December 2016

                                   

From the President: 

A Year of Change, With More to Come

by

William “Bud” Wurtz, Ph.D.

2016 PNODN President

As I began my presidency last January, I was greatly influenced by the valediction article written by outgoing international OD Network president Matt Minahan for the Winter 2016 OD Practitioner. The article starts with a reference to Rip Van Winkle:

As the field of organization development turns 60, it is time for us to awaken from our decades-long sleep walk, and recognize the tectonic shifts that are underway. New ideas, new values, new demands, new competitors, new expectations are all pushing the field to awaken from its Rip Van Winkle-type slumber. And if we are lucky, those who see us anew will find us just as hard to recognize as was Van Winkle in his small town in the Catskill Mountains along the Hudson River.

The field of organization development formed in the late 1950s around a nexus of psychologists, trainers (NTL Institute), educators (university professors and administrators such as Edie Seashore), engineers (at TRW, Esso of Canada, GE, etc.), and a stage manager (Dick Beckhard). MacGregor and Beckhard’s work at General Mills in the late 1950s, called “bottom up management,” was one of the earliest seeds from which OD has blossomed (Beckhard, 1997). As the field approaches 60 years, there are many things to be proud of, some things we could have done better, a number of assumptions we have about who we are, and some hard choices ahead about who we want to be in the world, if we choose to rouse ourselves from our history of slumber. [OD Practitioner, Winter 2016, Vol. 48, No. 1, p. 5]

PNODN has had its own challenges in recent years, and your Board of Directors was, and is, determined to reinvigorate the organization and the profession in our region. We have had considerable success doing this in 2016. Embracing “Change” as our important if not terribly original theme for the year, the Board has made strides to improve and expand programming, the lifeblood of any professional association. Programs were added in November and December to complement our regular schedule, ending with a rousing program led by Sam McGill.

We also, for the first time (at least in recent years), instituted evaluation of our programs. All OD is supposed to be data-driven, so it was time for us to start taking a more data-based approach to the Association’s efforts.

We attracted a total of 193 participants overall. Here is the count by month with the evaluation results on a 1 (low) to 5 (high) scale.

Dec / 35 / 4.7

Nov / 19 / 4.8

Oct / 10 / 4

Sep / 20 / 4.2

May / 30 / 4.9

Jun -> (data not available)

Apr / 20 / 4.4

Mar / 20 / 4.9

Feb / 20 / 4.5

Another highlight of the year was the Dialogic OD workshop presented by the internationally renowned OD scholar and practitioner, Gervase Bushe. The session attracted learners from as far away as Australia in addition to many practitioners from our region. The learning experience was so meaningful that the attendees have banded together into a long-term learning group. We hope to share some of the fruits of their efforts this coming year.

So 2016 was a good year for PNODN. But there is much more to do in the coming year. We need to attract more volunteers to help do the work, and do more work, for the Association. My tenure will be coming to an end, so we need to be looking a new leader to take us into the future. That’s the short list.

Beyond that, we need to take stock of how well our organizations and institutions bring about planned change. Given our recently concluded national elections, the response must be, regardless of your choices in that election, that there is much to do to build a more resilient and creative society. We can’t afford to sleepwalk into the future. Let’s roll up our sleeves and get to work.


                                  



January 23rd, 2017 PNODN


Clarity Compass Summary with Brit Poulson, PhD Senior Consultant & Leadership Coach

Join us for a brief introduction and overview of The Clarity Compass; a leadership tool designed to support you in being more effective and skillful in terms of getting you out of your own way, to where you want to be—with greater speed, grace and ease. The Clarity Compass has transformed a wide variety of businesses, ranging from Fortune 500 companies to start-ups, in greater understanding of emotional intelligence and leadership development.






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Case Study

Savy Slips, Learning on the Run

By Philip S. Heller

Learnings from Practice 21: Initial Coaching After 360° Feedback

How to initiate coaching with a client that has just received their first 360° feedback results?


The Request. The Deputy Administrator (DA) for Research and Development, who oversees several regional institutes for the Department of Health, wanted to provide her direct reports with individually focused developmental opportunities. I was hired to provide individual feedback and coaching for all the regional directors and headquarter program managers over a 5-month period of time. A 360° feedback assessment was implemented prior to coaching.


Larger Context. The DA was relatively new and wanted to confirm the organizational norm of continuing professional development. Each of her direct reports (both headquarters’ program managers and regional directors) managed multi-million dollar programs. They were executive level leaders as well as health scientists. Many of these senior leaders had been through several advanced team leadership programs in the past. This time, the DA wanted to provide a one-to-one experience with a coach so that her reports could continue their leadership learning with a rigorous and individualized development program.


Consulting Intervention. We began with an introductory meeting with all the senior leaders who would part of the coaching program. We wanted to ensure they had a common understanding of the purpose, overall design and timeline of the program. The next step was for each senior leader to participate in a computerized feedback system–Discovery Leadership Profile for the Public Sector (1). It was designed to provide each manager with ratings from themselves, and their peers, supervisor, and direct reports on 15 different competencies. Individual reports of the results were sent to each participant. Along with the results, they were also sent an introductory e-mail with a draft of an agenda for their first 2-hour coaching session.


The agenda for that first session with their coach included time to discover:

Who are we?

Brief career history. Current reporting relationships

Roles, expectations for working together

DA’s Initiative purpose and overview, what you understand and can expect

Where are you starting from today?

Review 360° results, strengths, patterns, potential areas of leadership development

Key business, program, and team goals, immediate assignments and drivers

Where do you want to be?

Hopes, learning edges

Specific development objectives, what you hope to get out of this

Next steps

Immediate insights, session feedback

Intersession application, coaching dates


Last Line. To begin with a new coaching client that has just received their first 360° feedback, the basic purpose of the meeting, after introductory history and expectations, is to help them understand where they are starting from, as leaders and where they want to be relative to a current business objective.

(1) For more information on the assessment tool used, go to: https://www.discoverylearning.com/products-services/discovery-leadership-profile/

(2) To access the detailed agenda used, go to: http://learningdesigna.com/resourcescategory/coaching/ and select Initial 360° Feedback Agenda.

(3) One of the best books I have found for senior leadership coaching is: O”Neill, M. B. Executive Coaching with Backbone and Heart. Jossey-Bass Publishers, San Francisco. 2000.

Philip Heller is a senior associate of Learning Design Associates. For 36 years he has helped plan systems change and develop leaders in government, community agencies, and health care centers. Philip received his Ph.D. in Education focusing on learning and problem solving. As part of the originating group, he has been a PNODN member since 1982.

© 2016 Philip S. Heller, Savy Slips, Learning on the Run 21, Initial Coaching After 360° Feedback



Review of November's meeting with Wallace Wilkins, Ph.D.

by Jeremy Meeds, PNODN Planning Chair


During November's meeting, Wallace Wilkins, Ph.D., in a presentation entitled 'Resolving Conflicts during Rapid Change' led us in an amazing conflict resolution facilitation process where we got the chance to practice conflict resolution with each other using Wally's system. We started out sitting in groups where we were first introduced to Wally's methodology. In our groups, we first defined conflict, and took a look at what conflict is and isn't. We then talked about what maintains conflicts, mainly avoidance of the underlying issues which usually have to do with issues of "power and respect". We talked about how "Run-overs" and "Run-Aways" maintain conflicts, and we discussed with each other which ones we usually use. We talked about constructive alternatives and practiced using them with each other with different scenarios. We talked about how to frame setting up a meeting between conflicting parties using the business issue to form a triangle of cooperation. We talked about how to overcome objections to setting up a meeting by honoring them and remaining focused on the business goal. We practiced overcoming objections using different scenarios with each other, were introduced to two ground rules to prevent run-overs and run-always during the conflict resolution process, and were introduced to three competencies that are necessary for mediators during the meeting. We talked about how "conciliatory gestures" and "collaborative actions" are initial signals to improve relationships and make amends, and how to use these to enhance relationships and solve workplace issues. As a group, we practiced using these with each other in different scenarios. We touched on surfing the waves of emotions that arise while meditating and how to come up with an action plan. We looked at the consequences of unresolved conflict in the work place and left with our own action plan moving forward. Overall, Wally was delightful, humorous and really engaging, while getting us to interact in really meaningful ways. I feel like we left energized, inspired, and ready to tackle conflicts without fear and in a new way. Thank you Wally for a delightful evening!


Save the Date! Allied Professionals Event February 1st

Weds. Feb 1st, 6-9:00 PM - Mt. Baker Community Club 2811 Mt Rainier Drive S. Seattle, WA 98144 - Registration is not yet open but check back here in the next couple of weeks.

As in previous years, this event will be an evening of in-depth talking and sharing for members of ICF, ATD, LWHRA, PNODN and SHRM Seattle. It will examine the nexus of our fields – coaching, learning and development, human resources and OD consulting. As we all know, there is overlap here as we continue to have common goals and aspirations for ourselves and our workplaces. Our question is: how can we all work together better?


The theme of this year's event is: What is our value to the Business Side? We know we bring value, but when and how do C-Suite execs and others working in sales, finance, operations and other "business side" functions perceive us as making valuable contribution to the well-being of the company as a whole, regardless of whether we're working from inside the company or outside?


Along with stellar speakers and colleagues from our sister organizations, this event will feature new activities and angles to contemplate as well as good food and drink. So bring your New Year’s resolutions and enjoy some winter warmth!


Check future newsletters, the ATDps website and keep an eye on your in-box for additional details as speakers and format firm up. We look forward to seeing you in the New Year!



 

                                       

    

  

HOW TO REACH US

Our Administrator is: Ann M. Baus 

 


The Editor of the newsletter is David C. Wigglesworth 

 

 

From The Editor

As this year comes to a close I want to thank all the regular contributors whose efforts make up the fine content each month: Bud’s monthly letter to our members that is always on target and often inspiring; Jeremy for his reviews of each monthly meeting so that those who haven’t attended can appreciate what they missed; Philip for his savy mini case studies that provide all of us with timely tips that we can use in our practice; and to Ann Baus our administrator who has all the smarts for turing out a neat looking issue each month. Thanks to you all. And to our readers and members best wishes for the holiday season and the New Year!

A thank you from Ann:  To David Wigglesworth for his leadership on this newsletter.  His faithful and dogged efforts to gather pertinent content are appreciated by all.  



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