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Poster Sessions

The poster session is an opportunity for OD Network professionals to discuss important topics in OD, gain exposure to peers, network and exchange ideas.  Poster presentations are meant to be more casual than a concurrent session presentation.  Meeting attendees will be free to visit posters at their leisure throughout the reception.  Poster presenters will be prepared with short presentations (3-5 minutes) regarding their work.  During the poster presentation time, you are welcome to listen to the short presentations, ask questions, open dialogue with the presenter and other attendees at the poster, and browse the content of the poster.  During the evening reception, poster presenters will be in attendance at their poster, available for discussion and explanation.

|Click here to read speaker biographies|

Education Tracks





                




       

 


Sunday, October 6
5:30 PM - 7:00 PM

20 Minute Challenge: Learn or Teach Someone to Build a Change Strategy
Erin McAuley, MBA, Senior Manager, Change Leadership Center of Excellence Cisco

Revitalizing Practice Development

Anyone can build a change strategy. In 20 minutes or less, you, co-workers, leaders, employees, and yes, even your mom could learn to build a change strategy. Impossible? Not with my five-step approach to Analyze Change, Identify Findings, Pull Out Themes, Filter Results, and Strategize. Used at Cisco Systems, we've seen an increased number of change strategies developed and improved project success despite increasing complexities. We know that only 30% of change efforts succeed. What differentiates them? Sponsorship? Managing resistance? Case for change? Absolutely, but I would argue the most critical and common aspect across these is having a CHANGE STRATEGY! Got 20 minutes to improve your likelihood of project success? Swing by! See how this simple, five-step approach can accelerate project success for you, your colleagues, and the organizations you support. (NOTE: Happy lead either a Poster Presentation or interactive Concurrent Session around this topic.)

 

Bridging Learning and Peformance Gaps in Transition Economies
David Lutes, Director, Global Consulting Intelladon

Enhancing Strategic Human Resources and Organizational Learning

The western approach to performance management, learning and development, goal-setting, coaching, delegation, feedback and talent management often simply cannot work in many transition economies and developing countries. Joint ventures often suffer greatly because western management fails to recognize that people learn differently in other cultures, have a different concept of time, transparency, praise,recognition and reward, feedback and appraisal, coaching and leadership - and a wide range of interpersonal factors that affect productivity and growth. Western companies often import or impose systems and philosphes of people, learning and development and HR processes, etc. wholesale into foreign entities with painful consequences. Western best-practice and organizational culture and management style is not always transportable and it requires a special level of strategy and dedication to adapt and adjust to achieve business objectives and retain the best foreign personnel.

 

From Rubble to Re-building: Increasing Organizational Capacity After the Joplin Tornado
Susan Duff, MSPOD, Director of Organization Development, Mercy

Enhancing Strategic Human Resources and Organizational Learning

 On May 22, 2011, an EF5 tornado destroyed St. John's Regional Hospital in Joplin, MO. The need to build organizational capability in Joplin was enormous. The organizational need was to creatively innovate to manage daily operations under extraordinarily trying circumstances, at the same time, planning for the future. Simultaneously, health care in the U.S. is undergoing radical change.  All of this would necessitate collaboration and organizational learning.   Come see how Kolb’s Experiential Learning cycle, Agyris’ single and double,  loop learning and the creation of a safe, non-punitive learning environment created a group of eighty leaders who went from complacency to being hungry for continuous learning.

 

How the Discipline of Energetics Fosters Double-Loop Learning
Kelly La Venture, EdD, Assistant Professor of Management, Northland College

Enhancing Strategic Human Resources and Organizational Learning

Creation of learning organizations is a topic of increased interest to OD practitioners. Previous research has established that creating and sustaining a learning organization may be achieved by fostering a double-loop learning process among its employees. A double-loop learning process, in turn, requires employees to become both self-reflective and capable of critically examining assumptions underlying their behavior. Among other techniques, the discipline of Energetics is understood to help in participant's double-loop learning. However, this understanding thus far lacks an empirical examination. The present study was conducted to fill this gap. Conducted as a positivistic case study, this study explored the following research question: How application of skills and concepts learned from the discipline of Energetics fosters double-loop learning? Data were collected through interviewing 16 graduates of the Energetics Institute and data supported the posited theory.

 

(PR)2 (squared) | Co-Creating and Innovating a Balanced Model for Strategic Success
Ross Gruebel, MSM, MSOD, Principal Consultant & CEO, Corvis Group, Inc.

Building, Developing, and Sustaining Innovation in Organizations

  (PR)2 (squared) is a new model we developed that includes four important elements to consider when designing interventions on innovation. Putting in place the right People, Resources, Processes, and Results-orientation, leaders and OD practitioners can develop organizational structures that foster innovation. This session is highly interactive: the framework of the model is first explained, and then attendees post their versions of the model on the poster. Each participant will be able to dialogue on People, Resources, Processes, and Results, showing how to provide balanced support for each element. A synthesized definition of (PR)2 will lead into a published article on this new model: participants become theorists! The co-creation of the model uses a parallel process, whereby participants innovate while learning about how to create organizational structures that support innovation.

 

Reaching Across Borders: Embracing Social Consciousness in Building Capacity for Health Services in Rural Mexico
Toni Knott, PhD, Associate Professor; Principal at Knott and Associates Consulting Alliant International University - California School of Professional Psychology

Creating New Networks Between and Within Communities

This is an application of OD principles & an action research methodology as a process for collaboration & change in an international setting. It was focused on the development of a strategic partnership between a University & a non-profit organization with the goal of improving health & welfare in a rural Mexican pueblo. It explores the challenge of finding common ground linking the two groups & how a successful alliance was developed, utilizing collaborative techniques & principles which enabled an equitable & integrative relationship to be established to accomplish mutual goals. Faculty, students, healthcare practitioners, volunteers, & pueblo residents engaged in a multi-level project, over a period of years, demonstrating how cooperative alliances were formed, commitment was developed & sustained, & communication processes were established. Challenges, outcomes, cross-cultural issues, strategies which were adopted & the resulting power of participatory processes are presented.

 

The Catalyst for Disparate Treatment in High Power Distance Culture Organizations
Jodi LaMothe, MS: I-O Psychology, Lead Research Analyst and Business Coach, I'm Listening Business Solutions

Innovating in Social Systems

One of the biggest issues in high power distance culture organizations is disparate treatment (hereafter referred as DT) is still a common practice that is sustained by leadership which begets lawsuits among other detrimental ramifications. Through preliminary case study research detailing DT and , results suggests that the catalyst (the locus of control and moral development of the leader) may be related to the ramifications of DT behavior toward and among subordinate employees. This session is important in educating attendees about the specific locus of control and level of moral development of leaders as the catalyst for disparate treatment and to address the aspects of the internal or external motivators that exacerbate DT. This session will stress the responsibility of leadership to understand their role in perpetuating DT to reduce the onset of subordinate employee legal recourse against an organization. This session intends to promote change management and social change to encourage an organizations social and moral vitality

 

Change Saturation: Keeping Your Organization Resilient and Effective Amidst the Chaos
Margaret Smith Harriff, MA, Senior Manager, Acme Business Consulting

Innovating in Social Systems

Organizations are implementing more technology, restructuring in response to changes in the external environment and embracing more complex solutions. Leaders are managing multiple initiatives on top of maintaining quality and effectiveness of the day-to-day operations. Frontline employees are navigating all of the change, often encountering competing messages which can feel chaotic. This phenomenon is prevalent, cuts across industries, and often leads to an ailment referred to as "change saturation”. One study found that over 70% of organizations are past or near the point of saturation! There are organization and project level impacts which can be managed with effective prioritization and portfolio management. But what, if anything, can be done to mitigate the human capital risks of a workforce who is over-loaded with change? This session will provide some insights around keeping employees engaged and building change resiliency in organizations.

 

Virtual Facilitation Research in Innovation, Collaboration, and Learning
Ray Luechtefeld, PhD, Associate Professor of Organizational Leadership, University of La Verne

Enhancing Strategic Human Resources and Organizational Learning

This presentation will describe several outcomes of research on the use of virtual facilitation technologies that were developed as part of a National Science Foundation CAREER award. The system is designed to deliver verbal facilitation to groups via mobile devices using crowd-sourced instructions. It can be used to automatically deliver basic facilitation services to many users. The system and its rationale will be presented, along with results of experimental studies investigating the effect of its use on innovation, conflict resolution, and the ability of the system to foster inquiry among teams involved in problem-solving. The potential for application in everyday organizational life will be discussed, along with some difficulties and drawbacks that were encountered during the research process. Finally, potential pathways for further development and broader impact will be discussed, with an invitation to participate in the creation of a user community.

 

Was it Curiosity or Care (Worry) that Killed the Cat- Driving Organizational Curiosity to Foster Sales Results
Melinda Morrow, RODC, MOD, MBA, Director Organizational Development, Lastar

Enhancing Strategic Human Resources and Organizational Learning

In an increasing volatile economic climate, sales organizations must keep pace by investing in talent development to reach the stretch objectives they are tasked with accomplishing. Due to the increased demand for results, sales leaders look to their OD counterparts for help. Sales training is no longer enough in itself to change sales behavior. In one extensive benchmark study of B2B sales organizations, 80 percent of companies sited taking on a major initiative to change sales behavior, of the 80 percent, only 18 percent were greatly effective. To that end, this case study examines an amazing partnership between OD practitioners and sales leadership that exists in one global technology company building a sales organization focused on coaching as a key differentiator to sales success. The case details significant measurable results in both hard revenue measures, as well as softer measures of important variables such as, "my supervisor cares about me as more than a sales producer."

Consultants Need for Organisation Development Knowledge in China
Ton Voogt, MSc., Psychologist, TonVoogtConsultancy

Enhancing Strategic Human Recources and Organisational Learning

In Chinese organisations  clashes between old styles of leadership and  high educated professionals need management and consultants to rethink their mechanic practices in leading organizations. Organisation Development Concepts can contribute because of her holistic and human involvement approach. Many questions arise when putting this statement into practice.



Monday, October 7, 2013
6:30 PM - 8:00 PM

 

Art and Science of Innovation
Argerie Vasilakes, M.Ed, M.S.P.O.D., Organization Development Consultant, GOJO

Building, Developing, and Sustaining Innovation in Organizations

A manufacturer sought breakthrough product innovation, but was impeded by older Supply Chain processes. A meeting that used a mock business article and a descriptive mural helped bring business leaders to consensus about operational improvements. A cross-functional team from Manufacturing, Engineering, Product Development, Procurement, Operational Excellence, and Organization Development, assisted by a graphic recorder and an editor, created a mural of an optimized supply chain. This image influenced Supply Chain leaders to approve operational improvements amounting to millions of dollars. The poster will describe a disciplined process that uses color, design and large canvases to visualize and strengthen ideas. You'll see how to make assumptions and ideas visible and how that can help advance profitable actions. This session shows the significant influence that OD and strategic HR professionals can have on business strategy by using standard tools and values of the profession.

 

A Nice Girl's Guide to Positive Disruption
Erin McAuley, MBA, Senior Manager, Change Leadership Center of Excellence Cisco

Revitalizing Practice Development

Catalyst! Disruptor! Change Agent! Do these words trigger an image of a loud, bold, charismatic, assertive even aggressive leader that stops at nothing to realize their vision? Sound like you? Me neither. Yet I've been able to influence, lead, and promote change from the middle of massive, complex, Fortune 100 company. My personal charter is to change the way that Cisco changes. From starting a thriving community of almost 500 practitioners to developing a business case for building change capability at Cisco presented to the senior most operational executives, the reach and impact are real. From development of Cisco's change methodology to the evolution of change agility, it is surprising what a nice girl stuck in the middle of big organization can do. You, too, can lead positive disruption. No matter what your style is. No title. No sponsorship. No loud, bold, aggressive style. No problem. Just a nice girl/guy with a big dream.

 

A Unified OD Community
Celina Ryan, MSOD (expected August 2013), Facilities Training Coordinator, American University

Creating New Networks Between and Within Communities

This poster presentation will follow an innovative facilitation approach that takes on an appreciative stance. First, I will briefly examine the roots of OD, and more thoroughly address the current opinions of the field and its future direction. Then, together with the participants in the room, we will create emergent topics related to defining OD and the different directions that the field may take. Participants will choose the areas of interest for them, have interactive discussions, and we will re-group at the end of the session to create action steps, if applicable.

Building A Global Employee Development Program - How Strategic E-Learning Can Boost Employee Skills and Enhance Organizational Culture  
Diane Lujan, MBA, Senior Manager of Global Training, Western Union

Enhancing Strategic Human Resources and Organizational Learning

This session addresses how Western Union created and rolled out a worldwide Employee Development Program to over 2,000 employees as a key offering of our Western Union University. Western Union had strategic organizational challenges related to employee skill development, corporate culture alignment for all employees, and training across global boundaries. The session outlines how to tactically implement assessments, learning and tools that cover diverse topics, reach a dispersed employee base and build on core strategic initiatives from an organizational development perspective. Additionally, the session provides insight into: A blended learning solution for a multicultural employee base. How to strategically roll out e-learning that ties individual employee strengths with global corporate skill sets. We will showcase the strategic plan for how a massive learning initiative was developed and implemented and interactively demonstrate key tools and tactics used.

Building Capacity to Engage Millennials for Organizational Innovation
Megan Klingensmith, PHR (in process) HR Generalist, Organization Development Russ Reid

Enhancing Strategic Human Resources and Organizational Learning  

The millennial generation will make up 36% of the U.S. workforce by 2014 and nearly half of the workforce by 2020 " and their distinct views on the workplace frequently challenges the existing culture of today's organization. Yet, millennial's desire to have impact and willingness to defy the status quo can yield significant business results for an organization " if the organization has the capacity to engage these employees. Drawing from research and case studies, the session explores: organizational learning opportunities that increase awareness of, and dialogue with the millennial generation; methodologies to engage millennials in the workplace and capitalize on their propensity to innovate; and strategies for building an organizational "culture of innovation” that is co-led by millennials. Participants will gain techniques to build organizational capacity in engaging millennials and an understanding of how their organization encourages or inhibits the ability to innovate.

Change Saturation: Keeping Your Organization Resilient and Effective Amidst the Chaos
Margaret Smith Harriff, MA, Senior Manager, Acme Business Consulting

Innovating in Social Systems

Organizations are implementing more technology, restructuring in response to changes in the external environment and embracing more complex solutions. Leaders are managing multiple initiatives on top of maintaining quality and effectiveness of the day-to-day operations. Frontline employees are navigating all of the change, often encountering competing messages which can feel chaotic. This phenomenon is prevalent, cuts across industries, and often leads to an ailment referred to as "change saturation”. One study found that over 70% of organizations are past or near the point of saturation! There are organization and project level impacts which can be managed with effective prioritization and portfolio management. But what, if anything, can be done to mitigate the human capital risks of a workforce who is over-loaded with change? This session will provide some insights around keeping employees engaged and building change resiliency in organizations.

 

From Victimhood to Empowerment in the Mercy-Joplin Community
Susan Duff, MSPOD, Director of Organization Development, Mercy

Creating New Networks Between and Within Communities

Morale was low and the hospital was in a "turn-around” mode, having had multiple leadership changes in the last ten years before being acquired by Mercy in late 2009. Revitalization was already necessary, but took on a different meaning when on May 22, 2011 an EF5 tornado destroyed St. John's Regional Hospital. The results of this 18+ month organization development intervention with the approximately 80 Mercy-Joplin leaders helped them change, grow and move from "victimitis”  (their word) to empowerment. This change was necessary in order to serve the broader Joplin community. This poster will share several different dialogic processes used within a framework of leadership practice.  The results were personal growth and empowerment, and a stronger organizational culture and community, ready to serve the larger community.

Quantifying the Results of Organization Development  
Prashant Kuma, MBA, President and CEO, MLC & Associates

Enhancing Strategic Human Resources and Organizational Learning

Organization development has always been more of an art than a science, a fact that makes quantifying its benefits difficult. MLC presents an overview of human performance technology concepts and performance management tools such as key performance indicators, dashboards and scorecards. A client case study of HPT implementation takes you from the discovery and design phases to the eventual deployment of an HPT dashboard.

 

The Mechanic Meets the Gardener
Susan M. Gallant, EdD, ACC Principal, SM Gallant

Revitalizing Practice Development

Worldview impacts everything we think, do, believe, create, decide and see. Everything! The Mechanic and the Gardener are archetypes representing deeply held beliefs and assumptions about how the world works. It' s a lot like using two different optical devices to understand the essence of sunlight. If you pass sunlight through a lens, it can burn paper or a dried leaf; pass sunlight through a prism, you see a spectrum. Sunlight carries energy in the form of photons (particles) and waves of different lengths. To perceive the essence of sunlight in its completeness " both aspects are necessary. The Mechanic and the Gardener each have valid worldviews " the Mechanic tends to filter particles (Newtonian) and the Gardener (Quantum) tends to filter waves. What are you seeing and perceiving as you engage with yourself, your colleagues, and your clients? How does what you perceive impact every choice in the OD consulting process?

The ODN Culture, Inclusion & Diversity Committee (CD&I)
Elena Feliz, Co-Chair,  Feliz Consulting & Norm Jones, Co-chair Associate Vice President and Chief of Institutional Diversity, Dickinson College

Building, Developing, and Sustaining Innovation in Organizations


The ODN Culture, Diversity & Inclusion (CD&I) Committee asks: How do organizations transform their cultures?  Visit our poster session at the 2013 conference to learn how that might happen for ODN. 

We have developed four priorities from member surveys/focus group feedback:   
             - Foster and expand member inclusion
             - Emphasize the OD business case
             - Think and act globally
             - Develop the next generation of OD leaders    

To achieve these goals, we need your input!  Help us BUILD A MORE INCLUSIVE FUTURE and make ODN a collaborative, global organization with increased transparency, multi-generational leadership, innovation and opportunities for all members! 

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Calendar

10/7/2016 » 10/10/2016
2016 OD Network Annual Conference

10/19/2016 » 10/26/2016
2016 11 Welcome Group

11/2/2016 » 11/9/2016
2016 12 Welcome Group


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