June 2015

                                   

From the President: 

I write this letter as the sun shines into my home office.  Summer weather started early this year but my schedule was booked out long before I knew the sun would be enticing me to move my practice outdoors. 

 

PNODN programs continues until June 15th, the final, “sunset” program.  The PNODN program sunrise is September 21st.  But our board will be meeting through the dawn of programming calendar to set up next year’s PNODN schedule. 

 

When our programs return I will be a Past President.  Our board is strong but small considering everything they do. Many of our executive positions are full but if you would like to be a part of leading PNODN please let us know.  If you have ever asked “Where is OD going as a field?” There are several initiatives that would be beneficial for the future of Organizational Development and you as a practitioner

 

 

Best,


Joey Pauley
President PNODN

   

                               

NEWS

We were saddened to hear the news of the passing of Roger Harrison on April 8.  He significantly impacted the birth and growth of the OD field.  He will be greatly missed by many.

 

Member Update

PNODN would like to warmly welcome the following new members:

 Osnat L. 

 Kathleen S. 

 Anita B.

 

 

 

 We thank them for their support of PNODN and invite you to join us as well. 

 

 

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PNODN is proud to partner with Lake Washington HRA, ATDps, Seattle SHRM  and ICF - WA state chapter for this exciting event:

3rd Annual Allied Professionals Networking Event

People Engaging People – Listen to Live PEPx Talks

Featuring Celebrated NorthWest Human Resource & Leadership Talent

SHRM HRCI Credits APPROVED!  ICF CEUs Pending

When:   June 9, 2015     

Time:    5:30 PM – 9:00 PM

 

Location:   Washington State Convention center

 

Cost:    $60.00 Registration begins May 23rd.


Please register early as space is limited.  Please select the professional organization that you are a member, guest of, or that you are affiliated with.

 

Enjoy an evening at the Washington State Convention Center where you’ll make new connections and gain insights into how people are engaging each other to unleash human potential while producing results for their organizations. There will be scrumptious appetizers, fun networking activities, a cash bar, and raffle prize drawings. HR and Senior leaders participating in our signature PEPx Talks will share new ideas for creating a culture where evoking human potential makes the difference.  Bring lots of business cards to share with other allied professionals as you expand your network!


Our Featured  PEPx Talks Celebrities include:

Claire Bonilla, Chief Global Officer at SightLife; Eileen McNamara, VP, HR & Labor at Group Health Cooperative; Ana White, GM Human Resources at Microsoft; Carol Stone, Senior Leadership Consultant at T-Mobile

 

Join more than 200 members of the International Coach Federation (ICF) Washington State, Association for Talent Development (ATD) Puget Sound, Lake Washington Human Resource Association (LWHRA), Seattle Society for Human Resource Management (SHRM) and Pacific Northwest Organizational Development Network for a fun and informative evening. These allied professional organizations share a common goal to empower the talent in their organizations to maximize potential.

 

 

 

 

Nurturing the best of both OD Network’s and IODA’s traditions, the  2015 ODN | IODA Annual Conference & 2nd OD World Summit  will connect communities to act and flourish together.

 

By bringing the world of OD together in Portland, we look forward to a truly international experience that will inspire all of us, create new opportunities, strengthen our Network of networks and help you to build strong bonds across all continents. This is why our theme is...

OUR FIELD ∙ OUR WORLD ∙ OUR IMPACT

To read more. . .

 

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PNODN May meeting  Rejection Proof with Jia Jiang

First of all, thanks Jia Jiang for saying YES to our invitation to come to PNODN and to facilitate our monthly meeting! During the meeting I was thinking: he could have rejected us, but instead, he included the NW in his book tour. PNODN is so honored for his willingness to share his stories.

 

Jias' humor helped to explain why rejection is painful. While he was unveiling his personal story, we were able to connect to our own experience. What a great storyteller! Laughter and head nods from the audience were reaffirming a connection between Jias' story and our personal ones.

 

A few learning lessons I got:

-          Fear of rejection is an universal fear;
-          We may feel fear of rejection because we are afraid of shame or guilt of something;
-          There is no magic, the transformation happens by exposure to potential risk of rejection;
-          Receiving a yes or a no may have zero relationship to who we are, it is about the circumstances where the other person is;
-          It is crucial to learn how to ask and why we are asking. Empathy works in our favor.

 

I left PNODN meeting positively transformed! Jia is simply spectacular!

 

Submitted by Magda Kaspery                                                                             

 

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Dealing with the feedback loop: Traditional and Global OD

by Shevat Allon

 

One of the major changes that Traditional OD needs is a remodeling of the underlying assumption that feedback and discussion generated by feedback serve as the ultimate platform to make organizational  improvements and create behavioural change.

 

Within cultures, there are certain things that are not discussed, from taboo to giving feedback about a characteristic that cannot change. The content of what is not discussed may change from culture to culture, but all cultures have the category of things that are not discussed. There is phenomenal variance between cultures on what is not discussable.

 

Cultures have different ways of discussing discrete & sensitive issues in what they see in an appropriate manner. For some cultures this may in a  very closed forum, or with close friends that you trust. Other cultures prefer management meetings.There is phenomenal variance between cultures about what is discrete and sensitive.

 

Cultures have different ways of viewing emotions including anger. In some cultures, emotions including anger must be part of a discussion to prove you are genuine. In other cultures, you must smile when you are angry to repress any emotion. And strangely, in another culture, one must speak in a civil manner, yet to write flaming emails is ok!

 

In the global organization, we can see a lot of these differences coming into play. Western cultures have almost a religious belief that discussion creates an opportunity to improve. In many other cultures, the price that is paid for disrupting harmony by having a such a discussion is so high that the risk is not worth taking.

 

Western OD promulgates genuine and authentic feedback and discussion as platforms for improvement. Clearly as someone raised in Traditional OD, I believe in the power of genuine and authentic feedback. However, as a global OD consultant, my beliefs are irrelevant and I need to ensure that I do not use my position to push people to take risks that they think are not worthwhile.

 

So, the global OD consultant often work behind the scenes to deliver messages and “make things happen”, whilst external harmony is maintained.

 

The Traditional OD consultant will continue to be a missionary of discussion Uber Alles. And when work dries up, he or she will wait till the market gets better.

 

 

SHEVAT ALLON is an Organization and Management Development Consultant based in Israel. During the past three decades Allon has accumulated thousands of hours experience with industry leaders all over the world: Fortune 500 companies, start ups and medium size businesses.Allon Shevat works globally with projects in North America, the Middle East, Japan, India, South East Asia and Australia.
  

 

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                June 15 Program:

"Leadership - The Rise of the Purpose Economy"

 The agrarian economy lasted 8,000 years. The industrial economy dominated for 150 years. The information economy emerged 60 years ago. Where is the next dominant driver of our economy? Where is our economy going in this ever-changing world?

Leading social entrepreneur Aaron Hurst predicts that purpose will supplant information as the core driver of our economy and that this new focus will force us to reexamine how we lead, manage, and market our organizations.
Aaron will lead a thought-provoking and interactive session focused on trends and drivers of the Purpose Economy, and relevant future implications for organizations, HR/L&D/OD professionals, and other leaders. Aaron will discuss economic trends brought on by the 'sharing economy,' the millennial generation, and breakthroughs in technology that are changing company structure and the function of HR.

Aaron will also discuss the importance of "calling"-oriented employees. Professionals who are focused on purpose and see their work as a calling have greater personal well-being and as a result are more productive and committed to their organizations. He will introduce how Imperative is using the latest research on purpose in the workplace to transform organizations and shape the future of work for the purpose generation. This informative program will be relevant for a wide range of industries, organizations, professions and levels.

                                                                                

                                

                                                                                                    

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Case Study

Savvy Slips, Learning on the Run
by Philip Heller
 
Learnings from Practice 7: Pitfalls of Transition


How might we help leaders assess their feelings and readiness for planned transitions?


The Request. The senior leadership team of a regional government science research institute requested help in reviewing their planned change effort to restructure the institute.


Larger Context. Given the propensity to conduct research, the institute began a systematic study of several possible organizational structures that were being considered according to criteria previously established. A few of the criteria included requirements to form more partnerships with clients and encourage more client involvement in deciding the focus of research. The leadership was getting ready, on the basis of employee input, to select a future structure for the institute. They realized that the employees and scientists would be anxious about the planned changes given the level of uncertainty over job security, changing roles and the perceived lack of control over their research agenda. There was also the belief that the leadership team may not have been giving an honest appraisal of their feelings and wants as well.


Consulting Intervention. A half-day workshop was conducted with the senior leadership team. A model of the emotional phases of change was presented (1). The emotions depicted were: Interest, certainty, doubt, hope, confidence, joyful pride, and satisfaction. Each individual placed a dot on the curve that represented their experience at this moment of their restructuring effort (2). The team was able to discuss the results, formulate some conclusions and consider implications for their change effort. Additionally, each person took a 9 item, 7-point semantic differential scale depicting important pitfalls that typically occur during change efforts (3,4). The team scores (average and range) for each item were compiled. The team was able to discuss their own analysis of the data and draw conclusions and implications for practical next steps.


Last Line. When the hidden emotions of leaders who are sponsoring a large change effort may be creating unintentional barriers, the Emotional Cycle of Change and Pitfalls of Change models may help create more transparency and provide ideas for practical sponsorship.


(1) The model was adapted from: Don Kelley and Daryl R. Conner, The Emotional Cycle of Change, in JE Jones and JW Pfeiffer, eds. The 1979 Annual Handbook for Group Facilitators (San Diego, Calif.: University Associates, Inc., 1979). 31. Ibid., 118; Ronald Havelock, The Change Agent’s Guide to Innovation in Education. (Englewood Cliffs, NJ, Educational Technology Publications, 1973)


(2) For a copy of the model used, go to: http://learningdesigna.com/resourcescategory/change-management/ and select The Emotional Phases of Change.


(3) The Pitfalls Model was adapted from: Bridges, W. Organizations in Transitions, 1989,. Davis & Salasin. The Utilization of Evaluation. In: Handbook of Evaluation Research, Vol I, 1975. Glaser, Abelson, & Garrison. Putting Knowledge to Use, 1983. Havelock, R.G., The Change Agent’s Guide to Innovation In Education, 1973. and Shepard, H. A. Rules of thumb for change agents.


(4) For a copy of the Pitfalls Survey and the model created, go to: http://learningdesigna.com/resourcescategory/change-management/  and select Pitfalls of Change Survey & Tips.                                               
                         

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.

© 2015 Philip S. Heller, Savy Slips, Learning on the Run 7 Pitfalls of Transition

 

 

                                       

 

                                                                
                                             

 

 

Thank you to our Sponsor - Adaquest.  We appreciate your support.


 

 

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 

 

 

From The Editor

This is your newsletter and we welcome and encourage your contributions. They could include personal news of a professional achievement, a brief article of interest, a short book review, a case study, a cartoon, a joke that is OD relevant and/or anything else that might be of interest to your colleagues who are our readers. I thank you in advance.

 

                                       

 

                                       

 

 

 

 

 

 

 

 

 
 
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