Module+I

//**Chapter Readings and Discussion Questions**//

//**Module I**//

//**Balance:** Most of the things we do in this world require balance. In creating and sustaining organizations we have to balance the short term transactional tactics with the long term strategic goals. The longer, wider, and deeper our thinking the better our capacity to deal with the imediate in context to our strategy and to act from a systems perspective.//

In Chapter 1, **Beckhard** introduces us to looking at organizations as a whole entity impacted by an outer environment that requires an "openess" throughout to be efffective and healthy (p.4). How does Beckhard's ideas compare with your own? What can you add to his assessment?

> Draw on your experiences in toxic or unhealthy organizations. What dynamics characterized those organizations? What was it like for you to be a member? How did you feel? What were the implications for you and others?

In chapter 46, **Hart** provides us a 40-year global system perspective that raises questions as to the extent of our capacity to be innovative enough in a balanced innovative way to sustain a world that will double in human beings (and probably many other forms of life) on this planet within this time-frame. From his projections it is clear that the greening he is talking about is more than just an "inconvenient truth".

1. What institutions does Hart believe have historically managed such burdens? Do you agree that these institutions are the best equiped to continue to handle them?

2. How does Hart's whole systems view embrace the characteristics of a healthy and effective organization described by Beckhard? Which characteristics of Beckhard's do you believe would best meet the challenges of Hart's projections. What additional items would you add?

3. What role can you play in the organizational systems in which you work to help meet the challenges Hart cites?

[|The Myth of Scientific Management][|Audio interview with Jill LaPore], professor at Harvard and article author.

Assignment - Activities

 * Developing a Personal Change Agent Manifesto**:

In today's organizations each leader/manager is expected to manage aspects of change/innovation/strategy as part of their role. C suite executives ([|CMO, chief marketing officer;] [|cmo report] ; CTO, chief technology officer; CIO, chief information officer [|Three types analysis final.pdf]; CFO, chief financial officer) are often hired to lead change/transformation, plus strategy and yet are not equipped to do so. The half life of these positions, before the global financial crisis, was running 18 -23 months due to increased skill demands, particularly leading change, transformation and strategy. CEO roles have not been immune to high turnover either as evidenced by highly visible CEO's resignations. Although there has been a s[|low down since 2007] expectations are that C suite turnover will begin anew in 2010.

//The change literature is filled with different models and approaches to change and sometimes complementary, sometimes inconsistent.// //Good change agents or consultants understand their own beliefs and perspectives on change, and how these inform their work.// //What and how consultants (internal or external) see, believe, frame, and ignore are critical in determining how (and if) they can be of service to their client systems. **Another way to see this is from the perspective of a person at any level in a company - how they can use these models, or parts of them, to bring about constructive change.**//


 * Assignments**

//1a. What is your **personal (autobiographical) Values Statement of change** ?// W//rite out a personal statement (no more than one page) that reflects your beliefs, values, skills, passions, commitments, frames, and strengths as a leader and facilitator of change, and be prepared to share and discuss this in small groups. We will work in pairs to generate first draft.// // **Dialouging pairs**: Consultants use dialogue (conversation) to assist clients in learning about themselves, their current capacities, and the road to increased effectiveness. You will form such pairs. The purpose of activity is for each member of the pair to serve as a resource to each. Each is to interview his/her partner to help the other acquire a deeper understanding of his/her strengths, passions, and possibilities as a consultant. Probing for the meaning of and the legacy from the events, people, and places identified. This activity is, in fact, a microcosm of consulting in action. // //** Begin Tuesday, March 29, complete and share with entire class Thursday, March 30th. Note: We will revisit in second week and again later in the semester. **//

1b. **Creating a Diagnostic Model.** A Diagnostic model is a framework or a structured perspective we can use to, in a logical and theoretical way look at situations in organization as well as the situations they are in and chalenges with which they are faced. Beckhard provides his definition of organizational effectiveness and health on p.4. He adds John Gardner's (p.5) and Ed Schein's (p.6) perspectives on the same set of issue. __Using the three authors' input as a starting point, develop a preliminary diagnostic model that can be used to assess organizational effectiveness and health. What are your preferred components of such a model? How can could they be apolied/used in organizations you have worked in? Students will work alone or in small groups. You will present your models, and the total group can explore variations and commonalities among those presented.__
 * Due Thursday, March 30th for class discussion. Note we will revisit later in the semester. Half page to one page (you may include a graphic to if you wish). **


 * Consider the three assignments as a whole. First, you have your personal Values Statement; second, your Diagnostic Model is framed by your Values Statement integrated with a theory of changes or rationale; third, you provide an example from experience of the Diagnostic Model in action - its application. Note: If using a company name poses a confidentiality issue describe the company by financial size, industry, number of employees, type of product or service or just say it is like one of its competitors. If the company is DuPont say "like a Monsanto."**

Note: Your Value Statement, Diagnostic Model and its application __must come from your own beliefs, preferences, experiences if they are to be of any value to you__. It's not so different than writing out a value statement about how you will treat your life partner and creating a model that will help you diagnose the symptoms of the health of that relationship for now and in the future. You probably would not want to use someone elses values and model!