Presentation

Organizational Development
A teeny tiny glimpse...
www.teamsandleaders.com
Team Through a Hoop
Objectives
Demonstrate how OD affects us personally, regardless of our position in an organization
Demonstrate the issues facing organizations
Agenda
Team Through a Hoop OD Defined
Who are the Clients? What issues does OD address? How are those issues addressed?
Waterline Model Helium Stick EQ Wrap-up & Additional Resources
What is OD?
Organizational Development is the process of improving organizations by increasing organizational and/or employee effectiveness.
Who are the Clients?

Board of Directors, CEOs, VPs
During changes in corporate strategy, mission, leadership, technology or organization structure
Middle Managers
Within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership
First Line Supervisors

To improve operations and employee involvement, establish high involvement work teams, improve organizational communication, develop supervisory training or new reward systems
Line Workers
To facilitate job redesign improved performance, teambuilding or improvement in the work environment
What Issues Can OD Address?

Micromanaging Grooming Future Leaders Ineffective Norms/Patterns Biz Growing Pains Performanc e Gaps Decisions Dont Stick Lack of Mission/Vision Conflict Role Ambiguity
Diversity Issues
Low Morale
Skill Building High Turnover Infighting

How are Issues Addressed?

Organizational Effectiveness
Change Management Strategic Planning Group Facilitation Org Restructures Sociotechnical Systems Design Action Research
Employee Effectiveness
Executive Development 3rd Party Conflict Resolution Customer Service Training Leadership Development Workforce Diversity Communications Training
The Waterline Model*

Task
Maintenance Structure (Roles & Goals) Group (Dynamics and Development) Interpersonal (Between 2 People) Intrapersonal (Within an individual)
*Adapted from Harrison, R. (1979) The Waterline Model: A Diagnostic Intervention Model for Managing/Leading Groups.
Secret Sauce for Success?

Sponsorship Systemic Thinking Expecting and Addressing Resistance Balancing Task and Maintenance Addressing 3 Factors
The Rub
Metrics- How do we know we have succeeded? Change- even change for the better-is hard.
Helium Stick
Emotional Intelligence
What I see
Personal Competence
What I do
Self Awareness Self Management
Social Competence
Social Awareness
Relationship Management
Joharis Window
We can only access this by receiving feedback fromKnown othersto Self
Unknown to Self
Known to Others
1. Public
2. Blind
Unknown to Others
3. Hidden
4. Unknown
Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics. Palo Alto, CA: National Press Books.
Review
Additional Resources
Connor, D. (1992) Managing at the Speed of Change. New York: Random House Books. Goleman, Daniel. (1998) Working with Emotional Intelligence. New York: Bantam. Heen, S., Patton, B., & Stone, D. (1999) Difficult Conversations. New York: Penguin Books. Heifitz, R. & Linsky, M. (1999) Leadership on the Line. Boston: Havard Business School Press.
ONeill, Mary Beth. (2000) Executive Coaching with Backbone and Heart. San Francisco: Jossey-Bass.
Behavioral Patterns
Micromanage Lack of follow-through Trust
Under-perform
Distrust
Accountability
Conviction/Connection Model
Rigid - Inflexible Conviction
Disengaged Avoidance
Connection
Enmeshed
Over-accommodating
Triangulation
You
Them
3rd Party
*Based on the work of Murray Bowen
Communication Breakdown
Words 7%
Visuals Vocals Words
Vocals 38%
Visuals 55%
*Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton.
The Interpersonal Gap Model*

Pass through filters and are transformed Into
As observable actions
Pass through filters and are transformed Into
As private intentions
Bs private interpretation s
*Based on the work of John Wallen, PhD.
What are YOUR filters?

Work Background Income
Age
Education
Values
Religion
Gender
Birth Order Marital Status Ethnicity Organizational Role
Sexual Orientation
Family Norms
Physical Abilities

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Organizational Development

A teeny tiny glimpse...

Team Through a Hoop

Waterline Model Helium Stick EQ Wrap-up & Additional Resources

Who are the Clients?

First Line Supervisors

What Issues Can OD Address?

Skill Building High Turnover Infighting

How are Issues Addressed?

The Waterline Model*

Secret Sauce for Success?

Self Awareness Self Management

*Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton.

The Interpersonal Gap Model*

Pass through filters and are transformed Into

*Based on the work of John Wallen, PhD.

What are YOUR filters?

Birth Order Marital Status Ethnicity Organizational Role

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