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2013 Co-Chairs
Marisa Sanchez, Ph.D.

Matt Minahan, Ed. D.

Darya Funches, Ed.D.

2013 Treasurer
Magdy Mansour

2013 Secretary
Mike Horne, Ph.D.

Christina Bell
Marc Brenman
Yasmeen Burns
Ashley McSwain

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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

Practicing OD

Running Your Business

Practicing OD

Doing Good By Knowing Who You Are: The Instrumental Self as an Agent of Change
By: Charles N. Seashore, Mary Nash Shawver, Greg Thompson and Marty Mattare

The most immediate use of Self for you is to decide whether to continue reading this article now that you have started out with us on a topic about which we feel passionate. The simplest way we know to talk about Use of Self is to link the concepts of self-awareness, perceptions, choices and actions as the fundamental building blocks of our capacities to be effective agents of change, hopefully to make a better world and to develop our own potential for doing so to the fullest in the process.


Viewpoint On Education: Organizational Development And Building Trust
J.C. Bowman, TheChattanoogan.com

Organizations continue to transform and change. Part of the reason for the decline of unions has been their reluctance to change and willingness to cling to an outdated system built on an industrial model. Creating and sustaining a culture of high performance while leading organizational effectiveness is one of most complex challenges facing non-profit and organizational leaders. An imperative question that any organization should ask is: Do your members trust you?


Companies Facing Harmful Workplace Behaviors Need to Examine Their Own Culture, Says CCA Paper

Employers lose $50-200 billion annually thanks to employee theft, fraud, embezzlement, and vandalism. Workplace bullying is becoming a major public health concern with an estimated 71.5 million workers affected.

The business costs of harmful workplace behaviors can be devastating, yet many leaders and HR professionals fail to recognize the connection between counterproductive work behavior and the risk factors of a company’s culture. A new white paper from CCA, Inc., offers tools and advice to help organizations tackle the problem head-on.


Yale SOM to Fund Leadership Research
Aleksandra Gjorgievska, Yale Daily News

With the help of a $1 million donation, the School of Management will launch a three-year initiative this July to fund faculty research in leadership and organizational behavior.

The Initiative on Leadership and Organizational Performance will provide funding for professors to investigate the ways in which people work most effectively, especially in the context of teams and organizations, and will encourage professors to apply their findings to projects at SOM and elsewhere. The initiative will also sponsor conferences on the research topics and facilitate the creation of research databases that could be shared with outside organizations, SOM Dean Edward Snyder said. James Baron, an SOM professor involved in planning the initiative, said he hopes SOM faculty will "undertake ambitious projects difficult to conduct elsewhere” as part of the initiative.


Culture Change Starts With CEO
Kevin Sablan, Orange County Register

As businesses grow or grapple with financial upheavals, they launch new initiatives, update their tools and make organizational changes.

But those changes don't always sit well with employees at companies with long-established ways of doing business.


Modifying 'Worldview' of Staff Critical to Successful Change Management
Mitchell Osak, Financial Post

Organizations that cannot change are at risk of declining competitiveness, profitability and employee engagement. According to numerous studies, anywhere from 70-90% of all change initiatives fail. Failure has many fathers. One cause I regularly come across in my consulting work is when change agents fail to consider the influence of the employee’s worldview. Accommodate or tweak the worldview and your odds of success improve considerably. One way to do this is to leverage the power of internal social relationships and reframe the business challenge to secure buy in.


Design & Organizational Renewal
Soren Petersen, Huffington Post

Purposely experimenting with new organizational designs through new ventures is a new paradigm for business. In an increasingly dynamic and complex global economy, consciously observing, designing, experimenting and learning can offer a strong alternative to traditional organizational and business model evolution.

Thinking of organizations in terms of design and innovation and not just fine-tuning or engaging in mergers and acquisitions, can provide new breakthrough ideas. Treating organizational renewal as an innovation process opens up new possibilities for what one's business can become, perform and accomplish.


Learning, Leadership Development and Talent Management are not Luxuries, They are Essential
Jabbar Sardar, HR Magazine

The public sector in the UK is undergoing a radical change. According to the CIPD, 850,000 jobs will disappear between 2010 and 2017 – around 15% of the workforce.

Research from the CIPD and the Public Sector People Managers' Association (PPMA) shows values-based leadership is required to deliver the objectives of reduced spending and more customer-focused service provision. This is contingent on making use of employees on the frontline.


Running Your Business

Game On: How Gamification Is Changing Business
Pete Wolfinger, Society for Human Resource Management

While some parents may view gaming as an affront to their children’s social development, businesses are finding that a combination of social media and gaming—once the milieu of middle-schoolers—could be an integral part of improving employee engagement.

And if getting employees to use internal social networks more is a behavior that’s hard to change, experts said, gaming can act as an incentive.



Embrace Social Media, Warns Shell HR Cheif
Sian Harrington, HR Magazine

Trying to control social media is a strategically flawed approach, according to the chief HR and corporate officer of the world's largest company, Royal Dutch Shell.

Speaking exclusively to HR magazine, Hugh Mitchell said trying to protect an organization through heavy-handed policing of social media does not work.

"In the litigious world in which we operate in business, people want to ensure every email is discoverable and that anytime someone makes a statement 15 lawyers check it. But we have to find a way of embracing social media. If you want to be effective in social media you need to be instant and empower people.”


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