Slow Lane

Subrahmanyam KVJ, Wired

 

Digital is transforming the way organizations build competitive advantage through people. Take just recruitment as an example. Mobile devices now account for over a billion job searches per month. Seventy percent of job seekers using mobile act within an hour, as compared to 30 percent of job seekers using a PC. ...

 

There's no doubt that HR is aware of the way digital is accelerating. In a recent survey of HR professionals, over 80 percent agreed that mobile technology would become the most common medium for employees to voice their opinions. And we are seeing organizations that have benefited significantly from integrating digital into their HR operations. NTT Data, which started using gamification techniques to build leadership skills, saw a 50 percent increase in the number of employees taking up leadership roles.

 

But is this a major performance upgrade, or is HR maybe guilty of just tinkering under the bonnet?

LinkedInLinkedIn Founder: How to Fix the Way We Work

Reid Hoffman, Ben Casnocha and Chris Yeh, The Wall Street Journal

 

In an era of at-will employment, company loyalty is scarce and long-time ties are scarcer. "It's just business" has become the ruling philosophy - especially when layoffs hit - and workers are encouraged to think of themselves as "free agents."

 

Yet bosses and hiring managers still ask workers to commit to the company without committing to them in return. This creates a relationship built on mutual self-deception.

 

It's time for a new way of doing business: the Alliance and the tour of duty framework.

InnovationInnovation Ready: The 5 Traits Innovative Companies Share

Mary Meehan, Forbes

 

Invention and innovation are at the heart of our economy and our democratic society. They're one of the drivers of the American Dream (flagging as it might be), catapulting lives, changing businesses and shaping our national image. America was founded on a certain brazenness and ingenuity. So we should be good at this, right? Innovation gets a lot of lip service, but success remains stubbornly out of reach for many among even our best and brightest companies.


LackerLacker: Investing in People as an Economic Growth Strategy

Jeffrey M. Lacker, The Washington Post

It might not be obvious why the president of a Federal Reserve Bank would be interested in workforce development - what does it have to do with interest rates and inflation? But workforce development is intimately related to part of the Fed's legislative mandate, which is promoting maximum employment. That has proven to be a difficult task in the wake of 2007-09 recession, as I'm sure you are all too aware.

 

The long-term unemployment rate remains at a historical high, and the labor force participation rate is at its lowest rate in decades. So in addition to the large number of unemployed, there are also many people who have dropped out of the labor force altogether. That has led me and other policymakers to ponder a difficult question: Given the limitations of monetary policy, what can be done to improve labor market outcomes in the long run?

 

SingleSingle-Concept Learning: A Radical Alternative to Traditional Workplace Training

Stephen Meyer, Forbes

In my last post, I described an approach to talent development that's been proven not to work: fire-hose training where an expert swoops in, tries to stuff people's minds with knowledge for a day or two, and then moves on.

 

Perhaps you've been a victim of such training yourself. So if it doesn't work, why do organizations keep inflicting it on people?

 

PraiseIn Praise of the Invisible Leader

Edward Baker, strategy+business

It's noisy out there. Between talk radio, cable news, Facebook, Twitter, LinkedIn, and all the rest of the new and old media, we're being shouted at, shared with and pestered without respite. It's a look, listen, pay-attention-to-me-now world. And one that just keeps getting louder.

 

But there is an important and influential group of people who manage to avoid the clatter. Quietly, modestly, they do their work diligently, and without a desperate need for personal recognition. They can be found in almost any profession and at every organizational level. They might be anesthesiologists, structural engineers, cinematographers, or business leaders. David Zweig, a lecturer and journalist who has written for the Atlantic, the New York Times, and the Wall Street Journal, lovingly calls these people "Invisibles" - and in his fascinating new book, "Invisibles: The Power of Anonymous Work in an Age of Relentless Self-Promotion" (Portfolio Hardcover, 2014), he lays out a strong case for their importance in making the world go around.

 

SocialWhat Social Nonprofits Can Teach the Corporate World

John Hagel III and John Seely Brown, Fortune

 

The City of Oakland was struggling to respond to requests for public records. Without an effective tracking system, staff duplicated work, and slow responses created tension with residents.

 

In San Francisco, recipients of food assistance often lost benefits and had to reapply, burdening staff and causing personal crises for needy families.

 

In 2013, both cities solved these problems by working with Fellows from Code for America (CfA) to build applications that made better use of the data they already had.

 

Nonprofits, social enterprises, and civic organizations have long had to do more with less and master the art of influence without power. In some ways, they are ahead of most other organizations in developing the ability to work within the type of flexible, ever-changing network of partners that will become more common in the coming years.

 

HolesThe Holes In Holacracy

The Economist

 

Every so often a company emerges from the herd to be lauded as the embodiment of leading-edge management thinking. Think of Toyota and its lean manufacturing system, say, or GE and Six Sigma excellence. The latest candidate for apotheosis is Zappos, an online vendor of shoes and clothes (owned by Amazon), which believes that happy workers breed happy customers. Tony Hsieh, its boss, said last year that he will turn the firm into a "holacracy," replacing its hierarchy with a more democratic system of overlapping, self-organizing teams. Until Zappos embraced it, no big company had taken holacracy seriously. Indeed, not all of Zappos' 1,500-strong workforce are convinced that it can work.

Running Your Business
Fifteen15 Things Successful Entrepreneurs Do Every Day

Jacqueline Whitmore, Entrepreneur

 

The most effective entrepreneurs view themselves as assets. They continually invest in themselves and in their future through continuing education and self-improvement.

 

If you want to become a better entrepreneur and successfully grow your business, dedicate time and energy to improve your daily habits. Here are 15 things many business influencers make time for in their busy schedules.

SeparateSeparate Companies, Joint Employers?

Jill Cueni-Cohen, Human Resources Executive Online

Organizations are being advised to pay close attention to the NLRB's recent review of its case against Browning-Ferris Industries of California Inc., which focuses on the standard for determining joint-employer status.

 

According to attorney G. Roger King, senior labor employment counsel for the HR Policy Association in Washington, and counsel for the JonesDay law firm, changing the decades-long standards regarding joint-employer status is a very significant issue that will impact the majority of employers.