This website uses cookies to store information on your computer. Some of these cookies are used for visitor analysis, others are essential to making our site function properly and improve the user experience. By using this site, you consent to the placement of these cookies. Click Accept to consent and dismiss this message or Deny to leave this website. Read our Privacy Statement for more.
Join OD Network   |   Member Search   |   Site Search   |   Print Page   |   Sign In
Annual Conference Concurrent Sessions

Register | Schedule | Keynotes | Pre-ConferenceConcurrent Sessions | Poster Sessions
Student Presentations |
 Caucuses and Affinity Groups | Accommodations | Exhibitors & Sponsors


Concurrent Sessions

Presenters were encouraged to find innovative ways to share their experiences, knowledge, research and cases, when building presentations this year. The below sessions showcase this great effort!

|Download the session schedule by day|

|Click here to read speaker biographies|

Education Tracks



        *Click on the images to jump 
         to session listings

(***) Additional fees apply and pre-registration is required


Newly Added Session

Tuesday, October 8 [12:30-2:00 pm]
San Carlos San Juan
Consulting on a Tight Rope: The Art of Balancing Competing Client Requirements
By: Eric Sanders, Principal at OD Economist & Doctoral Candidate at Benedictine University

In our role as organization development consultants, we are constantly required to balance multiple factors, often at relatively high risk for our clients and for ourselves personally. It’s like walking on a tight rope, sometimes in a windstorm. We will explore four of the factors we balance most frequently: strategy and tactics, level of change in the organization, global versus local considerations and client wants versus client needs. You will get to play with some of the tools used in this balancing act, and hopefully share some of your own. Together we will increase our awareness of the dichotomies we face, and keep our act—and our clients—high in the sky.

Creating New Networks Between and Within Communities

The Power of an Internal Learning Network
Cynthia Miller, PhD., Director, Biologics Learning Network, Roche
Co-Speakers: Carla Blackadder and John Pryor

Learn what it takes to form, develop and sustain an internal network of learning professionals.  Exchange best practices with colleagues.  Obtain critical success factors for internal network success.  Create actions you can take to advance a network within your own organization.  This interactive session begins with a brief introduction to Internal Learning Networks: purpose, benefits, how they are created, how they impact strategy, leadership and culture, how they can extend to include professionals in other enabling functions.  The presenter will share the case-study story of colleagues who launched the Learning Network within Roche Technical Operations after the merger with Genentech.  A panel of network leaders will share real-life experiences: challenges, successes, lessons learned.  The presenter will engage participants to share experiences, discuss possibilities and create practical actions to apply in their organizations.  

Boundary Spanning
Susan Stewart, MA, Associate Faculty, Center for Creative Leadership, Asia Pacific Campus

The ability to span boundaries is an essential component of success in leadership, organizations, communities and networks in our world of vast collaborative potential. Yet all too often, powerful boundaries create barriers that can splinter groups.  Through a kinesthetic, interactive process we will explore three strategies and six practices for driving innovation and transforming organizations and communities through the nexus effect. Boundary Explorer, a tool for awareness generation will be provided to participants.  A case application will be shared. This workshop is based on the 10 year global research of the Center for Creative Leadership as recorded in Boundary Spanning Leadership by Christ Earnst and Donna Chrobot-Mason, McGraw Hill, 2011

The Art of Hosting: Nurturing and Cultivating Community in Organizational and Academic Life
Trevor Maber, B.Comm., M.A., CHRP, Assistant Professor, Edwards School of Business, University of Saskatchewan

This interactive and engaging session will provide participants with an opportunity to better understand the importance and value of community building in both organizational and academic contexts.  Based on the work of Dr. Margaret Wheatley and a worldwide community of practitioners, the Art of Hosting brings community-building wisdom and practices together in an accessible and practical way. Through this session, participants will gain a deeper understanding of how positive and sustainable change can be realized with thoughtful attention to establishing and nurturing community in a variety of contexts and environments.   Along with opportunities for active discussion and reflection, Trevor will share his experiences with and learning from integrating the Art of Hosting into both the organizational and academic realms. Participants will be encouraged to explore how integrating the Art of Hosting into their practice and work can be a source of professional contribution and growth.

Power in the Network: Using Internal Networks to Increase Collaboration Across Communities
Joan Goppelt, PhD, Director of Practice, Act Too Consulting, Inc.
Co-Speaker: Keith Ray, PhD, Co-Founder, Act Too Consulting, Inc.

When embarking on organizational improvement, working "in” the system can be more powerful than working "on” it. By viewing organizations not as things but as people in the constant process of organizing, we also re-frame organization change and development. In this case, we tell our story of working with a government agency that wants to increase collaboration between communities within the agency. We captured how the power of the internal network emerged as an alternative to top down planned change. Using complex responsive theories, social network analysis and narrative research, our strategy was to help people learn and create change through experimentation instead of "best practice” or "planned change.” Through constant reflection, the people in the agency learned how the spread of an idea is sustained through a network of influence rather than a top down mandate. In addition, the network of influence addressed the limits to growth encountered in most organizational initiatives.

Solve Complex Problems with Agility, Not Bureaucracy
Steven McGee, MBA, Steve McGee, MBA, CSPO, Founder, Sevenstar Consulting

Bureaucracy is ideal for planning and managing in environments where the problem and solution are well understood.  Today most would agree that change is the norm, markets are uncertain, constant innovation expands opportunities rapidly, and the workforce has changing expectations for management. The more complex an issue (or organization structure), the more networks are necessary to identify and utilize the resources available to accomplish goals. However, due to standard management practices, forming these networks can often be inhibited. But it's the networks of people involved that develops and implement the solution - in real time - that gets it all done. How can we maintain a stable organization - that meets the obligations made to multiple stakeholders - and at the same time develop informal and sometimes ad hoc networks to leap forward with critical solutions? We will look at ways organizations in different industries address these issues and will develop our own approaches to introduce these principles and approaches where we work. 

Career Currency ODEA Panel: Thinking Like a Student After Graduation
Sherry Camden-Ambers, Alliant International University & Richard W. Stackman, University of San Francisco

OD students experience relief at completing their degree as well as face a future where remaining current on topics, theories, practices and trends relevant to OD is now their responsibility. Students invariably lament how much they will miss the discussions with fellow classmates and express a desire to stay connected with peers. This discussion-driven session focuses on post-graduation strategies for sustaining one’s career currency in a globalized environment.

Scroll to Top

Building, Developing & Sustaining Innovation in Organizations

***Pre-Conference Seminar (Half Day):Time for a New Story: Rethinking the Organization as a Community of Campfires
David Drake, PhD, Founder, Narrative Design Labs

It is an exciting time as organizations address essential human and commercial needs amid an endless stream of technological, economic and cultural change. The organizations and people that will flourish in these uncertain and complex times will be those that effectively and creatively leverage their investments in learning and development.   In this session we will explore:  1) how thinking of organizations as a communities of campfires changes our role as agents of change 2) how narrative, coaching and design skills are essential for deeper conversations within and between campfires 3) what OD and L&D professionals can learn from creatives and lean start-ups to help us work this way . We will use examples from my work with the world's largest professional services firm and one of the world's top 10 banks to illustrate the key principles. Participants will also have the opportunity to use these principles with their dilemma in a guided peer process straight from the Labs.

The Innovation of Innovation
Bruce Mabee, MS, CPLP, Milestone Partners, LLC

Flying cars of the future? We will challenge you to do better.  Can you initiate, right here, a radical improvement that our current world actually needs? After an orientation to "serious" Design Thinking, you will experience a low-cost innovation process that you can use with clients who want to get moving, but who don't have time.  You will join a small World Café group to innovate one process, product or institution. You may choose something that you would never take on. What about Congress? Advanced education? Social media OD tool kits? Choose something you really wish you could improve!  We will help each other "unfreeze" innovation itself. As we gain confidence in expanding innovation with our clients, we can expand the boundaries of our regular work.  Success will go to those of us who bring something home, especially if it is something that no one brought here.

Unleash the Power of Collaboration- A Transformational Approach
Isabelle Suares, MA, Sr. Manager, CMO/PMO, Cisco Systems

This interactive session will introduce you to a set of innovative and proven approach to unleashing the power of collaboration by combining process, people and technology.  We will examine the key elements to orchestrate, foster and sustain a culture of innovation. During this session you will learn how to take advantage of this approach to build the support from your global stakeholders to accelerate your end goals.  This approach has been used successfully for large, global and virtual organizations.

Vitalizing Person-to-Person Contact in a Customer-Serving Function Relationship
Choon-Neo Siow, PhD, CPsychol (BPS), Managing Director, Training & Performance Enhancement, FedEx, Asia Pacific 
Co-Speakers: Charissa Tan, Senior Industrial/Organizational Psychologist, FedEx, APac & Ton Voogt, MSc., Psychologist,TonVoogtConsultancy  

This workshop provides a scientific-based, human-oriented strategic approach to renew and revitalize the innovation power of a service organization that depends heavily on personal touch be it with customers or employees. In a tough economic environment, delivering unmatched customer experience is a competitive advantage. The specific methods used here are: (a) newly-developed applications of the theoretical concepts of the Dialogical Self; (b) basic concepts of Carl Rogers' person-centered theory; (c) new applications of qualitative analysis of conversation scripts; (d) new applications of empathic learning. The challenge for the project is to build into the organization the continuous innovation of methods to revitalize the person-to-person attitude and skills that are easily driven out by routine. The managerial support system is deemed critical for success, whilst the benefits experienced at the personal level by employees who do the job of the heart makes the difference.

Creating a Culture of Innovation to Fuel Future Growth
Jenna Susanke, M.S., Senior Director, PepsiCo

In 2010, PepsiCo’s™ Chairman and CEO announced to the Market that PepsiCo would grow the portfolio of healthy foods and beverages from a $10B portfolio to $30B by 2020. The Global Nutrition Group (GNG) was formed to assist the organization in achieving this strategic goal.  Although innovation had always been a priority for PepsiCo, new product development had focused more on line extensions than longer term and breakthrough innovations.  The culture had historically driven execution excellence and the prioritizing of quarterly and annual results.  While PepsiCo’s™ entrepreneurial spirit was strong, the recent trends in the market and the demands to be more global and to build new capabilities and disciplines required more collaborative behaviors, a heightened sensitivity to the consumer, and more holistic enterprise perspectives. During this session, we will share our journey of building a culture of innovation, our focus on specific behaviors, our lessons learned, and successes.

"Out of Sight" Leadership - Best Practices for Remote Management and Leadership
Adrian Zappala, PhD, Associate Professor, Organizational Leadership and Management, and Dean of Graduate Studies, Peirce College 

This session will provide an overview of Best Practices in the Management and Leadership of Remote Enterprises, defined as organizations operating both in the physical realm and in the virtual cloud with dispersed and remote employees.  As we have witnessed the growth of virtual working and learning environments, the majority of modern organizations have embraced concepts and working arrangements such as shared-time, hoteling, and telecommuting.  Those charged with the management and leadership of such enterprises with modern work arrangements are best served by a review of research-based practices presented in this session.  Principles of andragogy (adult learning) inform us of the optimal ways to enhance and increase organizational effectiveness, performance, and results while fulfilling employee desire for work-life balance in an increasingly competitive employment marketplace.

Innovation in the Moment: An Adventure in Improv Comedy
Andrea Howe, MSOD, Founder, The Get Real Project
Co- Speakers: Shawn Westfall, Teacher & Performer, DC Improv & Cary Paul, Chief Improv Officer, The Get Real Project and co-founder, The Village Circle Company

What does innovation look like in the workplace? It looks a lot like improvising on stage: going off-script, creating new and unexpected connections, inviting true collaboration, making choices in the face of uncertainty, and being unmistakably present.  Innovation in the Moment: An Adventure in Improv Comedy is a unique opportunity to collaborate with fellow conference attendees in new and unexpected ways while building your trust, collaboration, and risk-taking muscles.  You’ll be laughing while learning techniques for achieving your professional goals. What could be better?

Establishing an Innovative Internal OD/L&D Consulting Practice
Michael McGovern, MA, Principal, Turn-Key Performance Solutions

You've just been called upon as a consultant to assist a newly-appointed leader in assessing, realigning and reinvigorating a consulting practice within her OD/L&D function to better meet the needs of the broader enterprise. Where do you start? How do you put an approach together to assist the group in determining what to offer; and how to offer it in ways that are relevant, innovative, cost effective and helpful? How do you determine if you are being successful?   Our approach will follow an unfolding case study where a sequence of situations and questions will be presented to the group. Break-out teams will then develop and present their approaches and solutions. Large group discussion will follow.   Mike will then share the actual case-and his experiences and lessons learned revitalizing and realigning an OD/L&D practice within the BP/Amoco’s North American Information Technology Department.

Tactical Transformation: Extending the Half-Life of Systemic Change
Lisa Kimball, PhD, Executive Producer, Group Jazz

Why is it that desired systemic changes fail to happen?  Too often, the half-life of change initiatives is short when everyone returns to business as usual. There can even be a kind of hypoglycemic effect where the huge high from initiative launch is followed by a crash as people reenter an organizational culture where nothing has really changed. This can make it even harder to get participants excited about engaging the next time.  How can we extend the half-life? How can we make the enlivening experience of innovation available every day? The proposed session will offer a strategy for building capacity at all levels to move creative thinking from the off-site to the day-to-day work processes in the organization.  This is the tactical transformation that is necessary for changing the organization at its core.  The session will include methods & compelling case examples from healthcare, government and education where the approach was used to build an internal culture of innovation.

Innovating Performance Management through the Use-of-Self
Mary Jean Vignone, PhD, SVP Learning & Development, Santa Barbara Bank & Trust

Many performance management processes employed by organizations do not support innovation as well as erode teamwork, trust, and collaboration. This interactive workshop will explore how Charlie Seashore’s Use-of-Self theoretical framework and Edie Whitfiled Seashore’s Triple Impact Coaching practice can be used to develop improved performance management guidelines. The workshop begins with a brief review of the Use-of-Self framework that can be placed into practice for enhancing the environment for individual, team, and organization creativity and innovation. Through enriched dialogue in the workshop we will talk about how, as OD professionals, we can innovate existing performance management processes.  Then, we will discuss the interaction needed between the HR and OD in order to create better ways to liberate the human capital potential for innovation by improving the methods of managing performance. 

Intervention Innovation:  At the Right Time, Just in Time
Yasmeen Burns, Partner, co-development of the Center for Organization Effectiveness at University of Maryland Baltimore County (UMBC) Training Centers
& Mike Horne, Ph.D., Organization Development Leader, Genentech, a Member of the Roche Group

Do you worry about making real progress on enduring organizational issues?  In this session, we will consider how mindsets affect outcomes in organizational change.  We will pay special attention to the barriers and pathways to creating effective interventions in high-stakes situations, even if or when circumstances seem hopeless.  In addition, we will explore actions that contribute to "better” or "different” interventions, while acknowledging situation dynamics that contribute to genuine progress and change.  We will have the opportunity to consider the unique dynamics shaping the client-consultant relationship in these circumstances.  Ultimately, participation in this session will help you to create accountability and ownership for change in difficult situations.

Scroll to Top

Revitalizing Practice Development

***Pre-Conference Seminar (Full Day): Dancing with the Power of Privilege: An Interpersonal Leadership Lab 
Tiffany von Emmel, PhD, Group Facilitator, Stanford University, Graduate School of Business
Co-Speakers: Scott Bristol, PhD, Lecturer, Stanford University, Graduate School of Business; & Kathy Kaya, PhD, Scholar-Practitioner

The Dance of Privilege is present when individuals in a "power down” position are marginalized, while individuals in a "power up” position are disconnected. This dynamic has costly impacts. This lab and our forthcoming book on this topic are dedicated to Edie and Charlie Seashore. We will engage in "Seashorian learning”: Edie's humor and reframing of stories of passivity to stories of agency; Charlie's playful explorations of the self.   We will practice compassionate presence, honoring needs for belonging and feeling valued, and appreciating risk-taking. We will learn 1) techniques that shift dynamics; 2) ways of interacting that neither dominate, nor subordinate 3) an expanded concept of privilege as power dynamics related to structural inequality of many kinds. Learners will be guided through expressive exercises to engage participant's emotional, rational, somatic, and intuitive selves. We will bring decades of experience and scholarship to offer a palette of vocabulary and models.

Revitalizing with the Brain in Mind: Understanding and Countering the Neurobiology of Social Stress in the Workplace
Paula, Thompson, EdD, Founder, Foresight Coaching & Consulting
Co-Speaker: Sharon Liu, EdD, Consultant

Are you keeping the brain in mind when revitalizing yourself and others?  The relatively new field of Social Neuroscience provides insights into how the brain’s biochemical processes are altered by the social interactions we have with others.  This session will present research findings from social neuroscience as they apply to the work of organizational development and change practitioners.  You will learn strategies to increase resilience and readiness for change that work equally well with yourself and your clients.  The presenters will explain the concept of social threat in the workplace and how conditions of stress, work overload, uncertainty, and emotionally charged interactions decrease the brain’s ability to think creatively, solve problems, make decisions, and communicate.  Participants will explore various strategies to counter the neurobiological effects of social stress at work and to increase vitality and productivity at the level of individuals, leaders and systems.

Including Other Nucleus of the Network in the Construction of the Self
Ton Voogt, MSc., Psychologist, TonVoogtConsultancy

One of the central issues in building and changing organizations is how to anchor in all nucleuses, persons, in a network/organization the goals, rules and commitments that are agreed on in the verbal statements. This anchoring inside makes the person steer his behavior independent to the shared and included values and goals. Concepts of the theory of the Construction of the self and especially the latest developments of the Dialogical Self open up methods to include others, new values, new commitments into the self.  The flow of the workshop: (1) Why is 'including' an important issue? (2) The theory of the construction of the self. (3) Building own construction of the self: the confrontational method (4) Building the construction of the self with the Dialogical method (5) Application to Leadership Development (6) Application to Teambuilding (7) Application to reviving the person-to-person attitude in an organization with robotic interactions.

Performance Based Interventions for Developing Breakthrough Communication Skills
Terrence Gargiulo, MMHS, Organizational Development Consultant,

Human Performance Technologists depend upon exceptional communication skills to help organization achieve their objectives. With the pace of work in today’s organizations, are you using your communication skills to get the results you want? Breakthrough communication obliterates barriers and puts us in touch with ourselves and in connection with others. This ground breaking assessment tool looks at the key communication skills we all possess and can strengthen for thriving at work and in our personal relationships. Based on research with Fortune 500 companies, participants can measure nine key communication skills that will drive new results in their organization regardless of where they sit.

Dialogic OD in Day-to-Day Complexity 
Keith Ray, PhD, Director of Research, Act Too Consulting, Inc.
Co-Speaker: Joan Goppelt, PhD, Act Too Consulting, Inc.

As OD consultants, we are experimenting with how to influence the in-between conversations and interactions that occur day-to-day between people and within organizations.   In our efforts to do this, we have developed an awareness of how this changes the nature of OD, the identity of the OD consultant, and the processes used to engage, contract, diagnose, and intervene. Traditional OD practices emphasize the use of special events, settings, and retreats to accomplish changes in culture, performance, and behavior. By taking a perspective of social interac­tion as a complex responsive process, we are led to an alternative perspective of what an organization is and is not, what people are doing in organizations, and how they are doing it, and consequently, what OD practitioners can and should do.   In this session we want to share our reflections and engage in dialogue with others who are exploring similar paths with their practice.

Contracting as a Collaborative Process
Sam Kaner, PhD, Executive Director, Community At Work

Some consultants seem to be especially good at contracting. How do they do it? How do they avoid succumbing to pressure from clients who are impatient and disengaged? How do they manage to enlist their clients as allies in setting realistic expectations for sound, workable contracts? In this session, participants will be taught a tightly integrated framework for understanding and engaging in the contracting process. They will see the framework applied to numerous actual case studies and they will have opportunities to apply it to their own real life situations. Participants will receive a set of more than two dozen high-quality handouts illustrating the concepts and models introduced in the workshop.

Self-Navigation: Be the Captain of Your Life and Career
B. Kim Barnes, CEO and Author, Barnes & Conti Associates  

Life is full of opportunities to make choices and decisions. When we are confronted with a choice, we want to make a sound and rational decision that will enable us to achieve our goals. Research by behavioral economists, however, shows that our most important decisions can be influenced by framing, expectations, and habits. Without a conscious and disciplined approach to analyzing and making decisions, we may make poor choices that negatively affect our lives and careers.  In this session, we offer a compass; a simple, yet profound way of guiding yourself through the maze of possible options as you -and those whom you advise, coach, or care about - reach important choice points in life. It is based on the N.E.W.S Model, in which each of the four directions; North, East, West, and South, represents a particular set of considerations to be taken in your decision making process. In this session you’ll gain a valuable tool for directing your life and career through turbulent change.

Transforming Your Practice
Philip Lohr, MS, Head of HR Strategy and Organizational Consulting, Aetna

Practice development is a major challenge for both internal and external consulting groups.  The challenge comes in trying to balance the necessary, but often competing priorities of upgrading practice capabilities and delivering high-value consulting to clients.  Internal consulting groups have the additional unique challenges of working within an often complex Human Resources matrix and helping to expand the OD capabilities of the rest of HR.  As a result, very few organizations have internal organizational consulting groups that last for more than a few years. The presenter will draw from experiences in building OD practices inside multiple Fortune 100 organizations and will describe how the Aetna OD team balanced the conflicting priorities and laid the foundation for a sustainable internal consulting practice.  The session will overview a "Top Ten” set of strategic priorities for consulting groups, including: charter and brand development, rigorous portfolio and stakeholder management, best-fit internal and off-the-shelf methodologies, clear metrics, and a flexible staffing model.  Participants will be challenged to think through and share how they can build on these methods within their own organizations and to address the road blocks that may arise as they seek to sustain and upgrade their practice.

Culture as Dynamic Process: Facilitating More Effective Change by Understanding the Human Processes of Making Culture
Jim MacQueen, MA, Organization Development Consultant, Virginia Polytechnic Institute and State University (Virginia Tech)

All organizational change and innovation involves culture. Sustainable behavioral change means changing culture. Understanding the processes of how culture forms increases the chances of success.  There is a much material available on the nature of culture and ideas about how to change it. There is little or nothing on the specific, dynamic processes at work in groups that result in culture formation and development.  Drawing on the insight of multiple disciplines- OD, Social Psychology, Human System Dynamics and Cognitive Linguistics- this workshop presents an innovative model of culture as process from which practitioners can draw to improve the effectiveness of their own interventions.  To support you in strengthening your ability to apply these new ideas in your practice, the workshop will include presentation of case studies having transformative results with an emphasis on how the processes that were used track with the model and helped to achieve success.

Leaders Open Doors: A Radically Simple Leadership Approach to Lift People, Profits, and Performance
Bill Treasurer, MS, Founder and CEO, Giant Leap Consulting

The study of leadership development has grown to be very complicated. We often get stuck thinking about leadership in terms of matrices and competencies and modules. The simple truth is that to be a leader is to open doors of opportunity for others. To be most effective, leaders need to be opportunity-creators. Drawing on the concepts introduced in the new book, Leaders Open Doors, leadership expert Bill Treasurer shows how leaders help people and organizations grow by creating meaningful learning opportunities. Open Door Leaders focus on aligning the needs of the organization with the career aspirations of those they lead. People and organizations grow and develop when they intentionally pursue goals and challenges that stretch their skills and test their mettle.

Scroll to Top

Innovating in Social Systems

***Pre-Conference Seminar (Full Day): Group Work for Transformation and Social Justice: A Three-Level Model
Ilene Wasserman, PhD, President, ICW Consulting Group
Co-Speaker: Placida Gallegos, Principle ICW Consulting Group; Faculty, Fielding Graduate University & Steven Schapiro, PhD, Faculty, Fielding Graduate University

Innovating in Social Systems, Networks, and in Organizations depends on the talent to plan and design as well as the capacity to be reflective and responsive to what emerges in the moment. In this interactive session, we offer a model for distinguishing and implementing approaches to working with groups to facilitate varied outcomes at different levels of systems:  personal growth and self-awareness; relational empathy across difference and critical systemic consciousness.   Our model provides a framework that serves as a reference for the full range of choices we have for how to intervene at different levels of system. Participants will have the opportunity to explore the model at each level as it relates to their workplace.

***Pre-Conference Seminar (Half Day): Theory and Policy in Practice; Using Integrative Propositional Analysis (IPA) to Find Innovative Insights into Building Efficacy and Community Within and Between Organizations
Steve Wallis, PhD, Foundation for the Advancement of Social Theory (FAST); Capella University

Systems thinkers have achieved some success by applying a systems perspective to understanding our human organizations. We have not been so successful at understand our "conceptual systems” (such as policies, theories, and mental models). Thus, we have no way to choose better theories for implementation.   Recent studies relate the structure of conceptual systems to the effectiveness of social/organizational systems. Today, we are learning how we might predict which policies and theories will be more effective when they are applied in practice.  This workshop draws on competencies in facilitation, brainstorming, organizational systems analysis, and mind-mapping. Because this is an emerging methodology, this workshop will allow and encourage plenty of conversation. After a presentation of the basics, we will talk about the potential usefulness of this approach both in research and in practice. We will also discuss potential areas for improvement of this emerging methodology.

Realizing the Collective Conscious; Innovation Model for Multi-Sector Leadership Development for the Public's Health
Karya Lustig, MA, Deputy Director, Center for Health Leadership and Practice, Public Health Institute

Today's context for public health leadership is complex, rapidly evolving, and calls for new approaches to the development of leaders. CHLP has an innovative approach that brings together multi-sector teams of leaders that want to advance their leadership skills and achieve health equity in their community. Using experiential learning, an applied health leadership project is the primary vehicle for collaborative leadership learning. Competencies are explored through an innovation phase model and include: Leadership mastery; ability to work effectively across sectors; application of CQI principles; appropriate use of data; and commitment to a population health perspective.  Fellows are challenged to examine the diversity of stakeholders and networks needed to achieve collective impact.  Results include: increased diverse partnerships and/or nontraditional stakeholder involvement; and improved ability to successfully navigate today’s complex environment for achieving collective impact.

Managing Conflict Through Large Group Methods with a Special Focus on Applications to Peacebuilding and Legislation
Barbara Benedict Bunker, PhD, Professor Emeritus, The University at Buffalo
Co-Speaker: Susan W. Coleman, J.D. , M.P.A., Partner, C Global Consulting

In our concurrent session, we will explore the use of Large Group Methods (LGMs) to manage and resolve conflict.  This is an effect of LGMs that is often claimed, but without clarity about how it occurs. In our session, we will describe the concepts and processes that we think contribute to conflict resolution. We will also explore the special pros and cons of these methods in relation to more traditional conflict resolution practices. We believe that cutting-edge OD work has occurred in places like Iraq, Lebanon, East Timor, Haiti, Israel/Palestine and elsewhere where LGMs have supported and deepened peace building.  There are also glimmers of activity where LGMs have been applied to polarized legislative bodies with promising results. This is work OD practitioners need to know about both because it is fascinating and because there are translations that can be made to organizational and community OD practice.

Re-Structuring Case Study: Keeping the Arts Alive in a Down Economy
Kathy Hart, EdD, President, ClearVision Consulting
Co-Speaker: Faye Wilson, Board President, Frank Bette Center for the Arts

Share the epic drama of a small town art center and what resulted due to economic downturn. Learn about the dedication of volunteers who put in hours of their time and energy to keep a memory and mission alive. Ask yourself the question, as did one of the former Board Members, "What happens to a well-intentioned, community significant non-profit group, greatly influenced by the presence of a very strong Executive Director, when suddenly it finds itself without funds, no E.D. and no substitute structure to fill the vacuum?” This session will unfold the journey of the Frank Bette Center for the Arts, told from the juxtaposed perspectives of the Board President and internal consultant. The Board President will share Center background, context of the situation and challenges encountered. The consultant will share the process, underlying theory and lessons learned from undertaking the work. Time will be allocated for audience interaction and a meta-analysis learning of the case study.

The Power of Storywork:  Uplifting and Reframing Lives and Organizations
Jeffrey Courion, Director of Oral History and Storywork, VOALA Volunteers of America of Los Angeles
Co-Speaker: James Sykes, Coach and Facilitator, VOALA (Volunteers of America of Los Angeles)

Interests not focused on serving the individual or community (e.g., media, corporations, and government ) have seized the microphone to dictate the realities of our lives. In the face of this, humanity is losing touch with itself, resulting in our reliance on broadcast experiences that are not our own. Volunteers of America has embarked on an innovative process we call Storywork. Storywork reframes the negative stories we tell ourselves, instead proposing that we all have both innate health and the hero archetype residing in us. By removing the false cataracts that cloud our perceptions to the realities about ourselves and our world, people (whether homeless, veterans, parolees, victims of domestic violence, or youth in gang-filled schools) are able to reintegrate themselves, their lives, and their communities. Transforming stories has had viral effects! The self-empowerment our staff and clients have experienced creates unbridled joyful stories that they cannot wait to share.

Scroll to Top

Enhancing Strategic Human Resources and Organizational Learning

***Pre-Conference Seminar (Full Day): Frontline Staff Leadership Development
Ivette Ruiz, PhD, Learning and Development Consultant, Yale New Haven Health SystemsCross-Functional Teaming

This session promotes leadership growth and skills development for Frontline staff and leaders across an organization by encouraging deeper learning, promoting inclusion, accountability, engagement and enhanced performance. One method we use is the Hartman Value Profile (HVP), a behavior-based assessment that provides powerful and significant insight into how one sees and interpreters the world and themselves. Every human being is unique with a perspective that is truly their own. Our perspectives, interpretations & decisions are based on what we see. The assessment measures a person's pattern of decision-making that they use when processing information about the world and themselves. It pinpoints capacities a person actually possesses and suggests ways to leverage strengths in order to optimize their impact. When we understand how our employees view themselves and their world; we then have a powerful opportunity to facilitate individual and organizational success in our diverse environments.

Cross-Functional Teaming Through the Lenses of Differences :  W. L. Gore & Associates, Inc. Case Study
Gail Sacconey Townsend, PhD, Organization Development Specialist and Higher Education Professor, W. L. Gore & Associates, Inc. and University of Delaware
Co-Speaker: Aubrey Saunders, W. L. Gore & Associates, Inc.

Strategic organization development practitioners and HR business partners have opportunity to increase organization capacity while intentionally and consciously using oneself in professional practice.  Progress can be made in this endeavor through optimizing engagement of cross-discipline business teams in an integrated, systemic manner.  This session will focus on a W.L. Gore & Associates, Inc., case study that illustrates a business journey and process that will share a model and success metrics that led to a workforce that more consciously learns from differences.  The result is increased deliberate use of self as individuals make emotional connections when they bring their real selves to an engaging work environment that embraces diversity.  Ideas will be shared to help increase individual and collective consciousness; decrease reactivity; increase professional capacity; and learn about self while helping to create and sustain more cohesive system.

Boxes and Lines: Graphic Frameworks to Communicate Findings and Design Interventions
Stephanie Hartman, MS, Consultant & President, Catalyst- Performance Consulting
Co-Speaker: William Dettmer, MS, Consultant & Author

Have you ever struggled to communicate leader, team or organizational assessment findings to someone who does not value "people stuff"? Maybe you have been challenged to explain the connection between your proposed interventions and target business results.  You are not alone. Hartman and Dettmer will share their related frameworks that aid practitioners in identifying the drivers of a client's organizational performance, plainly communicating those drivers, and crafting interventions. Dettmer will illustrate how to create Current and Future Reality Trees, which can be found in his book, The Logical Thinking Process: A Systems Approach to Complex Problem Solving. Hartman will share her Performance Architecture model, which leverages concepts from Dettmer's work and Kirkpatrick’s Learning Evaluation Model.  These graphical frameworks of boxes and connecting lines provide a structure that invites client participation. Engaging stories of application will be shared about a wide variety of organizations and industries.

A Case Study in Developing a Learning Culture in Healthcare: the Jim Pattison Outpatient Care and Surgery Centre (JPOCSC)
Alan Lund, MA, Management Consultant, Independent and Co-Speaker: Lisa Chu

The Vision for the Jim Pattison Outpatient Care and Surgery Centre is to be a leading facility in the delivery of outpatient services - a model of evidence-based practices. To be successful the Centre needs to contribute to the body of knowledge which defines evidence-based practice and clinical integration, as well as provide a great workplace for physicians and employees. In order to deliver this vision, the leadership team adopted innovative approaches to the development of a learning community, where individual curiosity and creativity are harnessed to deliver continuous improvement. Rather than a place where "culture eats strategy for breakfast”, the team dreamed of a place where ”culture meets strategy for lunch”. This presentation will explore the methodologies applied to building a culture of learning and innovation, including Appreciative Inquiry (Cooperrider), Fifth Discipline (Senge), Strategy Maps (Kaplan and Norton), Theory U (Scharmer), and Management Innovation (Hamel).

Yes We Can! Measure OD
Angie Keister, PhD, Sr. Organization Effectiveness Consultant, Allstate Insurance Company
Co-Speaker: Maria Odiamar Racho, MSOD,  Organization Effectiveness Consultant, Allstate Insurance Company

As Big Data becomes even more influential in business decisions and market trends, knowing how to measure and how to speak a language your client understands is critical. A long time struggle in the field of OD is measuring the work that we do.  There are several perceived barriers to identifying if real change occurred.  Some of the barriers are time, forethought, and client resistance.  In this session we will explore the wide variety of ways that OD can be measured utilizing research methods, intra-organization partnerships, and OD analytics teams.   Participants will walk away with a strategy for incorporating research methods into their practice. During the session a research maturity model that identifies the progression of incorporating research into an internal practice will be developed by participants from use cases taken from an Organizational Effectiveness team at a fortune 100 company that incorporates research in project work as well as the participant’s own experience.

Measuring an Inclusion Change Effort
Catherine M. Volk, J.D., Vice President and Corporate Counsel, The Kaleel Jamison Consulting Group, Inc. 
Co-Speaker: Valerie Davis-Howard, MBA, Vice President and Senior Consultant, The Kaleel Jamison Consulting Group, Inc.

Organizations are under intense pressure to demonstrate return on investment for every aspect of their operations and change efforts related to people are no exception. Yet measuring the success of inclusion efforts to improve the interactions among people has proved elusive. The presenters in this session have evolved a set of strategies and metrics that has successfully measured movement up the curve to internalization as it relates to the human interactions in a global operation, and they will share their experience as a model for others.  Participants will hear about the use of specific models and tools to benchmark progress, a Way of Life Vision that fully articulates what internalization of Inclusion as the HOW® looks like, and examples of how this change effort have reduced waste, impacting and accelerating organizational results.

Meetings: Successful Change's Secret Sauce
Dick Axelrod, MBA, Partner, The Axelrod Group, Inc.
Co-Speaker: Emily Axelrod, Co-Founder, The Axelrod Group, Inc.

Meetings are the crucible for organizational change.  It is the experience of these meetings which determine whether people leave with apathy or genuine commitment.  A meeting is more than people sitting around talking. They are the glue that binds people to the organization and to each other. Meetings are gatherings where people make or diminish connections, where they create or destroy hope, where they engage with each other or rip each other apart. Join this highly interactive session where you will learn how to: 1) Transform meetings into productive work experiences using the same work design principles that transformed factory work and made video games engaging 2) Identify the habits that work for and against energy-producing, time-valued, meeting. 3) Identify the critical choices that meeting designers, leaders, and participants make that transform meetings into productive work experiences. 4) Create a meeting environment where everyone puts their paddle in the water.

Using Debriefs as a Simple, Powerful, Experiential Learning Tool
Scott Tannenbaum, PhD, President, The Group for Organizational Effectiveness, Inc.

Debriefs are a powerful yet underutilized tool for accelerating experiential or "in-the-moment” learning. During a debrief, team members reflect upon a recent experience, discuss what went well, and identify opportunities for improvement. Teams build a common understanding (e.g., about challenges and responsibilities) and establish agreements to ensure future success. Debriefs can be used as a follow-up to leadership/team training, or as a stand-alone experiential learning tool (e.g., at the conclusion of a work shift, mid-project). A recent meta-analysis published by the presenter revealed effective debriefs boost team performance an average of 25%. Debriefs sound simple enough, but unfortunately, most teams don’t conduct debriefs, and even when they do, they fall prey to common pitfalls. This interactive session covers the research behind debriefs, common mistakes and ways to overcome them, and how best to design and lead debriefs to optimize learning and team self-correction.

Strategic Organization Design: A Core Platform for Innovating in HR & Change
David W. Jamieson, PhD, Department Chair, Organization Learning & Development, University of St. Thomas

This session will help practitioners understand strategy and organization design in a practical framework for organizing OD work, integrating many elements of our field and seeing new opportunities. This core platform is critical in enhancing diagnosis, building organizations & changing towards greater effectiveness. OD, HR, Training and Business Partners can all take advantage of this session to assist leaders in linking strategy with behavior and integrating the HR & Learning functions to organization needs.

Using Improvisation to Foster Innovation Through Courage and Risk-Taking
Yael Schy, MSW, Principal, Dramatic Strides Consulting

Life doesn't give us a script! We are constantly being required to think on our feet and to boldly move forward into uncharted territory. Today's organizations must be both courageous and resilient in order to innovate new products and services. Yet, we as human beings are creatures of habit. This workshop uses innovative improvisational theater exercises to help participants discover their inner courage and brilliance. Participants will learn 12 key principles of improvisational theater that can be applied to workplace learning and development. Through engaging in a series of active, experiential exercises, combined with organization development theory and thoughtful debriefing sessions, participants will discover their own inner strength and courage, and will learn new methods for helping clients to embrace intelligent, courageous risk-taking in the workplace.  "I believe that the most important single thing, beyond discipline and creativity is daring to dare” - Maya Angelou.

Innovations in Operationalizing Emotional Intelligence:  Working with Shame-Bound Systems
Marianne (Molly) Kaufmann, MA, SPHR, Talent and Organization Development Manager, Sound Transit

You may have heard about the popular work of Brene Brown, Daniel Siegel and others, and wondered how the dynamics of shame, anger, fear and attachment show up in leaders in organizations. How does a leader with high shame impact everyday life in organizations? What is a shame-bound system? What is the impact of high shame, anger, fear and dependency on innovation? What can you do to help? With a background in applied behavioral science and the advantage of being an internal Organization Development practitioner with continuous access to motivated clients, the presenter created an innovative and effective method to examine and ameliorate these dynamics in whole teams. The presenter shares her approach that includes intrapersonal and group work. Learning In Action Technologies, creators of the EQ In Action Profile, have endorsed her process and it will appear in Marilyn Mason’s new book, "Becoming a Genuine Leader:  Renewing Integrity at Work by Understanding Your Past” due for publication in 2013.

Scroll to Top


OD Network logo

1000 Westgate Drive, Suite 252
Saint Paul, MN 55114
Phone: +1.651.379.7292
Fax: +1.651.290.2266

View our Data Privacy Policy

Copyright © 2019 Organization Development Network. All rights reserved.

Membership Management Software Powered by YourMembership  ::  Legal