Key+Themes+Second+Half+of+Organization+Systems


 * __ KEY THEMES FOR SECOND HALF OF ORGANIZATION SYSTEMS __**

"Smart people" seldom give reflection about why or why not they succeed; they do not experience double loop learning. There are 3 social issues for all Groups -
 * 1. Levels of Intervention (Engagements) **
 * ** Why Smart People Need to be Taught: **
 * ** Facilitative Processes for small/large Groups **
 * >Edgar Shein: Facilitative Process Interventions - Group Task Processes. **
 * >Edgar Shein: Facilitative Process Interventions - Group Task Processes. **

1. Boundary Management: Acceptance of Self and Others, exclusion, Identity Preservation 2. Survival/Task Accomplishment 3. Interpersonal relationship management __And__, there are 3 observable areas from which to view the above as well as execute interventions. (Content, Process, Structure)

Shein also notes a two cycle (or two part) approach for Problem Solving: Part/Cycle 1 -Problem Formulation, 2. Generating of a proposal for action, 3. Forecasting consequences of proposed action Part/Cycle 2 - Action planning, Action Steps, Evaluation Activities

**>Bunker & Alban** use a variety off Large Group Processes. In addition to Weisbord **Future Search Conference** they have experience with six other Large Group Processes: - Real Time Strategic Change - Large Scale Interactive Event - ICA Strategic Planning Process - Simu-Real - Participative Design Bunker & Alban note 3 major dilemma's in working with Large Groups: 1. Dilemma of Voice 2. Dilemma of Structure 3. Dilemma of Egocentricness Large groups can also be vulnerable to the "contagion affect"
 * Large Group Interventions & Dynamics **
 * - Open Space Technology **


 * 2. Understanding The Basics for Effective Change Strategies **

**>Joseph Raelin** found that an effective method for creating change is to confront work challenges in real-time. That is to learn through the actions groups and individuals take while working. This is achieved through programmed instruction and spontaneous questioning. He termed it //Action Learning.//
 * Action Learning & Action Science - Are they different? **

Action science is a deeper, psychological approach giving attention to self-awareness. The difference in application is apparent when it comes to how actively or passively they should be managed, and the risks posed to individuals due the difference in psychological focus and sociological focus.

**>Cooperrider and Sekerka** - Appreciative Inquiry (AI) is a method/process of focusing on the positive potential in an organization by taking four steps: 1) discovery, 2) dream, 3) design, 4) destiny. The creators of AI find that those involved in the process experience their energies being harnessed and highly activated. The 'problem side' of the organization is not explored.
 * Appreciative Inquiry **

**>John Kotter** looks at the other side of change efforts - why they fail! Rushing through the effort and skipping steps most often lead to failure. He establishes an eight step method for effective efforts:
 * Leading Change: Why Transformation Efforts Fail **

1. A sense of urgency 2. Forming a powerful guiding coalition 3. Creating a vision 4. Communicating said vision 5. Empowering to create/enable performance improvements 6. Planning for and creating visible performance improvements 7. Consolidating improvements and continuing the change effort 8. Institutionalizing new approaches

> **Lee Bolman & Terrence Deal -** **Reframing Change: Training, Realigning, Negotiating, Grieving and** ** Moving On **

Major organizational change (as well as to some degree somewhat minor sub-organizational changes) generate four categories of issues:

1. Generates feelings of lack of control, of being valued and effective 2. Disrupts existing patterns of roles and relationships, producing confusion and uncertainty. 3. Creates conflict between 'winners' and 'losers' of those are perceived to benefit and those who do not. 4. Generates sense of loss of meaning for those who don't "own" the change.

These four issues can be avoided by inclusion and participation up front, and does require reflection, expression of feelings, mourning and then a letting go and moving on.


 * 3. Bradford & Burke - The Future of OD **
 * O-Change and E-Change are of equal importance. To create this balanced approach 3 key problems need solving:

1. Rather than look at organizations as systems because of lack of knowledge, or limited contract with client that requires only fixing a problem in one area rather than looking at the consequnces of the 'fix' on other organizational parts; lack of business perspective and understanding of sociotechnical interdependencies/interaction; consultants lack of power to bring all organization's capacities to work on the efforrt, and made even more difficult in complex organizations. 2. Too exclusive an emphasis on human processes: excludes task and content issues; ignores sociotechnical systems; over simplifies diagnoses. 3. Rigid adherence to humanistic values, making OD' s strength a weakness: advocacy for right values vs effectively dealing with organization challenge; frames client as the 'enemy"; double-looped learning is blocked; devalues organization's culture and values and therefore politics; limits system perspective.

Only by overcoming competency, strategy and leadership barriers will OD continue to be a major player in the future. In other words, a balanced approach that frames challenges and opportunities from a system perspective, that looks at values, missions goals core organizational competencies, leadership, capacity, etc. can OD serve the growing complexeties organizations face.