Spring Year 2019 Year Vol. 51 Vol. No. 2 ISSN 2640-0669 Leadership and OD 3. From the Editor 6. Leadership Illusions: Important Implications for Leaders and Training and Coaching Leaders D.D. Warrick 14. The Rise and Fall of OD—and Two Paths Forward Martin Goldberg 21. Collaborative Change: Generative Approaches that Transform Organizations, Revitalize Communities, and Develop Human Potential Steven H. Cady 26. Dialogic Meaning-Making in Action Robert J. Marshak 32. Systems in Crisis: Practicing OD in a VUCA Environment Nadia Bello and Precious Campbell 39. An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study Yabome Gilpin-Jackson with Carole Falkner, Dale Min, Jacquie Block-Glass 48. When External Trends and Internal Practice Collide: Is There an App for That? Allan H. Church, James A. Scrivani, Breanna M. Paynter 57. 58. Developing Essential Leadership Skills through Simulation Bette Gardner 60. Leadership Culture by Design Matthew J. Painter 63. The Imperative for Adaptive Organizations: Is Self-Management a Viable Model? MJ Kaplan 66. Employees Need Us to Prevent Conflict, Not Just Resolve It Liane Davey Spring Year 2019 Volume 51 No. 2 Organization Development Review Published quarterly Anne Gardon, MSW Dalitso Sulamoyo, PhD Copyright 2019 Principal, Strategies for Change Now, CEO, Champaign County Regional Planning Organization Development Network, Inc. Poughkeepsie, NY Commission, Urbana, IL ISSN 2640-0669 Tim Goodly, PhD Ross Tartell, PhD HR Executive, Vinings, GA Independent Consultant, Wilton, CT Editor-In-Chief Tonya Hampton, EdD Maya Townsend, MSOD John D. Vogelsang, PhD Senior Director D&I and Engagement Lead Consultant, Partnering Resources, HealthPartners, Minneapolis, MN Cambridge, MA Proofreaders George W. Hay, PhD Lynne E. Valek, PhD Loni Davis, PhD Associate Professor, Business Psychology Department Adjunct Faculty, Alliant International University Annette John-Baptiste, PhD The Chicago School of Professional Psychology Fresno, CA Chicago, IL Annie Viets, EdD Editorial Review Board Alla Heorhiadi, PhD, EdD Associate Professor of Management, Philip T. Anderson, PhD Vice President, SEAM, Inc.; Director, SEAM Institute Prince Mohammad Bin Fahd University, BKD Consulting, Grayslake, IL Minneapolis, MN Khobar, Saudi Arabia Michael Brazzel, PhD Eric D. Hieger, Psy.D. Don D. Warrick, DBA External Consultant, Columbia, MD Regional Head of Organizational Effectiveness, Professor, University of Colorado, Learning, and Leadership Development, Kaiser Colorado Springs, CO Gordon Brooks, MSOD Permanente, Honolulu, HI Independent Consultant Ilene C. Wasserman, PhD David W. Jamieson, PhD President, ICW Consulting Group Gervase Bushe, PhD Associate Professor and Department Chair, Beedie School of Business, Henry E. Williams, PhD Organization Learning and Development, Simon Fraser University, Vancouver, BC, Canada Assistant Professor, Organizational Leadership University of St. Thomas, Minneapolis, MN Purdue University North Central Steven H. Cady, PhD Norm J. Jones, PhD Westville, IN Graduate Faculty Member, Bowling Green State Chief Diversity and Inclusion Officer for Amherst University, Bowling Green, Ohio Therese Yaeger, PhD College, Amherst, MA PhD and MSMOB-OD Programs Mee-Yan Cheung-Judge, PhD Judith Katz, EdD Benedictine University, Lisle, IL Visiting Fellow, Roffey Park Managment Institute; Executive VP Dean, NTL/Q&E OD certificate program The Kaleel Jamison Consulting Group, Troy, NY Design Allan H. Church, PhD Anne Litwin, PhD Whitehouse & Company, New York, NY PepsiCo, Inc., Pound Ridge, NY Anne Litwin & Associates, Jamaica Plain, MA Production David Coghlan, PhD Jackie M. 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Organization Development Network Organization Development Board of Trustees Kristy Lapidus, Annual For information regarding advertising oppor- Network Gary Mangiofico, Chair Conference Chair tunities in the Organization Development Review, please contact [email protected] 1000 Westgate Drive Lori Blander, Vice Chair Julian Chender, ODEA Suite 252 Amy Cowart, Treasurer Student/Recent Alumni Membership in the OD Network Saint Paul, MN 55114 Cindy Miller, Secretary Liaison • Individual Membership: $225 T: 651.379.7292 Lee Helgen, Executive • Persons over 65: $115 F: 651.290.2266 Linda Denton, Trustee Director • Full-time students in a degree program Glen Earl, Trustee E: [email protected] (employed half-time or less): $115 Cheryl Throgmorton, Trustee Communication Director Please direct all inquiries to: www.odnetwork.org Brian Fewell [email protected] From the Editor Leadership and OD mindsets that may be identified and Organization Development team respon- addressed during everyday conversations. sible for engagement strategy needed to Welcome to the spring issue of Organiza- To help support understanding and prac- answer. tion Development Review. tice of the method, the underlying prem- Allan H. Church, James A. Scrivani, D. D. Warrick focuses on the need for ises and core concepts are reviewed along and Breanna M. Paynter contend, if organi- self-aware leaders who know how to mini- with examples to illustrate key ideas and zation development (OD) is to remain rel- mize their possible leadership illusions and suggested actions. evant and impactful as a field, practitioners the need for organizations and organiza- Nalia Bello and Precious Campbell need to be constantly on alert regarding the tion development professionals to provide explore the use of organization develop- latest trends, theories, and concepts being much needed training and coaching in pre- ment theory and practice during a recent pitched in organizational settings. It is crit- paring leaders to be more self-aware. natural disaster in India and in a current ically important that we are aware of what Martin Goldberg discusses the socio- period of civil unrest in Central America the business world is talking about at the economic and psychological ground in from the perspective of two relatively new “proverbial watercooler” so we can most which a “golden age of OD,” from the late- North American scholar-practitioners. effectively assist the organizations we sup- 1960s to mid-1990s, took root and soared; Within the last six months, the authors port. In the recent past, for example, con- then those conditions that led to its wane. found themselves in situations beyond cepts such as emotional intelligence (EQ) This mini social and intellectual history the level of organizations: situations that employee engagement, and learning agil- is followed by distillation of two strategic utterly disrupt the way organizations go ity have quickly gone from being intriguing paths forward, underway in fact since OD’s about their daily business; situations that new ideas in academia worthy of further glory days faded. threatened health, safety, quality of life, and theory development and research, to major Steven H. Cady reflects on the past even life itself, as well as relied upon and practice areas for consulting firms engaged seventy years of work in organization devel- taken for granted social orders, imperfect in selling tools and interventions. opment and change. Many of the change as they are. processes have evolved away from small Yabome Gilpin-Jackson, Carole Practicing OD groups conducting traditional action Falkner, Dale Min, and Jacquie Block- Editors: Stacey Heath, Deb Peters, research or leader groups determining the Glass recognize that change is a challenge and Rosalind Spigel best way forward. Today, we are emerg- in any organization, but especially in the Bette Gardner describes a team learning ing on a new era with a more collaborative context of a complex health care organiza- simulation, Friday Night at the ER. system- wide engagement. tion, with reach across multiple commu- Matthew J. Painter offers a roadmap that Robert J. Marshak uses the phrase nities, services, and partnerships. Fraser helps foster a leadership culture. “dialogic meaning-making in action” to Health is the largest of seven health author- MJ Kaplan explores self- management as a capture the essence of a method that is ities or agencies providing public health viable adaptation to competitive pressures. based on the premise that the way peo- care services in British