February 2015
                                   

A Note from the President:

 The start of the new year often symbolizes the transition and change that is common in our profession. As President I work with the Board members in shepherding our organization through these changes as we develop and hopefully grow.


We are continuously working with our members on several projects. One of my main projects is using a Google Adwords grant spearheading an attempt to connect potential clients with our members. We anticipate that this may bring in many potential clients. For it to be truly effective we need out members to update their profiles so that they may be more visible to potential clients. You, as a member, can do this here . Your content will serve as the template for our new public membership profiles. If you are not a member, join today  to be a part of this exciting new program.

 

Looking toward the future, I will be stepping down from the President role in July when we elect a new board.  There are many leadership roles in this organization if you are interested in getting involved please let us know.  The process starts with a conversation with two of our board members.
                                                                             

 

Best,
Joey Pauley      

                               
NEWS

Member Update

PNODN would like to congratulate Ellia Ryan. She writes in that she joined the YWCA, a progressive social justice organization, as Director of Development. "I believe that my OD experience was a significant factor in being offered the position!" Way to go Ellia!

 

 

 

 

 

 

Immunity to Change Workshop 

Former PNODN Board Member, Mo Raei is bringing back his popular workshop,  Immunity to Change on  March 11th from 9 - 1pm at the 2100 Building in Seattle.

While individuals, teams and organizations might be committed to a certain change at the organizational, professional or personal level, what is preventing them from changing is their competing commitment(s)?  Mo will explore this topic in depth.  To find out more and register . . .

 

Website Update

PNODN’s value of membership has never been better.  Recently, we received an ongoing monthly grant for Google Adwords.  This service drives more traffic to our website.  Members take advantage of these benefits by updating your public profile on the website.  In the first quarter of 2015 we will be launching these profiles to the public.  The intention is to drive traffic to our website, which will in turn drive traffic to our members and their services.

If you have experience designing websites or want you opinion heard, please contact Joey Pauley at president@pnodn.org.

To update your public profile

Go to pnodn.org

Login in the upper right hand corner (if you don't recall your password, one can be sent to you)

Click View Profile

Click Edit Profile

Update the information in the public profile section.
                                             

.  

 

 

                                       
                                               

THIS MONTH’S PROGRAM - February 9

The PACE of
Relationship

                                               

 How often do you leave a conversation knowing you didn’t say what you really wanted to say to someone?  Or paradoxically, that you said too much?  Your ability to create the best moment-to-moment has a big impact on how you coach, lead, and relate to others.  It’s tempting to look for a magical formula of tips and techniques for bringing your best to your relationships, but in reality it’s your PACE (Presence, Authenticity, Creativity, and Empathy) that matters most. Whether you are a manager, internal OD professional or external consultant, facilitation skills are crucial to your success.

Most experienced facilitators know firsthand the importance of striking a balance between moving toward outcomes and staying present to group dynamics as they unfold.  Yet too often it’s easy to tip the scales one way or the other either getting stuck in process or moving too quickly and stepping over important information.  During this interactive meeting, you will increase your capacity to be more effective at navigating this tension.
 
 
Join Nina Simonds, PCC for The PACE of Relationship where you will:  click here to find out more.                                                                                           

  

Case Study

Savvy Slips, Learning on the Run
by Philip Heller
 
Each month PNODN MEMBER Philip Heller will be submitting a mini-case study from his years of experience. We and he welcome feedback from our membership as to the value of these studies.

 Savy Slips, Learning on the Run

Learnings from Practice 3: Delphi Technique


How can an inter-agency dispute become a generative conversation based on iterative feedback?


The Request. A division director of a federal agency requested help in planning and facilitating a cross-agency task. The task force was made up of members from a community planning council and managers within the government agency. The Council consisted of 25 volunteer community agency representatives who were responsible for directing federal and state funds to agencies and programs that support economically disadvantaged families. The Council support staff were funded by and employees of the federal agency. The basic charge of the 6-member task force was to develop written recommendations for agency staffing of The Council. The members of the task force wanted both organizations to have a cooperative relationship that develops excellent services without stepping on each others toes and is seen externally as a partnership. Clarifying roles and responsibilities, consensus building and dealing with inevitable differences in interests were all a part of the scope of work. The deliverable was to have a signed Memo of Understanding of roles, an organizational chart detailing FTEs, supervisory and reporting relationships, and work descriptions of what the staff should and should not be doing.


Larger Context. There was a continuing and growing disagreement for about a year over roles and responsibilities of the support staff. The Council Committee Chairpersons were not getting the quality and amount of work from their federal support staff that they expected. The staff believed that they were being asked to do things that were outside the scope of their job and held to nearly impossible standards given all there was to accomplish. This culminated in some heated interactions that were becoming quite public. There was no process for resolving these disagreements and so strained interpersonal relationships were getting in the way of clarifying respective roles, responsibilities, expectations, outcomes and authorities.
Consulting Intervention. At it's first meeting the task force was able to share current feelings, brainstorm a list of questions to be answered as well as a brief discussion of each, and agree on a draft set of steps and decision process, stakeholders to be kept in the loop and final products with deadlines. The basic process that was agreed upon was a Delphi Technique  This is a process by which a questionnaire is designed and sent to a respondent group; the results are summarized  and based on these, a new questionnaire is resent for the respondent to reevaluate the responses.

A first draft of a questionnaire of proposed roles and responsibilities was developed from letters, issue papers, meeting minutes, memos and retreat notes issued from both the Agency and the Council and Committees during the prior 6 months. The items from those documents that seemed appropriate to the key questions identified by the task force were recorded in two columns: One for the Council roles, and one for the agency. The directions to the task force for providing feedback was key to airing important interests. Here are the directions that were given to the task force:


There were 12 roles mentioned in the materials. Please focus your review on those roles that are mandated for the council or the agency. Review each responsibility and record your comments in the left and right margins.


 • If you disagree with something or have a concern about something, make the necessary change that will make that item more acceptable to you.
 • If you have a question about something, list your question and your answer
 • If something is unclear, make it clearer by providing an example.
 • If something is missing, add it to the list.
 • If you totally disagree with something, cross it out or reword it.
 • If you feel something is particularly important, put an asterisk (*) next to it.
 • If you see two items that are essentially the same, say that.
 For any change that you make, please note the item number you are referring to and say why you want those changes made. That way, others will understand your reasoning and interests.


The task force went through this process of refining the results six times, sharing the results and collecting feedback from other stakeholders, most notable the Council Executive Committee and the Agency Staff. At several points in the process, the task force met to resolve any remaining issues and added a key staff member to the meetings. Interim and final drafts of responsibilities were presented to the Council as a whole. A memo of agreement was signed by executive leaders from both organizations.

Last Line. Where clarity of interests and expectations between disagreeing and somewhat antagonistic yet interdependent groups is necessary, a process that may be useful to focus the discussion is the Delphi Technique.                                              

  

Philip Heller is the senior associate of Learning Design Associates. For 35 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.

 

 

 

                                                                
                                       

AROUND TOWN

Tea and Dialogue - February 18

Please join us as we welcome in the new year with a new series of Tea & Dialogue events.  February’s event will be hosted at Pemco Insurance (325 Eastlake Avenue East, Seattle 98109).  Tea & Dialogue is an opportunity for thoughtful conversations and dialogue among our community, including prospective students, current students, alumni, friends, family, neighbors, and coworkers. Read more. . .

 

 

HOW TO REACH US                                     

                                                                      
President – Joey Pauley
Vice President – Magda C. Kaspery
Secretary/Treasurer – Carol Turner

Programming - Pooja Agnihotri
Past President - Rachel Dexheimer


Our Administrator is: Ann M. Baus 


The Editor of the newsletter is David C. Wigglesworth 

 

 

 

 

 
 
  Copyright © 2014 {Organization_Name}. All rights reserved.
Contact email: {Organization_Contact_Email}
                         
You are receiving this message because you opted in at {Organization_URL} and you are a current member of PNODN
Unsubscribe
 
Powered by Wild Apricot Membership Software