ODNChicago February 1 Newsletter Editor's Welcome I hope you enjoy reading this issue as much as I’ve enjoyed putting it together. There’s a lot of exciting learning taking place in ODNChicago. Here are some of the highlights in this issue: - Reflections on what makes Appreciative Inquiry work (or not)? - A thought-provoking article on "Anxiety" by Peter Koestenbaum, who’s coming for both the city and suburban monthly meetings in February. - A new strategy for Self Organizing Meetings that’s been a success for our own ODNC board - An idea-rich summary of the second OD Skill Builder, where you can learn how to Navigate Conflict - An update on ODNC 2003 Impact Awards (start planning to apply!) - An announcement of the upcoming Special Event on Polarity Management with Barry Johnson - Notice of ODNC Board Elections - coming soon! And more. Enjoy! ---Christine Buss, Editor Facilitator’s Summary: The Second OD Skill Builder On Dec. 6. Toni Hupp, President of Organizations by Design, presented the second OD Skill Builder, "Navigating Conflict - The Journey to Resolution." Here’s your chance to learn all about it if you missed it. When you're asked to "fix" people who are supposedly stuck or resistant to change, how often do you find that an underlying conflict has thrown the organization into gridlock? Conflict becomes the "hot potato" that no one wants to touch for fear they'll get burned. Instead they create "work arounds," new hoops that everyone has to jump through to avoid it. In the OD Network Skillbuilder Session, participants saw a demonstration of an organizational redesign that got stuck because of a long-simmering dispute between departments. Participants learned how to help clients get the real issues on the table and get past the denial, distraction, and fragmentation that unresolved conflict creates. They learned 5 stages of conflict resolution: 1. Establish a safe container. 2. Guide storytelling so that parties to the conflict "unpack their closets" and identify issues. 3. Uncover underlying interests so that each one finds out what matters most to the other side. 4. Negotiate agreement in a way that expands options, meets interests, and reality tests resolutions. 5. Confirm & close so that each party walks away with the same understanding of what they've agreed to and without anxiety about unfinished business. Establish a safe container. In the first stage, participants learned how to decide whether the conflict is worth mediating. They talked about times when they'd been asked to solve a problem that the real decision makers had passed off to others. Lesson: You can't uncover underlying interests and negotiate agreement if the real disputants aren't at the table. Participants also learned how to establish the purpose, process and ground rules for a conflict resolution conversation. Lesson: You have to get agreement to ground rules up front so that you'll have permission to get things back on track when the going gets tough. 2. Guide storytelling so that parties to the conflict "unpack their closets," identify and prioritize issues. In the second stage, participants learned how help disputants unpack their understanding of how the conflict unfolded. The purpose of this part of the conversation is not to renegotiate the past or decide who's right and who's wrong. Yet that's usually what people expect. So mediators need to remind disputants that they need to take turns stepping inside each other's shoes. When participants practiced mediating, they saw how difficult it is for disputants to listen while an opponent explains how the world looks from his shoes. Participants said they were glad to practice intervening and getting things back on track when disputants tried to correct each other's understanding of "the truth." 3. Uncover underlying interests so that each one finds out what matters most to the other side. Once disputants have selected the issues to focus on, it's a mediator's job to get them to talk about why each issue matters so much. When disputants talk about why each issue matters, they surface their underlying interests. Participants learned that only after each side believes the other side really "gets" these underlying interests does it become possible for disputants to stop judging each other and come up with resolution options. During mediation practice participants saw the healing power of simple probes such as, "Say more about why that matters so much to you." and "Talk about the difference that it would make." When disputants are invited to talk deeply about what matters and they hear their opponent acknowledge those interests, they become unblocked and open to resolution. This practice involved intense conversations and a few tears. Lesson: You can't overestimate the importance of being heard. 4. Negotiate agreement in a way that expands options, meets interests, and reality tests resolutions. The purpose of this stage is to brainstorm things that each side might do to acknowledge the other, let go of the past, and move forward. At this point in the conversation, disputants shift from dialogue to negotiation. Participants learned ways to "prime the pump" for brainstorming by starting out with ideas that were logical next steps from what disputants shared when they talked about their interests. Then participants learned how to reality test ideas that emerged as "keepers." At first, participants wondered whether reality testing might not be "looking a gift horse in the mouth." In practice they saw that reality testing actually strengthened disputants commitment to their resolutions. 5. Confirm & close so that each party walks away with the same understanding of what they've agreed to and without anxiety about unfinished business. Closing involves recording "to dos" without conditions or blame. To take another step in the healing process, mediators also ask each disputant to share appreciations and apologies with the other. Participants said they felt wary about asking for apologies at a time when disputants were just starting to experience resolution. Toni acknowledged that there is some risk in asking for apologies but there's a great healing potential in offering participants the opportunity to get regret off their chests. Lesson: The way you frame the closing invitation can make a big difference. For example you can ask each disputant to share one thing they appreciated about the other and one thing they'd do differently if they had it to do over again. In their closing "check out" participants said they had seen and used parts of the conflict resolution process before but they'd never practiced putting it all together like they did in this session. Everyone agreed that the richness and experience of this session's practitioner group made the learnings hit home. You can find reviews of resources for conflict resolution at Toni Hupp's website (see below). About the Author/Facilitator Toni Hupp is the founder of Organizations by Design, a firm that provides facilitation, leadership coaching, and conflict resolution. She creates customized forums for planning, conflict resolution, and organizational change. She has spent more than 15 years coaching leaders and professionals in how to handle conflict, assume new roles, and manage transitions. She was trained in mediation by the Center for Conflict Resolution and the Mennonite Peace Foundation. Toni Hupp Organizations By Design Phone: 630 393-0853 Fax: 630 393-4854 toni@organizationsbydesign.com www.organizationsbydesign.com A Strategy for Self Organizing Meetings You know how it is with the shoemaker's children (they're the last to get shoes). So perhaps it was to be expected last year that the ODNC board had its problems being productive. It's not that we didn't see what was going on - competing priorities, different values, definitely opposite Myers-Briggs types, frustration with each other's processes - the usual stuff; however, we weren't much better than our clients at dealing with it and spun deeper and deeper into an unproductive vicious cycle. Members even left the board because things were so "negative." Fast forward to January, 2003: Excited and committed about an awards program, a brand new newsletter, programs offered downtown and in the suburbs, special events on the horizon, new members signing up, the board is productive and happy. Lo and behold, board meetings are FUN, not to mention creative and fruitful. What made the difference? Last winter, board members Joe Merton and Barb Muehlhausen sat down with the expressed purpose of figuring out a way to deal with polarities among the board members. What they came up with was an amazing and brilliant process that captures complexity yet is simple to use, that self organizes AND comes to closure, and that gives everyone a say in setting the agenda. We think it may have the power to create positive change in a lot of situations and so we're publishing Joe's write-up of how it works. Try it out and let us know the results. --Neesa Sweet Guide to a Self Organizing Meeting Boundary Conditions - The meeting will last no longer than 100 minutes (120 minutes minus 10 minutes explanation and 10 minutes debriefing). - Many tasks may be worked on but time will limit the work and the number of tasks. - Each person has an equal say in what tasks will be discussed and for how long. - A process observer who does not participate in the meeting will give feedback on his/her observations at the end of the meeting for ten minutes. Implementation - Tasks will be posted (written) on the whiteboard. Anyone may post a task. - Each person will get three time "chits" they will invest by sticking chits next to a task. A chit is a Post-It with the person's name written on it. - The tasks with the most chits will be worked on first for a period equal to the value of its chits. - Time spent on tasks may be extended or shortened by people moving their chits from one task to another. - A chit ripper will remove chits from each task as their time value is consumed, generally in a first on, first off sequence. Once consumed, a chit may not be reallocated. Thus the chit ripping. - The time value of each chit is: 100 minutes / (number of participants x 3 chits per participant). (E.g., 8 people, 4 minutes per chit.) - The time value of all chits will change as more people arrive at the meeting. Decide how many chits to give late arrivals, and then all chits become worth: the time remaining / the total number of chits remaining (including those of the new arrival). - Someone will take responsibility to check for closure and action items before completing tasks. - Work on tasks will stop when it is time to receive observer feedback. ODNChicago Board of Directors - Election Time Approaches! It is once again time to think about the contribution you can make by nominating someone, or yourself, for the Board of Directors. In March/April ODNChicago will vote on candidates for its Board, who take office in June. There are twelve members of the board, each serving two-year terms. Several complete their terms this year. Some will run for another two years, and others will complete their service to our organization. (Six years is the maximum term any individual may serve on the Board.) The Board and its associated committees are among the primary centers of action in ODN/Chicago. These twelve people make sure there are programs and special events, coordinate membership services, initiate communication with members, sister organizations and the community we serve, help members turn their ideas into activities, and establish direction and policy for ODNChicago. This year Joe Merton and former member Barbara Muehlhausen created a tool we have used to energize our board meetings - the Guide to a Self-Organizing Meeting. It has been amazingly successful in helping us organize the focus and energy of board members. Read all about it on Page 2. The Board is currently organized into four teams: Executive Team includes the two Co-Chairs, Secretary, Treasurer and Knowledge Management. Learning Team creates monthly programs, as well as occasional Special Events. Member Participation Team coordinates the interaction between organization and individuals including greeting members at the monthly meetings both downtown and suburban. External Relations Team handles communication, marketing, and interaction with Alliance organizations and users of our OD services. Board members who will complete their 2-year terms are: Gabriele Eaton, Learning David Jewell, Co-Chair Marcia Liebrecht, Secretary/Treasurer Connie McKinley, Membership Participation Joe Merton, External Relations, Executive Carol Michelini, External Relations Jim Picard, External Relations Trudy Scharaga-Popuch, Member Participation Members continuing are: Christine Buss, External Relations Malcolm Fraser, Member Participation Barbara Golden, Learning Neesa Sweet, Co-Chair Consider yourself a potential board member or action group leader. That’s how the activities of ODNChicago come to life. Strategic Thinking and Planning with Jim Gilmartin On Wednesday, January 22, Jim Gilmartin presented a quick, but densely-packed, overview of strategic planning at our suburban meeting in Oak Brook. Here are some of the highlights. Companies that have a structure and process for strategic planning are rare, but not having one substantially decreases companies’ chances of success. Successful strategic planning requires "planning to plan," putting a plan in place for each of the necessary steps. The critical pieces are: - Mission - what do you want people to think of when they think of your company? - Vision - a motivating, concrete picture of what the company wants to become - Strategies - measurable, time-bounded steps to accomplish the vision - Actions - specific activities with who, what, when, where, how, and how will success be measured - Monitoring and Evaluating - the followup that allows you to learn! All change, including strategic change, meets with resistance. The CEO has to support it for plans to succeed. Cross-org. teams can help. Jim recommends we read Managing at the Speed of Change by Daryl Connor. James J. Gilmartin is president of Coming of Age, Incorporated. Since 1991, this full service integrated marketing communications firm has specialized in helping clients develop and launch successful marketing and sales campaigns. He currently writes a column for Thompson Financial Group’s Web site www.bankinfo.com and other Web sites. Check out his company at: www.comingofage.com. Special Event: Barry Johnson on Polarity Management We’re excited to have Barry Johnson, developer of Polarity Management, coming to ODN Chicago for two sessions this spring. In Session I we will learn the model. In Session II several weeks later we will come back together to discuss our experience with PM in our own work. What would you do if you had to make a choice between breathing out and breathing in? Like breathing, many business situations are polarities to manage, not problems to solve. Because the two sides of a polarity are interdependent, you cannot choose one as a ‘solution’ and neglect the other. The object of the PM perspective is to get the best of both opposites while avoiding the limits of each. The PM map and set of principles are like a Swiss Army knife - they have multiple applications in a variety of situations. PM has been used in South Africa to assist in the ending of apartheid; as a core competency in leadership development; as a way to capitalize on the best of two or more cultures involved in mergers and acquisitions; as a key to integrated healthcare; in change efforts as a way to convert resistance to change into a resource for change and in a wide range of settings in which tapping the tension inherent in interdependence is an issue. Schedule: (Note: Attendance in Session I is recommended in order to attend Session2.) Session 1: Awareness and Understanding Friday, March 28 Session 2: Understanding at the "Gut" Level and Skill Development Friday, May 9 Time: 8:30 am-4:30 pm Location: Peoples Energy 130 E. Randolph St., 21st Floor, Chicago, IL 60601 Cost: Session1 only - $99 Sessions 1 and 2 - $198 About Barry Johnson Barry is the author of Polarity Management: Identifying and Managing Unsolvable Problems. His Polarity Mapping tool is used by organizations worldwide to help leaders understand and manage ambiguity. An OD consultant for 20 years, Barry's clients include: Amoco, General Motors, Motorola, Shell Oil, Intel of Ireland, Unilever de Mexico, Syncrude of Canada, Illinois Hospital and Health Services Assn, The Hartford, and Xerox. Barry has a PhD in OD from International College and is a graduate of the Gestalt Institute of Cleveland's OSD program. Barry founded a manufacturing company, a residential program for addicted adults, a crisis phone service, and a newspaper. For more info: www.polaritymanagement.com. ODNChicago 2003 Impact Awards Proud of your work? Are you excited about OD work you’ve done and the impact in your company? The ODNChicago 2003 Impact Awards provide an opportunity to showcase great OD work. We’re giving OD work visibility in the Chicago business community by identifying, recognizing, honoring, publicizing, and sharing compelling stories of OD successes. Your opportunity to apply is coming soon. Applications will be available in early May and are due by July 1. Who can apply? Public, private, not-for-profit, religious, educational groups, associations, and all other organizations of any size are eligible. Distinct business units within larger companies are eligible as separate entities. Consulting organizations are not eligible for the award for client projects, although they may nominate an internal intervention in their own company. Consulting organizations are urged to encourage their clients to enter. What are the criteria? - Achievement of positive results according to the organization’s own needs, goals, and performance measurement systems - Project outcomes aligned with original purpose (were the results what was intended?) - Impact of the initiative on human and technical systems and organization performance - System-wide approach - Inclusion of all stakeholders in design and implementation process - Effective use of available resources in managing the challenges of the initiative - Evidence of continuous improvements in human and technical systems as a result of the initiative - Statement from the operating executive that reflects a thorough understanding of how OD contributed to the success of the project. (How was the executive involved?) - Applicability to other organizations How do I apply? More information will be available shortly on the ODNChicago website. Look for email reminders in early May. For more information, contact Sandra Lamartine at sandra.lamartine@tellabs.com or 630-798-2554. Exciting Event: Peter Koestenbaum in February! Peter Koestenbaum is coming to ODNChicago! (Details on page 8.) Meanwhile, enjoy this nugget by Peter on ANXIETY. Leadership means presence, contact, and credibility, and these come only with character. Character is developed by going through the existential crisis, which means to allow anxiety to come to full flowering. Do not fear anxiety. Instead, allow yourself to feel it fully. You come out at the other end of the process strong and resilient, wise and mature. You prize the value of integrity. No significant decision, personal or corporate, professional or military, has been undertaken without its own existential crisis, the leader choosing to wade through rapids of anxiety, uncertainty, and guilt. It is such crises of the soul that give leaders their character and their potency... What does it mean to encourage your anxiety? Do not hide your feelings. Do not repress your thoughts. Do not ignore the pain; feel free to discuss it with others. Know that there is more pain, that you are only touching the surface. As you talk, think, feel, write, question, and read about the issue that causes you anxiety, you may find your mind flooded with emotions. These are part of growth. The anxiety that is buried in you, properly understood and properly experienced, can translate itself into growth, strength, and fulfillment. That would be the successful completion of the existential crisis, and such is the pattern of the leader's life. In sum, anxiety is how it feels to grow. One becomes ...[more] adult by learning to move through anxiety, to stay with it and not avoid it. Leadership, therefore, ... [is] to face anxiety, not fear it, to make it your constant companion. We are here at the very nerve center of courage. ODNC DUES INCREASE To continue to cover our costs, ODNC will raise its dues to $85. If you’ve received a reminder that still quotes the old $65 rate, you can still join for the old price. New remin- ders will have the new price. OTHER RATES: Students: $30 Regional members: $15 National members: $10-discount BEST OF OD SUMMIT ODN Chicago partners with Linkage, Inc. for The Best of Organizational Development Summit. ODN Chicago is proud to boast a two-year partnership with Linkage, Inc. for The Best of Organizational Development Summit, taking place June 9-12, 2003 at The Chicago Marriott Downtown. This is an outstanding conference and those that attended last year can attest to the fact that this program delivers what it promises and more! The 2002 Organizational Development Summit will feature: - Warner Burke - Peter Block - Ed Schein - David Cooperrider And Much More! Visit www.linkageinc.com/conferences for more information or to download a brochure! As a partner for this program, ODN is pleased to extend a $150 discount off the registration fee. Please call Linkage Inc. at 781-862-3157 to register. Mention your priority code: 03ODC-NW1 to receive your $150 discount. In addition, be sure to visit ODN Chicago on site in the exhibit hall! Hesitations about Appreciative Inquiry Appreciative Inquiry (AI) has enjoyed high esteem in OD for the past few years. An international AI conference drew 425 participants to Baltimore just two weeks after 9/11. Registration increased after the attacks in spite of the restrictions on air travel. ODNChicago also conducted its own AI last April, as a way to engage the full membership in defining what our organization would become, as well as to learn the AI process by using it. Our AI activity resulted in several exciting projects, including our Skill Builder series and the Impact Awards. While Appreciative Inquiry receives a certain cachet, certain difficulties have insinuated themselves into AI practice. Last November ODNC invited Jonathan Ross to work with us on the subject of his unpublished article, "Half-Empty and Half-Full: Thirteen Hesitations About Appreciative Inquiry." As his presentation approached, Jonathan’s work took him out of the country, so I agreed to facilitate the monthly meeting at Underwriters Laboratories in his place. This article reviews that meeting and examines what needs to be considered for successful AI. At the monthly meeting, in true OD fashion, attendees wanted to get involved in the conversation. So, instead of presenting Jonathan’s hesitations, we spoke briefly about the structure and assumptions that guide Appreciative Inquiry and then distributed Jonathan’s article to everyone present. Each table group identified two of the thirteen hesitations that energized them. Did they recall experiences, observations or hearsay that gave them pause about the use of AI with a client? Here are some of the observations that participants brought back: - "The company line was to ‘appreciate’ the current system, but there were gaps in both management and resources, so that the AI experience felt like, ‘Shut up and sit down, but be nice about it.’" - "It was the hand of Stalin, but with a smile." - "In Chicago Public Schools people of color are checking out. Many of them want vouchers. Years of good intentions aren’t enough." Jonathan refers to these results as the "pneumatic effect" - when positive affect is enforced on people, one can push down negative feelings in one place, but they are likely to pop up again somewhere else, often in a least expected place. He also writes that the focus on only the positive can "fetter authentic dialogue." Participants also related the perspective that employees were much more discouraged after the positive energy that came from the AI was not acted upon. Properly conducted, an AI facilitator gets agreement on the boundaries of what’s possible before they begin, and gains commitment of management to carrying through on the results of the workshop. If either resources or management commitment are missing, it is better not to initiate the inquiry. John Carter of Cleveland insists that AI only be used when the client is fully prepared to engage the possible outcomes. Furthermore, an AI is not the same as "happy talk." Facilitators, whether internal or external, must be prepared to engage participants’ negative emotions in a relaxed and aware manner when they begin the interviews. - "So much creativity comes from the boundaries of the culture - being in conflict with dominant social forces." - "[The process] doesn’t make space for everyone, for the 'person without a seat at the table.'" Jonathan’s assumption is that AI can easily violate "natural law." He says, "It is missing the yang to match the yin. There is no light without darkness, no up without down. The opposing elements are more than inextricably linked; they are definitional one to the other, and together define the whole." A facilitator can lose sight of the intent of AI, which is designed to pick the gems out of the surrounding ground. It is a matter of focus - not to lose sight of the dialectic, but to pick out the diamonds, rather than trying to wade in the organic sludge. Here are some of the conclusions that resulted from our discussion: - Identify the criteria for success of an AI intervention. AI may be culturally great for engineers - even though brutal for their facilitator - and that’s OK. - Living in possibility is like a drug - we want more of it, and get seriously depressed if that possibility is withdrawn or denied. - The group has to be ready for AI. There may be a high perceived need, but the group may still be far from ready. We gained a sobering understanding of how difficult AI is. - When people show interest in AI, put them in the hands of experienced facilitators. It is not just a "3-hour set aside." It is easy to set up for failure; there may be insufficient resources or a Machiavellian intent. - There is a difference between a movement and a model. This is more than an appreciative approach to work. It is a complete, intact system that needs to be followed flexibly. -- David Jewell What's Next? Upcoming ODNChicago Monthly Meetings February Wednesday, February 26, Suburbs, AND Thursday, February 27, City The Philosophic Consultant: Revolutionizing Organizations with Ideas Peter Koestenbaum As a participant in this workshop, you will learn a new and profound way to activate your leadership abilities. You will learn how to use Peter Koestenbaum's practical leadership awareness tool, the Leadership Diamond®. The Leadership Diamond® focuses on the power of depth in work. By means of the Leadership Diamond, Mr. Koestenbaum guides the development of your leadership mind as the key for achieving business results. You will discover how to leverage the power of negative experiences as clues to breakthroughs. You will analyze with Mr. Koestenbaum, the structure of courage. You will also learn the tough issues of implementation. Peter Koestenbaum, works and writes a great deal with Peter Block. He is an active faculty member in the School for Managing and Leading Change. In addition, he is a musician, physicist, philosopher, and has studied for many years, the relationship among philosophy, psychology and organizational change. (See Article on page 6.) Suburban Meeting: When: Wednesday, February 26 Where: Underwriters Labs, 333 Pfingsten Road, Northbrook, IL Agenda: 6:30 PM, Social and networking, 7:00 to 9:00 PM, program Cost: Free to members, $15 for nonmembers RSVP: Essential (even if you only think you MIGHT come). Please call (773) 561-4919 or email odnchicago@aol.com City Meeting: When: Thursday, February 27 Where: Harris Bank, 111. W. Monroe, 20th Floor, (20C), Chicago Agenda: 6:00 PM, Open Space, 7:00 to 9:00 PM, program Cost: Free to members, $15 for nonmembers RSVP: Unnecessary March Wednesday, March 26, Suburbs, AND Thursday, March 27, City Are your organizational functions aligned for maximum effectiveness? Dick Whitney and Ed Johnson Suburban location: TBD; check the ODNChicago website for updates City location: Harris Bank, 111. W. Monroe, 20th Floor, (20C), Chicago April Thursday, April 24, City - for Suburban meeting, check the ODNChicago website for updates. Putting the Emotion back into Emotional Intelligence, Jackie Gnapp Location: Harris Bank, 111. W. Monroe, 20th Floor, (20C), Chicago May Wednesday, May 28, Suburban - for City meeting, check the website for updates. Putting the Emotion back into Emotional Intelligence, Jackie Gnapp Location: Exelon, 2011 Swift Dr, Oak Brook, IL 60523 PDN Update Careers in Transition Conveners: John Grobe (708) 771-2445 Next Meeting: Monday, Mar. 24, 6:00 to 7:30 PM Location: Crossroads Center at the Career Transitions Center (room 21), 711 West Monroe, Chicago Topic: "Staffing Etiquette" Careers in Transition - West Convener: Mike Baker (630) 653-5600 Next Meeting: Monday, Feb. 17, 10:00 to 11:30 AM Location: 4320 Winfield Road in Warrenville Topic: "Time Management" Consulting Convener: Stephen Harap (630) 852-0223 Join the virtual forum at: http://groups.yahoo.com/group/ConsultingPDN Creativity/Innovation (Virtual) Convener: Harry Higinbotham (708) 798-2019 Meets virtually at: http://groups.yahoo.com/group/CIPDN HRDI - Alumni Convener: Jim Krueger (312) 578-8275 x5023 Instructional Technology (Virtual) Convener: Mike Kemmler (847) 530-2399 To Join: Send an e-mail message to: tech-pdn-subscribe@yahoogroups.com. Internal Consulting Conveners: Mike Herron (312) 444-3409, Mike_Herron@notes.ntrs.com, and Matt Vosmik Next Meeting: Thursday, Feb. 20, 7:30 to 9:00 AM Location: Northern Trust Bank, 181 West Madison, 7th floor, Chicago (Room Number to be posted in elevator lobby). BYOB (Bring Your Own Breakfast). RSVP to Mike Herron. Topic: Leadership & Consulting Skills with Bruce Mabee Knowledge Management Convener: Mike Tillmans (630) 584-0134 Next Meeting: Wednesday, Feb. 12, 7:00 to 9:00 PM Location: Krasa Center at Benedictine University in Room C on the second floor. For directions and info about programs, see: www.iit.edu/~com535/pdn/pdn_home.html Lake Forest/LakeBluff/Northern Suburbs Conveners: Howard Prager, hprager@lfgsm.edu Ken Phillips & Kristin Phillips Next Meeting: Wednesday, Feb. 26, 11:00 AM to 1:00 PM Contact Howard Prager for meeting topic and location. Leadership & Coaching Convener: Ed Johnson (847) 705-0498 Next Meetings: Chicago - Thursday, Feb. 13, 12:00 to 2:00 PM Argosy Univ./Chicago, Two First National Plaza, 20 S. Clark St., 3rd Fl. (312) 201-0200 Rolling Meadows - Thursday, Mar. 6, 12:00 to 2:00 PM Argosy Univ./Chicago Northwest, One Continental Towers, 1701 Golf Rd., Ste. 101, Rolling Meadows, IL (847) 290-7400 Ongoing Learning Group Convener: Don Sandel (847) 700-5125 Next Meeting: Thursday, Feb. 6, 6:20 PM Location: SolutionPeople, 312 North May St., Suite 6A, Chicago (312-829-2852) Presenter: Gerald "SolutionMan" Harman, on the role of creativity in training. Gerald has been profiled in Fast Company and American Airlines In-flight Magazine. Professionally Speaking & Facilitating Convener: Cyndi Maxey (773) 561-6252 Next Meeting: Thursday, Mar. 20, 6:00 to 8:00 PM "So, You Want To Be In OD?" (Organizational Development) Convener: Tracy Mauro (630) 778-7365 Next Meeting: Friday, Feb. 7, 7:30 to 9:30 AM Location: MacDonald’s Plaza (Room Kroc A) in OakBrook Topic: "How to Market Yourself to Get the Job You Want" with guest speaker Rob Sullivan, author of Getting Your Foot in the Door When You Don’t Have a Leg to Stand On. What does someone new to the OD field really need to know? We weren't too sure either so the "So, You Want to Be in OD" PDN set out to find out. Lead by Tracy Mauro, this PDN is devoted to helping the next group of OD practitioners develop their OD skills. Who better to ask than the OD professionals of ODNChicago? We've created a short survey to gather your ideas and suggestions. The survey can be found at www.odnetwork.org/odnc/ODSurvey.htm and will take approx. 5 minutes to complete. So please take a moment to give us your ideas/suggestions. Feel free to pass this a long to your professional friends too. Thank you very much for your time! (P.S. Thank you to those who already took the survey at the November Harris Bank meeting.) What is ODNChicago? Our vision is to be known as a dynamic center for renewal for Organization Development (OD) practitioners. Operating since 1975, ODN Chicago is an independent network committed to helping its members develop their effectiveness in improving organizations. We offer opportunities for professional education and development, as well as the active exchange of experience, support and new ideas. Our members include internal and external consultants, corporate managers and specialists, trainers, academics, human resource personnel, and other professionals interested in making their organization, department, or team more effective. We work in a wide variety of environments including business, academic, government, and non-profit. Similarly, our members bring an array of industry and work experience from banking to utilities and from corporate conglomerates to local community organizations Be a Contributor! Have something you’d like to share with the OD community? Maybe you have some great work you’d like to celebrate or some idea you’d like to socialize. What do you know that we’d all benefit from? Send stories between 500 and 800 words as text or Word file to the Editors. Feedback Please! As this is our second OD newsletter in a while, we’re still eager to hear what you think. Please send us verbose email with lots of feedback! We continue to improve with your help! Send comments to: Christine Buss at Christine@cmbuss.com and Neesa Sweet at NeesaS@aol.com 2002/2003 Board of Directors Co-Chairs David Jewell, (312) 240-7135 Neesa Sweet, (847) 266-2677 Secretary/Treasurer Marcia Liebrecht, (773) 528-9556 Directors Administrative Team David Jewell, (312) 240-7135 Marcia Liebrecht, (773) 528-9556 Joe Merton, (773) 399-8945 Neesa Sweet, (847) 266-2677 External Relations Carol Michelini, (847) 492-8389 Jim Picard, (773) 868-9685 Christine Buss, (630) 848-0292 Svea Christensen (630) 762-1146 Learning Team Gabriele Eaton, (847) 948-3034 Barbara Golden, (773) 702-1723 Membership Team Malcolm Fraser, (312) 441-8909 Connie McKinley, (773) 509-6435 Trudy Scharaga-Popuch, (312) 640-9067 Past President/Advisors Dee Burman, (847) 432-4117 Bruce Mabee, (630) 960-0425