Click here to download a printable version of this schedule
This year's concurrent sessions provide the most relevant and valuable mix possible of educational presentations during the conference.
View the conference sessions below by track and start planning your educational experience.
Change, Renewal, and Transformation
Deep Dive 1: OD and Covert Processes: Dealing with the Hidden Barriers to Organizational Change
Dr. Robert J. Marshak, Senior Scholar in Residence, American University
This session is about hidden processes that impact organizations and organizational change, but usually remain unseen, unspoken, or unacknowledged. Although covert in their workings, they can be powerful in their impacts, often shaping outcomes without our fully realizing it. You will learn the five covert dimensions of organizational change that can impede or block even the best planned and managed change effort. You will also learn ways to see, reveal, and engage these hidden or invisible barriers to organizational change and effectiveness
Deep Dive 2: Resonance and Resilience: What Your Brain Needs to Help You Live a Full and Rewarding Life
Frances Johnston, Ph.D., Founder, Teleos Leadership Institute
This positive and engaging workshop will introduce Teleos Leadership Institute's new workshop on Resonance and Resilience. We will experience key components of our successful workshop for leaders, an elements we use in our coaching approach. Specifically, the workshop will cover the neuroscience of stress and positive emotions, cover the cycle of sacrifice and renewal, explore the holistic self and your social world, and the role of having your own "teleos". We will look at the importance of self care strategies. We have 10 we particularly love. From there, we will introduce key renewal practices -- some momentary, others with a longer arc -- that help leaders thrive in the face of constant demands. This workshop is appropriate for anyone interested in the research behind resilience and resonance, for people who are curious about what practices help leaders stay at their best, and how to "teach" them. And finally, for anyone who is interested in understanding how a workshop really can make a positive difference in an individual's life AND in the success and wellbeing of an organization.
Deep Dive 3: Advanced Facilitation for Multi-Stakeholder Collaboration
Dr. Sam Kaner, Executive Director, Community at Work
Multi-stakeholder groups can create intelligent, sustainable agreements -- but they can be extremely challenging to facilitate. Using real-life case studies, this workshop demonstrates common mistakes and showcases many effective practices for working with difficult groups on complex problems. Attendees learn a clear, coherent framework for understanding and working with multi-stakeholder group decision-making. You will take away a large collection of methods and tools for encouraging full participation, building mutual understanding, and fostering inclusive solutions in groups with diverse membership. OUTLINE Preliminaries: Opening remarks and agenda overview. Personal introductions at table groups Case Study #1: a successful high-stakes multi-stakeholder meeting. Description of a real-life case, and the process of the meeting. The facilitation approach .Examination of the underlying model of group dynamics.
Deep Dive 4: Build Trust into the Company Culture
Charles Feltman, Executive and Team Coach, Insight Coaching
This session will help you understand the mechanics of trust in organizations, and give you proven tools with which to help their clients build a culture of trust. Trust is a foundation for both success and well being at work. Research has shown that high-trust organizations consistently out perform those where trust is low. Other research tells us that trust is essential to employee well being at work. Yet recent surveys also clearly show there is a deficit of trust in most organizations. Building trust requires that people extend trust to others wisely and that they are worthy of the trust others place in them. But unless trust is part of the culture this will differ widely between people across the organization. Relationships between some individuals will be deeply trusting, others will be based on transactional trust that can easily be damaged, and still others will be marred by degrees of distrust. Variable trust limits an organization's ability to achieve its goals. When trust becomes embedded in an organization' culture its real benefits can be seen. This session will offer you a proven framework to help your clients create and maintain a culture of trust within their organizations. You will learn how to help leaders identify sources of systemic trust breakdowns and effectively address them, as well as engender strong interpersonal trust. You will learn a language that people in organizations can use to talk about trust, heal distrust, and make building trust an intentional part of their work life. The session will combine lecture, facilitated discussion, relevant examples drawn from the presenterâ€™s experience, and exercises in which the participants will have opportunities to try out the skills and practices offered in the trust building framework.
Deep Dive 5: Lessons I Learned from Dancing with Transformation
Greg Roper, Ph.D, Vice President, Global HR and OD, Loparex
Strategy, vision, or luck? Lessons learned from Dancing with Organizational Transformation. This presentation explores the key learning's of an organization in transition and is described by various dance steps (The Waltz, Twist, Hip Hop, Tango, Clogging, Line Dancing, Salsa, The Swing, and the Foxtrot) during a 12-month organization transformation of people and physical location in 2009. The organization had to consistently exercise leadership agility and nimbleness of foot during this process to achieve the desired state of change. This presentation will provide insight into the challenges, obstacles, assumptions, and continuous negotiations using the various dance steps described above. These dance steps or key learning's could help contribute to the further understanding in simplistic terms; second order change to the scholar-practitioner.
B1: Holistic Re-design and Development for Organizations
Dr. Robert Farrands, Figure Ground Consulting and Gestalt International Study Centre
Organizations set up whole "worlds” for the people within them employees, customers, patients, other stakeholders (think of walking into a cathedral, then a bank, then a hospital). These "worlds” constitute a set of taken for granted basic assumptions about work, humanity etc. that are imperfectly articulated, but applied with consummate skill. How are these "worlds” created and sustained? Organizations are the "worlds” created by humans (think "worlds” of art) that set up these "worlds”. Congruent and complementary research on human culture provides the basis for research into organizations as "worlds” that set up "worlds”. Drawing on this research enables the creation of a diagnostic frame that leads the way forward towards re-design. The approach also promises to reintegrate the often unhelpful distinction between the design and development of organizations. The diagnostic frame reveals concrete areas of investigation into the visible artifacts of organization, the meanings attributed to them and the deeper underlying assumptions that provide the basis for all human sense making and contact within a "worlds”. How is this idea of the essential nature of organization applied in practice? Consulting within this frame is grounded on phenomenological sensitivity including the use of the self in modes of empathy and intuition (vibrating to the system). This grounding is brought to life with perspectival awareness through hermeneutic dialogue, which, in turn requires skills with language and especially listening. Practice examples will be drawn from assignments in the USA, Canada and the UK from which practical methodological points will be illustrated. The ideas for this paper are drawn initially from the philosophy of Martin Heidegger (as interpreted by Dominik Heil) and Merleau-Ponty (part of my own doctoral studies); these are correlated with the culture work of Ed Schein and Linda Smircich; also Gareth Morgan and Edwin Nevis.
B3: Navigating Complex Organizational Ecosystems: Social, Knowledge and Engagement
Denise Easton, Co-Founder, Complexity Space Consulting
Traditional business practices and change initiatives are being influenced and altered by a new breed of people driven organizational ecosystems that look, feel and operate as complex adaptive systems -- never static, never linear and always emerging. In this session, participants will understand how to recognize, influence and integrate these ecosystems for engagement, innovation and growth. A continually shifting organizational landscape requires a deeper understanding of how the people -- as individuals and in groups and organizations function as complex, unpredictable, pattern-based agents instead of predictable well oiled machines. This session will provide frameworks and tools that offer new possibilities for action within these powerful ecosystems. Participants will have: 1.Been introduced to the basic concepts of the social, knowledge and engagement ecosystems within organizations; 2.Provided an overview of how complexity based models and methods including the Complexity Space Framework, are a critical addition to traditional OD approaches; 3.Explored the implications of the Complexity Space Framework on short- and long-term organizational and strategic initiatives; and 4.Discussed a brief case study that highlighted the points above. An integrated case study will provide a theme for this presentation with interactive group discussion. The business case will be described first through understanding complex organizational ecosystems,then through navigating this new terrain for organization development and change. Small group discussions will create involvement and allow learning to emerge through the conversations. Participants will leave the session with a greater appreciation for â€œcomplex adaptive systems and better knowledge of how to set the conditions for self organization which can improve the effectiveness of any improvement or change process.
C1: 4 Keys that Change EVERYTHING: Lessons from the Journey
Frederick Miller, CEO and Judith Katz, Executive VP, The Kaleel Jamison Consulting Group, Inc.
Change the Interaction. Change the Experience. Change the Result. Organizations and communities are built through the collective interactions of individuals, all of whom carry a range of unique perspectives, skill sets, and passions. How well those interactions enable people to contribute and collaborate goes a long way in determining the collective success of all concerned.
—adapted from Opening Doors to Teamwork and Collaboration: 4 Keys That Change EVERYTHING
In this dynamic follow-up to their 2011 session, thought leaders Fred Miller and Judith Katz present lessons they have learned from listening to last year’s conference participants, presenting and working in Asia, and writing their book Opening Doors to Teamwork and Collaboration: 4 Keys That Change EVERYTHING. In this session, they will give specific case examples of how the 4 Keys are changing the work experiences for thousands of people in organizations throughout the world—creating a common language for making intent and intensity clearer in interactions, accelerating results, and achieving higher performance. By joining Fred and Judith on their learning and application journey, participants will discover how to use the 4 Keys—and one critical mindset—to eliminate waste, create Right First Time interactions, and enhance the performance of organizations. The session will discuss how these simple Keys can open doors to greater trust, understanding, collaboration, and breakthroughs for every individual, every group, every team, every initiative, every strategy, and every organization.
D1: Visual Teams: Transforming Group Productivity & Creativity
David Sibbet, Founder/President, The Grove Consultants International
Teams and their leaders need to be visually literate and sophisticated about graphic tools and visual meetings methods In an increasingly media-enabled work environment. This session will orient participants to how teams can work more like designers, applying visual language and visual meeting methods across the whole arc of their work. The frameworks and best practices will be accessible to any kind of team. The session will also introduce participants to a graphical way to think about team dynamics as reflected in the widely used Drexler/Sibbet Team Performance Model. Participants will get to explore the ways in which visual thinking can illuminate both the stages and challenges of becoming a high performing team. The workshop will be interactive, and demonstrate visualization strategies for teams that work both face-to-face and virtually. It will review some of the tools currently available for visualizing in web meetings and across mobile platforms. Once the key ideas in the session are presented and explored, the workshop would use David's 35 years of consulting, facilitation, and OD experience to respond to team challenges that participants bring forward, in an interactive, clinic-type process. David and The Grove received the 2008 ODN Members Award for Creativity in the field of OD. The ideas being shared in this workshop are a key part of that contribution.
D3: Darwin meets Business: What managers and consultants can learn from 3 billion years of management experience
Klaus-Stephan Otto, Ph.D., CEO, Evoco GmbH
The most successful organization on earth is nature. Even in times of crises, nature manages to develop complex biological structures and demonstrates the ability to cope successfully with drastic changes. What are the success factors of nature and evolution and what can organizations learn from them? Dr. Klaus-Stephan Otto will answer this question and provide an insight into Evolutionary Management with a focus on current organizational challenges. Evolutionary Management regards organizations as living, evolving organisms which follow similar rules and principles as organisms in nature. Change management, leadership, innovation management, and strategy development can hence be approached innovatively and effectively in the long run. Nature’s dynamic and non-linear processes help participants to learn to accelerate innovation, using the Diversity-Selection-Preservation Tool (DSP-Tool) and the "15 ways of innovation in nature". A new approach to cooperation and competition is introduced. With the help of short case studies from companies like Volkswagen and Bayer, the audience will learn a new approach for OD that bridges classical OD techniques and sustainable management. They will learn creative methods for innovation development, team building and participation-oriented strategic OD. More than ever OD has to provide more than ever an all-encompassing concept. Evolutionary Management helps practitioners to meet these new goals: the global economic turmoil, climate and demographic changes force companies to adjust their strategies. First, considering natural resources in business decisions has become the precondition for economic survival and thus sustainable solutions are vital for economic success. Second, the collapse of the finance system has shown that growth for its own sake is not successful any more. Nature teaches us to find the right level of growth for a specific organism/organization.
D6: Getting to the Heart of Things: Using Causal Loop Diagrams for More Effective Diagnosis and Client Data Feedback
Jim MacQueen, AP Faculty, Virginia Tech
You've done all the interviews, analyzed the data, developed a diagnosis, recommendations, and a proposal. The group and their leader, while expressing some distress, seem to understand your presentation and appear to agree to the intervention. Then the blaming shows up and resistance mounts. This workshop explores how to use systems thinking and causal loop diagrams to produce more robust diagnoses and use the diagrams with the client organization to help ensure buy-in and reduce initial resistance. The workshop begins with a brief review of systems thinking and causal loop diagrams. Then, working with two actual case studies, we will explore how and why the use of these diagrams was effective with the clients in creating a deeper, clearer understanding of what was happening in the organization. We will also come to understand why this approach helps to normalize individuals' experience of what they are going through, helps them to feel like there are actually things that can be done to help the situation, and minimizes blaming and defensiveness that inhibit buy-in and add to resistance. In the last section of the workshop, participants will develop their own diagrams of live cases and receive feedback and coaching around their efforts and potential presentation to their client. Those wishing to participate should come prepared with the details of a client situation in which they are currently or have recently been involved.
Preview this session.
F1: Bridging new methods: Change by Design Thinking
Thomas Lockwood, Ph.D, Founding Partner, Lockwood Resource
There are some new and very useful methods and tools developed in the design innovation community to help organizations innovate and develop new products and services. Some organizations are beginning to use these methods and tools in organizational change as well. This concurrent session will help the participants understand these methods, and how they can be applied to OD practice to help lead change and innovation in the organization. Some of the methods include: 1. Activities and Observations, based on contextual inquiry - Activity observations - Shadowing - Interviews - Behavior inventories - Visual stories - Journey mapping - Critical task 2. Patterns and Insights - Frameworks - Clusters - Maps - Rapid prototype - Participatory design / co-design - Personas - Back casting 3. Frameworks and Strategy - Customer / user experience - Information architecture - Systems design - Service design
G1: Applying the Theory of Learned Change
Dr. MD Haque, Assistant Professor, State University of New York (SUNY) Empire State College
Change is the mantra of contemporary organizations. Organizational advantage is linked with successful change initiatives (Lawler, Worley & Porras, 2006). In recent decades, organizational change agents have increasingly parted from traditional change approaches to promote involvement and learning (Karp, 2004; Morgan, 2006; Reason & Bradbury, 2001). However, research indicates that a significant number of change initiatives produced little success (Nikolaou, Gouras, Vakola, & Bourantas, 2007). Rune (2005) noted that theories and approaches to change currently available to academics and practitioners are often contradictory and lack empirical evidence. The authors advance the Theory of Learned Change based on the notion that organizational change is a learning process, which occurs first at the individual level (Hyatt & Haque, 2010). Included are four constructs (S.U.R.E.) integral to the Theory of Learned Change. Throughout the past century scholars have noted a range of interpretations of how learning may contribute to an organization's effectiveness and longevity (Burnes, Cooper & West, 2003; Hatch & Cunliff, 2006; Lewin, 1951). Through a comprehensive review and analysis of the literature, Hyatt and Haque ascertained that individual learning is fundamental to change and that the impact of individual learning in relation to organizational change has not been thoroughly pursued in the literature. Hence, there is a need for an organizational change approach that focuses on individual learning. The authors will provide an introduction to the Theory of Learned Change and the associated four constructs. A brief review of the research context and results of the empirical study will be presented. Finally, the relationship between individual learning and the implications for organizational change in collective will be discussed.
E1: Organizational Overload: Costs, Causes, and Cures
David Peter Stroh, Founding Partner, Bridgeway Partners
Organizational overload is a problem confronting people across all industries and sectors. People have too much to do and too few resources to accomplish it. The problem is overwhelming managers' abilities to sustain focus on strategic priorities and drive key organizational changes. In this session, you will learn to: assess the costs of overload to your organization, understand the root causes of the problem, and identify high leverage interventions that enable managers to sustain organizational momentum on top priorities. With respect to organizational costs, you will clarify the extent to which your organization exhibits such typical symptoms of overload as: 1) managers struggling to meet their strategic responsibilities because they spend so much of their time fighting fires, doing work others should have done, getting through email, and sitting in unproductive meetings; and 2) failed communications, missed deadlines, poor quality, rework, stress-related illness, burnout, and low morale arising from a relentless sense of overwhelm and urgency. You will discover that the root causes of the problem lie in the ways organizations unwittingly increase overload and crises in their very efforts to combat these problems. In addition, you will learn to distinguish two types of organizational cultures: a can-do culture which perpetuates these problems, and a results and renewal culture which leads to better results with less effort. Finally, you will learn to help your organization work more effectively and efficiently in sustainable ways by: developing the business case for reducing organizational overload, creating a shared picture of how overload affects your organization now, making an explicit choice to shift how people operate, and implementing six high leverage strategies for rebalancing workload and achieving top priorities.
E6: Developing the new global leader: ‘real-play’ learning for global business acumen and cross-cultural mastery
Lucy Hatchell, Consultant/Partner, Sheppard Moscow; Nick Noyes, Founding Partner, Insight Experience; David Everhart, Asperian Global
Today’s world and economy is volatile, uncertain, complex, and ambiguous. The leadership challenges faced by globalizing organizations and their leaders continue to be ever more demanding. More than ever, leaders must develop and effectively engage an incredible mindset and skillset that addresses market, social, and systems dilemmas. Influential leadership which uses cultural insight to change the dynamics of human business systems becomes ever more valuable. Leaders are challenged to cultivate new behavioral repertoires, business acumen, and cross-cultural capability, and anchor these in their own personal mastery and authenticity.
Creating intense visceral and in-country learning experiences and engagements is proving the most effective way to rapidly transform global leaders understanding of their roles and their ability to perform them. In this session, speakers from three leading consultancies will share their experiences of collaborating together to create a new paradigm for global leadership development.
Dick and Emily Axelrod, Partners, The Axelrod Group, Inc.
This session is for participants of the Conference Model / CoVision Simulation who want to go behind the scenes to learn how the Conference Model and CoVision work. Here we will explore the Meeting Canoe design template for large group sessions, and the key principles and practices that are behind successful large group gatherings. This session will provide the opportunity for discussion, dialogue and learning that were not possible during the simulation.
Scroll to top
Demonstration of Diversity and Inclusion in OD Initiatives
B4: East Meets West: Are We Ready for an Asia-century?
Ceila Young, CMC, PCC, Celia Young & Associates, Inc.
In Thomas Friedman’s book "The World is Flat," he discussed the emerging multiple centers of power around the world in this new century. The recent economic crisis has shown that while the western world continues to suffer market downturns, countries in Asia and some parts of the Middle East have fared better. Some of the complex reasons can be attributed to culture and consumer value, and to economic policies. China and India continue to grow in the population. They dominate in specific and growing markets and talent pools. Technological and economic powers have pushed these two countries to the leadership forefront and helped forge the Asia Century. The questions are: - Are we in the west ready to follow their leadership or at least share leadership in the world? - Are China and India ready to take the leadership role? This presentation will help participants: - Explore east and west cultural differences and their economic impact - Examine the dynamics between the long held image of US supremacy and the emerging powers of Asia - Understand the heightened need for a realistic business strategy to prepare for the Asia Century - Contemplate on how they would need to transform their organization in order to reflect its global business strategy.
Preview this session.
C4: Global Simulation for Corporate and Community Collaboration and the Role of the OD Practitioner
Cathy Royal, John Vogelsang, Gloria Gutierrez, Judith Bryant, Marjorie Dambreville, John Jenkins, and Gwen Winston with Doctorate of Management candidates Wanda Tisby-Cousar, Joan "Pebby" Johns, Candace Hayden, Reginald Gracia and Gerald Curry managing data and social media
The work of OD practitioners both internal and external will be critical as the global community addresses corporate and community collaboration, social and environmental sustainability, equity and inclusion, and the role of the local workforce in the corporate culture. This session that will be an experiential, large group simulation that addresses issues and challenges of being a citizen/consultant on the global stage. Emerging issues such as use of self, inclusion and equity, and corporate or community responsibility will be embedded in the simulation. The simulation will examine immigration, ethnic education, trafficking of humans, land use, international trade, and corporate profit. It will involve multiple perspectives (OD practitioner, corporate and non-profit organizations, community/citizen advocacy, and government) and will raise questions about what is OD’s role on the global stage. As an outcome of the simulation attendees will develop a proposal for what we as individual practitioners and as a group can do to affect communal change and deepen our professional dialogue on global issues, community and corporate leadership. Note: This is a three-part series. It is recommended that you plan to attend all three parts to experience the full benefits of this session.
D4: Concurrent Session: Diversity & Inclusion
E4: Preparing the Next Generation of Leaders: The Emerging Organizational Landscape with Generation Y at the Helm
Carolin Rekar Munro, Ph.D., CHRP, CTDP, Associate Professor, Leadership and Human Resources, Royal Roads University
The organizational landscape is on the tipping point of a fundamental shift as baby boomers en masse transfer the leadership torch to the next generation and retire from the workplace. The purpose of this interactive workshop is to present results from a two-year study exploring how organizations are preparing for the next generation of leaders, Generation Y (GenY) - born between 1981 and 2000, who are considered the solution to the leadership gap. The workshop addresses three issues: (1) the leadership role and competency profile required by GenY leaders; (2) the organizational initiatives in place to identify, develop, and retain GenY leadership talent; and (3) the anticipated changes as leadership roles are filled by GenY. Added to this, we discuss where GenX is in the organizational leadership equation, and the role they play as GenY moves into leadership positions. The research that will be showcased in this workshop is the result of one-on-one and focus group interviews with 204 organizational leaders and 116 GenY employees. Learning Outcomes for the Workshop: 1. Introduction to a leadership study that showcases how organizations are preparing Generation Y leaders. 2. Introduction to challenges and opportunities as Generation Y steps into leadership roles. 3. Overview of anticipated organizational changes under Generation Y leadership. 4. Foster dialogue on the application of this research to participants own practice and apply learning to case examples across organizational sectors. 5. Invitation to consider leadership development initiatives that cultivate "star leaders”. 6. Ignite questions that foster new leadership research initiatives.
F4: Concurrent Session: Diversity & Inclusion
G4: An Open Competition on Developing a Change Strategy for a Public Dilemma (SESSION CANCELLED)
Charles Seashore, Ph.D., Professor, Human and Organizational Development, Fielding Graduate University, and President, The Lewin Center
This workshop is designed to be a quite different model of a session. We will explore the connection between the Use of Self in the development of long term change strategies and very significant public case situations, which have defied years of attempts to bring about change. Individuals, teams and especially people who have been or are currently a part of graduate professional degree programs are invited to identify change projects they would like to use as a case situation for exploration of strategic development and potential implementation of their preferred path to make visible progress on that issue. We suggest that each person look at the website of change.com to gather examples of social justice areas which are potential target areas for one’s own case situation. We will have some sample strategies to use for the purpose of critiquing and appreciating different change approaches. A strategy will generally be a multidimensional effort over time that would be required to bring about this change or lead to the resolution of conflicting points of view about the common good to be achieved. The Lewin Center Board will act as host for this session and structure a highly interactive process to explore three or more proposals for practice in assessing different strategies for using self as a change agent over a period of time. Abstracts of those proposals will be made available in electronic form at the session to all participants. Effective time management will be required to bring the process to a final conclusion and select the most likely strategy to succeed. Participants in this process will have the opportunity to learn through their own exploration and review of proposals by others and coming to tentative conclusion about strategies for each person’s own case situation. Approaches to expanding the range of one’s own change strategies will be an important element in the final section of the workshop.
Scroll to top
HR and OD Engagement
B2: Navigating the HR/OD Divide: A Case Study in Engaging and Fostering Leadership Change at the Individual and Group Level
Katherine Hart, Ed.D, ClearVision Consulting, Inc. & Melaine Carlascio-Budd, Genentech
Join an internal HR Business Partner and external OD Consultant as they reflect on their 9-month journey of affecting change for the corporate North American Engineering Group of Genentech, a biotech company within the Roche family. Learn how the simple request for measuring manager’s effectiveness using a Survey Monkey tool resulted in changing the behaviors of 17 leaders and 12 teams, and was eventually implemented globally for their Roche counterparts. Explore with us the trade-offs negotiated during the phases of entry and contracting, survey tool development and reporting, coaching (both individual and department-wide), group facilitation, and project evaluation and follow-up. Share our behind-the-scenes struggles and triumphs, with a special emphasis on the edgy issues of transactional versus transformational, individual versus system-wide and transparency versus confidentiality. We will also share some of the global cultural differences that were tackled as part of the overall project. Attendees will have the opportunity to participate in an interactive meta-analysis activity that will juxtapose the case study lessons learned, shared group learning’s within the session, and glean insights for immediate use and application following the session.
C2: The Constant Gardener: Planting the Seeds of OD in Organizational and Academic Life
Trevor Maber, Assistant Professor, Edwards School of Business -- University of Saskatchewan
Incorporating the conference theme for 2012, this interactive session will provide participants with an opportunity to better understand their role in advancing the importance and value of OD practice and perspective in both organizational and academic HR-centric contexts. Through the use of storytelling and reflection from his widely varied 20+ year career in HR, OD and project management, Trevor will bring an appreciative lens to his lessons learned and principles developed as an HR and OD practitioner and educator. Participants will be encouraged to explore how a values-based perspective on their own experiences can be viewed as a foundation for organizational strength and success rather than a source of conflict, division and weakness between Human Resources and Organization Development.
D2: Driving Change through the Talent 'Operating System': The Case Xylem (ITT)
David White, and Lisa Koss, Ontos Global with Stan Telford, Director, Global Talent Acquisition and Development , Xylem Inc.
Do HR/OD systems and practices really enable business transformation? It is by now an unfortunate cliché that people are our greatest assets. Too often talent and change programs and practices are independent of business strategy or work at cross-purposes to transformational goals (example: encouraging cross-group collaboration but rewarding individual accomplishment, or espousing an innovation culture but promoting individuals who take few risks and succeed against modest goals). Even when talent or OD practices are ostensibly connected to strategy, often these are temporary and superficial ties, such as supporting rapid growth through targeted recruiting or facilitating leadership strategy sessions without reinforcing learnings and commitments in the talent system. The sum of the practices, programs and processes to hire, engage, retain, develop, and deploy CAN be deliberately architected to drive organizational transformation. And not just in theory. Consider the case of Xylem, Inc. Xylem plays an important role in the worldwide clean water management and transport market and is known for strong values in customer service and operational excellence. Yet as the company forges an independent future it faces compelling challenges: Among them: stiff competition, and a geographically dispersed business characterized by unique local market needs and allegiances. How can Xylem’s people system not only support and sustain - but actually drive - its business transformation into a thriving independent company? This is the question we set out to answer. Specifically, this session will focus on - A model for systematically linking business strategy to pivotal talent and organizational capabilities, and how Xylem's business strategy was impacted by this model - How an integrated talent management system based on functional career paths becomes the "operating system” for aligning, driving and sustaining Xylem’s transformation.
E2: Where's My Trophy?! Creating a Culture That Supports Millenials & Everyone Else
Casi Jewett, MA, OD, PHR, Summit Engineering/Parallel Success Consulting and Rita Sever, MA, Consultant, Supervision Matters
Outcome: Examine generational experiences and learn the practices in mentoring, feedback, and recognition that satisfy generational expectations. Explore HR/OD’s role in helping organizations to adapt and facilitate culture change that will prepare them for the changing workforce. There are about 80 Million Millennials, born between 1980 and 1995. They were raised knowing that they are special and they won trophies just for showing up. As Baby Boomers get ready to retire and look for their successors, these "kids” are ready to take over. This workshop, facilitated by a Boomer and a Millennial, will go beyond the basics of inter-generational workplaces and focus on HR & OD’s role in the effective transition of power between Boomers and Millennials. It is well known that the upcoming Boomer exodus will leave a vacuum in the leadership pool. If Millennials are not invited to the table, there will not be enough leaders to go around. The role of Human Resources and OD Consultants in facilitating mentoring relationships and preparing organizations for cultural change is critical for the effective transition of power. This workshop will focus on the complimentary needs of the two generations: the need of Boomers to share wisdom and leave a legacy and the need of Millennials to build their own path, while not wasting too much time learning the basics. Specifically, we will look at areas where HR/OD can have the most impact, including effective feedback models, recognition programs, delegation, training and development, and developing that special mentoring relationship that makes it all work.
Preview this session.
E4: Preparing the Next Generation of Leaders: The Emerging Organizational Landscape with Generation Y at the Helm
Carolin Rekar Munro, Ph.D., CHRP, CTDP, Associate Professor, Leadership and Human Resources, Royal Roads University
The organizational landscape is on the tipping point of a fundamental shift as baby boomers en masse transfer the leadership torch to the next generation and retire from the workplace. The purpose of this interactive workshop is to present results from a two-year study exploring how organizations are preparing for the next generation of leaders, Generation Y (GenY) - born between 1981 and 2000, who are considered the solution to the leadership gap. The workshop addresses three issues: (1) the leadership role and competency profile required by GenY leaders; (2) the organizational initiatives in place to identify, develop, and retain GenY leadership talent; and (3) the anticipated changes as leadership roles are filled by GenY. The research that will be showcased in this workshop is the result of one-on-one and focus group interviews with 204 organizational leaders and 116 GenY employees. Learning Outcomes for the Workshop: 1. Introduction to a leadership study that showcases how organizations are preparing Generation Y leaders. 2. Introduction to challenges and opportunities as Generation Y steps into leadership roles. 3. Overview of anticipated organizational changes under Generation Y leadership. 4. Foster dialogue on the application of this research to participants own practice and apply learning to case examples across organizational sectors. 5. Invitation to consider leadership development initiatives that cultivate "star leaders”. 6. Ignite questions that foster new leadership research initiatives.
G2: Using OD as a Platform for Creating Valuable Strategic HR
David Jamieson, Ph.D., Dept. Chair, Organization Learning & Development, University of St. Thomas
The future of OD and HR are inextricably woven together, for better or worse. However, there is a positive approach to helping organizations in this dynamic age by intentionally integrating OD with strategic HR through well-designed strategic business partner roles. As HR becomes more strategic and is challenged to solve significant human capital issues, OD perspectives, mindset & skills become critical. We can get in front of the trends & position OD as it needs to be related with HR. Learn about the strategic business partner role, core skills, essential organization design issues & common problems in the transition, based on recent research & experience. Organizations keep structuring the functions together and often don't understand OD well enough to optimize its use. The challenges facing organizations increasingly demand both high quality HR & OD work. These two fields need to learn how to integrate and collaborate in order to help organizations succeed.
Scroll to top
Social Media and Organization Development
C5: The Next Generation: Large Group Method Listservs as "Communities of Practice"
Barbara Bunker, Ph.D., University at Buffalo and Portsmouth Consulting Group and Billie Alban, Alban and Williams, Ltd.
Open Space, Appreciative Inquiry, Future Search, and World Cafe to name only the best known, all have open listservs for practitioners of that Large Group Method (LGM). These listservs are both active and international. They are virtual gatherings of LGM Communities of Practice and are important in several ways: 1) They are the containers for both innovation and for maintaining the integrity of each of these Large Group Methods and 2) They create a context for the continuing professional development of these practitioners. In this session, Billie and Barbara will present their analysis of what is happening on listservs. They have invited younger active representatives from each listserv to describe their own experience and point of view. A lively discussion with everyone present is anticipated.
D5: Can Google Hangouts (or other video conferencing tools) facilitate the development of distributed teams?
Mark Ball, Learning and Development Specialist & Trista Taylor, Internal OD Consultant, Google, Inc.
Doing team development is challenging when teams are globally distributed. At many companies typical video conferencing (VC) is a less than an ideal solution. Over VC the large headquarters-based group can overpower the smaller satellite offices, reducing their involvement to a whisper. With distributed teams it can be hard to facilitate team development ("always best in person") in a setting that mimics the team's usual working environment (over VC). However, as OD professionals, it is often our desire to do just that - to work with teams "in situ" as a means to improve an intervention's effectiveness. At Google our internal OD team has been playing around with using Hangouts for the development of distributed teams. Hangouts is a free video conferencing tool that is part of Google's G+ social experience. (for an example of Hangouts: goo.gl/CmCgl) Come hangout with us to learn what we have been doing and to share the ways that _you_ have been using new technologies to address the opportunities and challenges of globally distributed teams.
Preview this session.
F5: Why Great Ideas Aren't Coming From Anywhere and How To Fix It
Adam Lerner, CEO, Solvable
Great ideas can come from anywhere, right? We all want to believe this. We hear the statement echoed through the halls of Fortune 50 companies and startups, in annual reports and in the media. Yet, OD professionals recognize that the truth of this statement is rarely realized. In fact, most of us are trying to unclog the very bottlenecks responsible for hindering organizations’ ability to harness the potential of their collective intelligence. This session will present lessons for inspiring participation and catalyzing co-creation across all levels of an organization through the combination of technology, social media and virtual facilitation. Through case studies, Solvable will present examples of successful online mass collaboration efforts, as well pitfalls to avoid. We will discuss how to galvanize a community around a problem of shared interest using social media, how to incorporate face-to-face facilitation methodologies online, and how to build networks that become an enduring source of inspiration and intelligence. If you are interested in the future of facilitation and how to scale your OD expertise across space, people, and time, this session is not to be missed.
G5: Social Media's Lessons for Leadership (Not Marketing)
Jamie Notter, V.P Consulting, Management Solutions Plus, Inc.
We're all on the social media bandwagon now, yet we still focus on it as a tool for marketing and communications, when, in fact, the true potential of social media is how it reveals a fundamentally different way of leading and managing organizations. Based on my book, Humanize: How People-Centric Organizations Succeed in a Social World, I will facilitate a conversation about how the fundamental drivers of social media's success can be applied to the way we run organizations. We will explore the four human elements that drove social media's growth--the way it was open, trustworthy, generative, and courageous--and how we can start applying those ideas to our organizations' cultures, processes, and behaviors.
B5: Enhancing your OD Practice with Social Media Tools
John Atwood, Program Manager and Julia Wilkowski, Instructional Designer, Google, Inc
Social media can enhance the practice of OD by providing access to rich data and real-time communication. These tools are becoming more prevalent across all types of industries and organizational structures. They provide individuals and groups opportunities to develop relationships and share knowledge, in addition to reinforcing and promoting existing organizational culture. How can we leverage social media to complement the OD Practitioners toolkit? How can social media magnify our impact as OD professionals while improving individual and organizational effectiveness? In this hands-on workshop, participants will explore practical social media tools that can be applied at the intake, design, implementation and evaluation stages. We will review case studies that demonstrate the use of social media to catalyze change, provide real-time feedback to inform OD strategy, enhance learning solutions, facilitate knowledge-sharing, leverage employee talents, scale interventions, and maintain organizational culture. Participants will leave the session with practical knowledge and tangible ideas of how they can implement social media tools immediately in their organizations. Participants are encouraged to bring laptops, however, this session will include both technical and non-technical exercises. During this session, participants will: *Explore social media tools applicable to various stages of the organization development process *Identify ways social media can enhance personal connections *Review case studies where social media enabled scaling of OD interactions.
E5: Revolutionary Leadership: Changing government culture one blog post at a time
Naila Chauncey Hughes, Organizational Development Manager
What happens when your workforce includes an army of know-it-alls, satellite offices, government-style red-tape and a 1 in 3 retirement eligibility rate? Here’s a hint. You have the perfect conditions for a leadership development and cultural change experiment. How do you do it? Use social media as your petri dish. That’s what Naila Chauncey Hughes did. Naila, an Organizational Development Manager and graduate of Case Western’s Positive Organizational Development and Change Master’s program, launched an internal blog called Revolutionary Leadership (RevL). RevL’s main goal is to inject private sector ideas into public sector thinking. What was the response? RevL became a big hit. RevL became the shot in the arm to brand the OD team, track audience interest, boost productivity and continues to tackle long standing workplace mantras like we’ve always done it that way. This presentation will highlight: lessons learned such as pitching the idea successfully, selecting content and overall investment lessons still being learned like using data to gauge audience interest and using likes to inform workshop development and design positive spikes in productivity and performance evolution and finally, what to do when you wonder why you started all this hoopla to begin with.
Scroll to Top
Deep Dive 6: Making It On Your Own: Leading Practices for Running a Successful OD Consulting Practice
Jeremy Lurey, Ph.D, Founder & CEO, Plus Delta Consulting, LLC
As organizational restructuring and transition increases at an alarming pace in today’s business environment, employee loyalty in organizations also seems to be on the decline. Together, these two trends are planting the seeds for more and more internal OD practitioners to establish their own consulting practices. Running your own OD consulting firm can be an exciting and exhilarating experience. It can offer greater flexibility and freedom to anyone who has previously worked for another employer while also providing tremendous opportunities for personal growth and professional development. Far too often though, skilled OD practitioners try to launch their own consulting practices without completely considering the challenges that await them and therefore are not able to make it on their own. This struggle ultimately causes many good OD consultants to take down their "shingle” in search of another internal role.
Internal or External Consulting-- Which One is For You?
Miriam Lacey, Ph.D., Professor, Pepperdine University and Lisa Zweber-Smith, MSOD, Founding Partner, ROI Consulting and Implementation
We often hear people in OD ask the question, "Should I go internal or external?" Answering this question impacts the success of your OD practice and depends on finding the best fit for you. This half day workshop is conducted by two seasoned professionals who have practical experience doing OD from the inside and outside of organizations, having both been internal and external. Participants will be exposed to research on the typical environmental and job characteristics of each role, and asked to rate the advantages and disadvantages for them personally. They will also evaluate the pros and cons inherent in the two positions and assess their personal aptitude and fit with the distinctive competencies needed to be successful. This session will be highly interactive and made meaningful through the lively discussion of personal experiences and exploration of possibilities. People will leave with a better understanding of the two environments, and of their own interest in whether to pursue internal or external consulting options.
Preview this session.
C3: Agile OD and the "New" Emergent Nature of Work
Jim Bolton, President, Ridge Associates
The nature of work has fundamentally changed in the past 15 years, from planned (with annual performance goals, etc.), to emergent based on constancy of change. Organizations have yet to adapt to this fundamental shift in how work gets done and results are achieved. Agile software developers are way ahead of other organizations in this regard. Many of their methods and principles translate nicely to OD and can make us more responsive in developing organizational effectiveness. Â Expected Takeaways Participants will benefit from: * A new look at the way work is really done in their organizations * Understanding how to apply agile principles in their work as OD professionals * A personal action plan that applies agile thinking to a real OD initiative.
E3: Designing Adaptively at Your Practice Edge
Michael Keller, Principle Consultant, Ecology of Design in Human Systems
This session will focus on utilizing our Ecology of Design in Human Systems framework, exploring where practitioners are on their edge using a real-life, real-work design challenge to bring the framework alive. Participants will engage in exploring three interdependent capacities holding, carrying, and design the core elements to designing for healthy human engagement, creating conditions for health in human systems. This framework is effective at any scope and scale in addressing complex challenges. It reveals the underlying factors that influence the intentions and outcomes, making the implicit more explicit within the system. As a practitioner, when considering any change, it’s imperative to increase perspective on where the highest leverage point(s) for intervention might exist. This framework is beneficial to improving the practitioner’s choice-making abilities for determining the next best actions to undertake. Gaining facility in working with the dynamics of the Why, How and What of any situation, can support practitioners in any role where they are responsible for the success of intentional change initiatives and processes while also fully engaging those involved. This framework reveals the enablers/inhibitors for healthy human engagement and high performance, while creating an effective workplace culture - useful as a self-reflective, observational, and group assessment tool. Session Objectives: Introduce and practice an accessible framework for assessing capacities current, past and potential needs for future at individual, group, organizational, community scales; Increase awareness of why design is a critical skill in creating conditions for transformation; Explore applying this framework as a self-reflective, observational, and group assessment tool; Enhance design capacity for responding to in-the-moment demands arising in complex issues in human systems; Experience an approach to reveal the interdependencies of a human system
F3: Nancy Drew as OD Consultant: Solving Corporate Mysteries
B. Kim Barnes, CEO, Barnes & Conti Associates, Inc.
Internal OD consultants play many roles; change catalyst, trusted advisor, performance consultant, organizational listening post, among others. In this session, we'll explore another role: organizational detective. Internal consultants often have information that nobody else is privy to - they know, in a sense, where "the bodies are buried." Because of their professional commitment to confidentiality, they often have to work alone, like the classic detective heroes and heroines we read about - and sometimes identify with. Come prepared to tell and listen to stories (names changed to protect the guilty, of course), learn how the facilitator applied her background as an OD consultant and author of business books to writing a detective story, and explore the thrills and chills of solving organizational mysteries! The session will be interesting and fun - you'll come away with some new ideas for your practice and an enlarged sense of the possibilities of your role.
G3: Growing our Practice and Impact; The Evolution of Bank of America's OD Practice Model
Shawna Freeman, Senior V.P., and Torrey Bartlett, V.P., Bank of America
Bank of America has continually evolved its OD practice to meet the changing needs of the business. We would like to share our OD journey with a focus on highlighting best practices and lessons learned along the way. Our presentation will cover the following: The Launch of Bank of America’s OD team- Our presentation will begin with a discussion about why and how we established an OD discipline at Bank of America, the strategy we employed, and the lessons we learned along the way. Defining our OD Model and Approaches- Our presentation will discuss the approach we took to develop a consistent framework and tools for conducting core OD work for a large, diverse company. We will also talk about our consulting model, and the importance of contracting as a critical component of the model. Building OE Capability and Engagement- We will discuss the steps we took to engage and develop the broader HR & LD organizations. We will describe how we developed training, virtual forums, and online resources to ensure practitioners were equipped with the skills and resources to conduct high-quality OD consulting. We will also discuss the evolving role of our OD Community of Practice/Steering Committee as thought-leaders and collaborators on OD our agenda. Our Continued Evolution- We will discuss how we have evolved our consulting approach and refocused ourselves on the priorities of the CEO and head of HR. We will also reflect on several questions and challenges that our OD team must address on an ongoing basis including- Who are our clients and what types of projects offer the best use of our team? How do we balance the art and science of conducting OD work? How do we balance our time between project consulting and OD capability--building? How do we measure our impact?
Scroll to Top
Sponsor Spotlight Sessions
Organization Development in a VUCA World Developing a Complexity Mindset
In the weeks before September 11, the US Army War College coined the term VUCA to stand for volatile, uncertain, complex and ambiguous environments. Globalization, information technology, economic and political instability, and climate change create a level of interconnection and interdependence that impacts OD practice and education.
The most important resource you have under your control for navigating this complexity is your mindset - the collection of beliefs, values, assumptions and experiences, often unconscious, that shape your interpretations and actions.
Research suggests that less than 10% of us have the mindset required to meet the demands of the VUCA world. A mindset that embraces ambiguity and uncertainty, is agile in perspective taking, and values interdependence over dependence or independence.
Vertical development is the term used to describe approaches to leadership development that build mindset capacity. This session presents aneuroscience informed vertical development model and set of capabilities used in the curriculum of the Pepperdine University Master of Science in Organization Development (MSOD) program.
The session concludes with a dialogue about what it takes to lead change effectively in a VUCA world.
Building the Synergy between HR and Line Leaders
Group for Organizational Effectiveness
HR departments are being increasingly asked to work more closely with line leaders to improve organizational effectiveness. Unfortunately, this collaboration is often not successful. This session will highlight critical success factors needed to maximize the strategic contribution of the HR team, and improve the working relationship between HR business partners, COEs, and line leaders
The Masters of Science in Positive Organization Development and Change (MPOD) Experience
Case Western Reserve University
The MPOD degree enables professionals to create a better world by developing human potential with strength-based methods of inquiry, design, and change management.
Through our program, you will:
• Build new capabilities in strategic-level change management for value creation with customers and communities
• Broaden your knowledge of leading-edge theory and practice in Appreciative Inquiry, strength-based human resource development, and positive organizational change research
• Develop the Emotional Intelligence to foster leadership skills and personal character in yourself and others through coaching
• Learn to form extraordinary groups and organizations—sustainable enterprises that prosper economically, respect ecology, allow people to flourish, and help unite market strengths with universal well-being
• Engage in lifelong experiential learning to become an agent for change