Key+Themes+Addressed+SecondHalf+of+Organization+Systems


 * __KEY THEMES FOR SECOND HALF OF ORGANIZATION SYSTEMS__**


 * 1. Levels of Intervention (Engagements)**

There are 3 social issues for all Groups - 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. (1. Content, 2. Process, 3. 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 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. Egocentric Dilemma Large groups can also be vulnerable to the "contagion affect"
 * Teaching Smart People How to Learn by Chris Argyris**
 * ** Why Smart People Need to be Taught: They seldom give reflection about why or why not they succeed; they do not experience double loop learning. **
 * ** Facilitative Processes for small/large Groups **
 * >Edgar Shein: Facilitative Process Interventions - Group Task Processes.**
 * Large Group Interventions & Dynamics**
 * >Bunker & Alban** use a variety off Large Group Processes. In addition to Weisbord **Future Search Conference**
 * - Open Space Technology**
 * We focus on Future Searches and Open Space Meetings in this course.**

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.//
 * 2. Understanding The Basics for Effective Change Strategies – Joseph Raelin**
 * Action Learning & Action Science - Are they different?**
 * >Joseph Raelin** found that an effective method for creating change is to confront work challenges in

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.

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.
 * Appreciative Inquiry**
 * >Cooperrider and Sekerka** - Appreciative Inquiry is a method/process of focusing on the positive potential

steps most often lead to failure. He establishes an eight step method: 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 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.
 * Leading Change: Why Transformation Efforts Fail**
 * >John Kotter** looks at the other side of change efforts - why they fail! Rushing through the effort and skipping
 * < Lee Bolman & Terrence Deal -** **Reframing Change: Training, Realigning, Negotiating, Grieving and Moving On**
 * >Kouzes and Posner****: Action Learning and Action Science - Are they Different?**
 * Three of the things effective leader do in enlisting others in their vision is to:**
 * 1. listen to them deeply**
 * 2. generating and appealing to a common purpose**
 * 3. give life to it by expressing it in a) powerful language, b) positive communications and) nonverbal expressiveness.**