View
216
Download
3
Tags:
Embed Size (px)
Citation preview
www.teamsandleaders.com
Organizational Development
A teeny tiny glimpse...
www.teamsandleaders.com
Team Through a Hoop
www.teamsandleaders.com
Objectives
• Demonstrate how OD affects us personally, regardless of our position in an organization
• Demonstrate the issues facing organizations
www.teamsandleaders.com
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 • E Q • Wrap-up & Additional Resources
www.teamsandleaders.com
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 ManagersWithin 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 SupervisorsTo improve operations and employee involvement, establish high
involvement work teams, improve organizational communication, develop supervisory training or new reward systems
Line WorkersTo facilitate job redesign improved performance, teambuilding or
improvement in the work environment
www.teamsandleaders.com
Performance Gaps
Micromanaging
Role Ambiguity
Infighting
Conflict
Low Morale
Biz Growing Pains
Diversity Issues
Grooming Future
Leaders
Skill Building
What Issues Can OD Address?
Decisions Don’t Stick
High Turnover
Lack of Mission/Vision
Ineffective Norms/Patterns
www.teamsandleaders.com
How are Issues Addressed?
Organizational Effectiveness
Employee
EffectivenessChange Management Executive Development
Strategic Planning 3rd Party Conflict Resolution
Group Facilitation Customer Service Training
Org Restructures Leadership Development
Sociotechnical Systems Design
Workforce Diversity
Action Research Communications Training
www.teamsandleaders.com
The Waterline Model*Task
Maintenance
Structure(Roles & Goals)
Group(Dynamics and Development)
Interpersonal(Between 2 People)
Intrapersonal(Within an individual)
X X X X
*Adapted from Harrison, R. (1979) The Waterline Model: A Diagnostic Intervention Model for Managing/Leading
Groups.
www.teamsandleaders.com
Secret Sauce for Success?
• Sponsorship
• Systemic Thinking
• Expecting and Addressing Resistance
• Balancing Task and Maintenance
• Addressing 3 Factors
www.teamsandleaders.com
The Rub
• Metrics- How do we know we have succeeded?
• Change- even change for the better-is hard.
www.teamsandleaders.com
Helium Stick
www.teamsandleaders.com
Emotional Intelligence
Self Awareness Self Management
Social Awareness
Relationship Management
Personal Competence
Social Competence
What I see What I do
www.teamsandleaders.com
1. Public
4. Unknown3. Hidden
2. Blind
Known to Self Unknown to Self
Known to Others
Unknown to Others
Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics. Palo Alto, CA: National Press Books.
We can only access this by receiving feedback from others
Johari’s Window
www.teamsandleaders.com
Review
www.teamsandleaders.com
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.
• O’Neill, Mary Beth. (2000) Executive Coaching with Backbone and Heart. San Francisco: Jossey-Bass.
www.teamsandleaders.com
Behavioral Patterns
Under-perform
Micromanage Lack of follow-through
Distrust
Trust
Accountability
www.teamsandleaders.com
Conviction/Connection Model
ConnectionC
on
viction
EnmeshedDisengagedAvoidance
Rigid - Inflexible
Over-accommodating
www.teamsandleaders.com
Triangulation
*Based on the work of Murray Bowen
You Them
3rd Party
www.teamsandleaders.com
Communication Breakdown
Visuals55%
Words7%
Vocals38%
Visuals
Vocals
Words
*Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton.
www.teamsandleaders.com
The Interpersonal Gap Model*
A’s private intentions
A’s observable
actions
B’s private interpretations
*Based on the work of John Wallen, PhD.
Pass through filters and are transformed
Into…
Pass through filters and are transformed
Into…
www.teamsandleaders.com
Age Birth Order
Gender
Marital Status
Religion
Organizational Role
EducationWork Background
Income
Family Norms
What are YOUR filters?
Ethnicity
Physical Abilities
Values
Sexual Orientation