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Spring Year 2019 Vol. 51 No. 2 No.

ISSN 2640-0669 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 , 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- 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 Development Review

Published quarterly Anne Gardon, MSW Dalitso Sulamoyo, PhD Copyright 2019 Principal, for Change Now, CEO, Champaign County Regional Planning 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 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 , 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 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. Milbrandt Frank Brayton, San Francisco, CA School of Business Studies, University of Dublin, Research Associate, University of St. Thomas; Dublin, Ireland Independent Consultant, Saint Paul, MN John Conbere, MDiv, EdD Organization Development Review is now Deborah A. O’Neil, PhD President, SEAM, Inc.; Director, SEAM Institute available to academic and corporate libraries Director, MOD Program, College of Business, Minneapolis, MN by special subscription. We invite you to Bowling Green State University, Bowling Green, OH Daphne DePorres, EdD include this publication in your library Cathy Royal, PhD Distinguished Visiting Professor, United States Air resources. Senior Consultant, Royal Consulting Group, LLC Force Academy, Colorado Springs, CO Riverdale, MD Library Subscriptions Marjorie Derven USA Canada* All Other* Peter Sorensen, Jr., PhD Managing Partner with Director, PhD Program University Hudson Research & Consulting Benedictine University, Lisle, IL Non-profit $150 $160 $180 Glen B. Earl, PhD Corporate Nancy L. Southern, EdD Department Chair, Business Psychology, For-profit $200 $225 $255 Chair, PhD Organizational Systems Program The Chicago School of Professional Psychology, Saybrook Graduate School, San Francisco, CA Dallas, TX Individual Subscriptions $90 * All prices in US funds.

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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 respon- addressed during everyday conversations. sible for engagement 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 (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 Columbia, Can- Liane Davey focuses on two approaches to ple see and act in the world is determined ada. How does engagement unfold inside prevent, rather than resolve, conflict. by the contents of often out-of-awareness this world? This was the question that the John Vogelsang

Former Editors Larry Porter 1973–1981 Raymond Weil 1982–1984 Don & Dixie Van Eynde 1985–1988 David Noer 1989–1992 Celeste Coruzzi 1993–1995 David Nicoll 1996–2000 Marilyn E. Blair 2000–2008

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

From the Editor 3 Organization Development Review Special Issue – Winter 2020 Deepening Our Understanding of Use of Self Call for Articles

While the Use of Self has been around We invite articles that explore topics the OD field since the early founders such as (but not limited to): began, there has been little direct lit- erature written in OD about it. Thank- »» How has the concept of Use of Self fully, various elements have been contributed to the field, especially in discussed along the way from gestalt, improving the effectiveness of the interpersonal relations, social psychol- field of OD? ogy, psychotherapy, and basic individual »» What will the field look like if we do psychology, some aspects of leadership not focus on Use of Self? and some focused in and »» Are there generational or cross-cul- nursing. It is time we work on expand- tural differences in working with ing and deepening our understanding Use of Self? of use of self and how it plays impor- »» What have we done well in promot- tant roles on the impact and results of ing Use of Self? What more do we what we do and what all professionals need to do? involved in serving and helping do. We »» What are cross disciplines’ views on want to know what people are doing, Use of Self, and the implications on how people think about and use the con- practice? cept, how they learn about it and con- »» What type of educational and devel- tinue to develop themselves, and what opment programs should we inno- people think should be done to improve vate to help OD practitioners to the understanding and use this criti- engage in this life long development cal aspect of our self-management. We in their Use of Self? need to become clearer about what it »» How can we assess use of self? The is, how it influences our impact, How improvement and development over we need to teach it, and the pathways to time? continuous development of our Use of »» How do we measure the impact Self as we progress in our practice. of Use of Self on others and the system? »» Does Use of Self have different applications at different levels of system? »» What is the importance of Use of Self in sustaining the future of the field?

4 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 »» How can we bring Use of Self to other critical roles serving and help- Special Issue Guest Editors: ing others such as leaders, doctors, professors, etc? Mee-Yan Cheung-Judge, BSc, MA, PhD, David W. Jamieson, PhD, is ­Professor »» How do other fields of knowledge is a “scholar-educator-practitioner” and Chair, Organization ­Development treat the subject of Use of Self? working globally with organizations Programs, at the University of St. »» What are other needed research to deliver powerful transformational Thomas. He is also President of the questions to improve our under- change. She is a senior visiting Fellow Jamieson Consulting Group, Inc. and standing and how widely it gets of Roffey Park Management Institute in a Distinguished Visiting Scholar in considered? the UK and the Singapore Civil ­Service other OD programs. He has nearly College. She founded the OD Network 50 years of experience consulting to We encourage submissions from in Europe and has been the Dean of organizations on leadership, change, around the world. the NTL European OD certificate. She strategy, design, and human resource is the author of numerous OD ­articles, issues. He is a Past National Presi- The articles submitted can be: books, and reports. Cheung-Judge dent of the American for Train- »» Regular articles (up to 4,500 words) was a ­recipient of the ODN’s Lifetime ing and Development and Past Chair »» Shorter articles (up to 1,600 words) Achievement Award in 2013, the Richard of the Management Consultation Divi- »» Brief notes (approx. 600 words) Beckhard Award for Contribution to the sion and Practice Theme Committee of Field of OD by IODA in 2016. HR Maga- the Academy of Management. He was In addition, we invite quotes about why zine in the UK voted her one of the top recipient of The Lifetime Achievement Use of Self is important in our work and influential thinkers in the field of HR Award from the Organization Develop- in sustaining the future of the field. in 2008, 2013, 2014, 2015, 2016, and ment Network (2012) and Distinguished 2017, culminating this year in naming Scholar-Practitioner Achieve- Submissions due by: her to the top of its rankings as the most ment Award from the Academy of Man- September 1, 2019 influential thinker of 2018. She can be agement (2015). He can be reached at reached at [email protected]. [email protected]. Send to: John Vogelsang jvogelsang@ earthlink.net; Mee-Yan Cheung-Judge [email protected]; and David W. Jamieson [email protected].

Thank you.

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

Organization Development Review –Special Issue Call for Articles 5 “The greater the responsibilities and the higher leaders advance, the greater the potential consequences from a lack of leadership awareness and leading with leadership illusions.”

Leadership Illusions

Important Implications for Leaders and Training and Coaching Leaders

By D.D. Warrick You most likely have experienced the 2012; Goleman, 2014). However, building leader­ship illusions phenomena. An illu- organizations and groups for success and sion is seeing something different than it effectively leading and managing change is. The more illusions leaders have about are highly dependent on leaders having a themselves and other relevant informa- clear sense of reality. tion, the more flawed their thinking, per- Keep in mind in reading the article ceptions, behaviors, and decisions will be. that while the article may bring to mind Perhaps you have experienced decisions both good and bad leaders you have expe- coming from the top leader, or a top-level rienced who clearly have leadership illu- leader that make no sense to those who sions, the emphasis should be on clearing must carry the decisions out. The leader up your own possible leadership illusions. never bothered to listen to those closest to If someone else was reading this article, the issues being addressed and is certain they may very well have thought of you or the decisions are just what the organiza- me as the ones with leadership illusions! tion needs. Maybe you know of a leader Also, keep in mind that even though the who he or she is an excellent and article is about leadership illusions, we are beloved leader. However, the reality is just all likely to have some blind spots and can the opposite. Employees see the leader as learn from the concepts being presented. an arrogant, know-it-all leader with a big ego and little awareness of what is going on Leading with Leadership Illusions Can or how he or she is perceived. Have Significant Consequences

The Major Focus of the Article The reality is that leading with leadership illusions is no small matter and that lead- This article will focus on the need for self- ership illusions can have significant con- aware leaders who know how to mini- sequences to one’s own effectiveness, the mize their possible leadership illusions effectiveness and morale of those who and the need for organizations and organi- ­leaders lead, and to whole organizations, zation development professionals to pro- countries, , and groups of all types vide much needed training and coaching and sizes. For example, numerous stud- in preparing leaders to be more self-aware. ies have reported the impact of unaware Interestingly, although some experts have leaders on employee , morale, cited self-awareness as the most impor- and health. One study reported that caus- tant leadership capability to develop, train- tic, abrasive, and overbearing bosses may ing in self-awareness and how to minimize be taking years off their employee’s lives leadership illusions is rarely included in (Armstrong, 2005). leadership development and organization Especially in these fast-changing development efforts (Hougaard, Carter, times, leaders at all levels are needed that & Afton, 2018; Toegel, Ginka, & Barsoux, are skilled leaders committed to achieving

6 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 high level results and building healthy 1. Narcissistic Leaders. Narcissistic lead- 3. Mostly Aware Leaders. Mostly aware organizations. To do so and be effective in ers are leaders who tend to be know-it- leaders are leaders who have a high today’s times, leaders will need to have a all, egotistical, overly-confident leaders level of self-awareness as well as an keen sense of self-awareness and be skilled who have an inflated and unrealistic awareness of what is going on that at listening to others, involving and engag- view of their capabilities and how they impacts their effectiveness. They ing others, building trusting relationships, are perceived (Carlson, 2014; Maccoby, make special efforts to welcome feed- and welcoming and seeking candid com- 2007; Maccoby, 2004; Rosenthal & back and listen to the ideas of others munication and helpful feedback. Edgar Pittinsky, 2006). They are known for and to assure that they are in touch and Peter Schein in their top selling book, having a grandiose view of self while with what is going on with those they Humble Leadership: The Power of Relation- showing little concern or for lead and with information relevant to ships, Openness, and Trust, point out that others and for having a high regard for their effectiveness. Mostly aware lead- the old top down leadership where leaders their own opinions and ideas and lit- ers are typically humble leaders that are know-it-all leaders who make most of tle regard for the ideas and opinions genuinely care about the welfare and the decisions and keep a professional dis- of others. They discourage or dismiss ideas of others and create a safe envi- tance with employees is “hopelessly inflex- feedback unless it fits with their own ronment for open and candid com- ible and outdated.” They point out that perceptions of reality. munication. The term “Mostly Aware” future leaders will need to be much more Narcissistic leaders are the most is used to acknowledge that even the relational and able to build more personal, likely candidates for leadership illu- most aware leaders are likely to have a trusting, and open relationships as well sions. Since their reality is the only real- few blind spots and may not be aware as cultures also built on more personal ity and they are not that interested in of some information that could influ- intragroup and intergroup relationships soliciting ideas and feedback from oth- ence their effectiveness. Before placing (Schein & Schein, 2018). All of these skills ers, they must rely on their own some- yourself in the Mostly Aware category will require highly self-aware leaders that times distorted perceptions of reality you may want to consider that a study are in touch with the people and realities and the likely distorted information oth- by Tasha Eurich highlighted in the Har- they are involved with and that lead with ers share with them for fear of conse- vard Business Review estimated that only minimal leadership illusions. The greater quences for being candid. While some 10-15 percent of people are self-aware the responsibilities and the higher leaders narcissistic leaders are smart enough (Eurich, 2018). advance, the greater the potential conse- and manipulative enough to be highly quences from a lack of leadership aware- successful at achieving their personal Examples of Leadership Illusions ness and leading with leadership illusions. , they are sure to have numerous and Their Consequences leadership illusions that will have con- Degrees of Leadership Illusions sequences for them and the organiza- The following six real life examples illus- tions or groups they lead. trate that leadership illusions are a very real The term “self-awareness” in this article is 2. Moderately Aware Leaders. Moder- problem that can have significant conse- intended to include both personal aware- ately aware leaders are well intended quences. Some examples are taken from a ness and an awareness of what is going leaders who have a good but not great series of case books on leadership, leading on in the organizations and groups that sense of self-awareness and aware- change, and changing culture (Warrick & leaders are leading as well as other impor- ness of what is going on. Their good Mueller, 2011; 2012; 2014). tant information leaders need to be aware but not great sense of awareness could of to be effective leaders. The theories occur for many reasons. For example, Example 1: A leader who is very intelli- that particularly place a strong emphasis they may not actively seek feedback gent and competent at many things but on self-awareness are Servant Leadership and opportunities to listen to the ideas lacks leadership and people skills, thinks (Blanchard & Broadwell, 2018), Emotional and perspectives of others. They may all is going well, but in reality, has created Intelligence (Goleman, 1995), Transforma- also have some behaviors they are not a . The leader is skilled at tional Leadership (Warrick, 2018), Positive aware of that discourage open com- management, finance, and achieving bot- Leadership (Cameron, 2010), Humble Lead- munication and feedback. In addition, tom line results, but is lacking in leader- ership (Schein & Schein, 2018), and Authen- they may be lacking in the knowledge ship and people skills and in building a tic Leadership (George, 2003). With limited and skills needed to gain a clear sense culture of excellence characterized by open self-awareness, leadership illusions are of reality and minimize leadership illu- and candid communications, teamwork, sure to follow with various consequences. sions. It may also be possible that they and high morale. While he assumes that Leaders have varying degrees of lead- purposely avoid feedback or methods all is going well, his actions and overreac- ership illusions. In evaluating the potential for discovering reality for fear of expo- tions and need to do things his way on his for illusions, consider three levels of leader- sure or having to take responsibility for terms has created a culture of fear and an ship illusions: their actions. organization that is becoming increasingly

Leadership Illusions: Important Implications for Leaders and Training and Coaching Leaders 7 dysfunctional. People tell him what he and makes little sense to those who must so swamped with , e-mails, fill- wants to hear, avoid being candid at the carry out the change. A member of an exec- ing out reports, and trying to get bottom risk of real or imagined retribution, and utive team of an organization is very confi- line results that she is becoming increas- find ways to stay out of trouble rather than dent in his ideas but lacks skills in listening ingly inaccessible and out of touch with the operate at their full potential. Morale is to others, involving and engaging people in realities of her people and her organiza- sinking and his decisions, motives, and sharing ideas and making decisions, and tion. She also has a blind spot about how efforts to make changes are treated with in welcoming feedback or considering the to achieve a that she is very passion- suspicion. He is not trusted to look out for implications of his decisions. He reads a ate about. She is strongly desirous of can- the best interest of his employees. He is book that recommends having every unit in did and open communications, but her out of touch with the realities of his orga- the organization prepare a detailed report busyness has limited her communications nization and those he leads, and future on its performance and to the orga- with others and her approach to achiev- results look questionable. He has put his nization and purging the organization of ing candid and open communication is not organization, and possibly his career, in low value operations. He assumes that this well informed. She believes that setting an a vulnerable situation but he is the last to approach will be of considerable benefit to example of confrontational, in-your-face, know the realities he is facing. the organization and persuades the other tell-it-like-it-is communication will cause top-level leaders to launch the program. others to be more open. She is unaware Example 2: A fast track, high potential However, he does not consider involving that being so inaccessible and out of touch middle level leader who is a favorite of top those impacted by the approach in evaluat- is affecting her decision making and cred- management for rapid promotion has a ing the plan and its implications. ibility and that her approach to open and very different among her peers The leader launches his plan that candid communications shuts down rather and employees. You have probably wit- occupies the time and resources of hun- than encourages open communications. nessed a similar situation where both top- dreds of units and thousands of employ- Dissension, frustration, and low morale in level management and a high potential ees throughout the organization. The her organization is growing and she has person have blind spots that are having approach pits organizations against one no idea. consequences that are not seen by either. another as they all prepare reports favor- The fast track leader is highly motivated, able to their self-interest. There is consid- Example 5: A talented and respected leader works long hours, and is known for doing erable confusion about what should be in makes an important decision without con- whatever it takes to get people to deliver the reports, how to rank order the units, how sidering the implications, involving key desired results on time and on schedule. decisions will be made, and what consti- stakeholders, or exploring innovative alter- What the leaders don’t know is that among tutes a unit that may not be cost effective natives and causes a world-wide reaction her peers and employees, she is known as but is critical to the mission and success of that derails his career. One of the more a know-it-all, self-promoting, manipulative, the organization. Morale, teamwork, and interesting examples that should alert all not-to-be-trusted leader who is very con- trust are eroded, and the process becomes of us to the potential for leadership illu- genial and supportive if she wants some- so demoralizing and confusing that basi- sions comes from a university President thing, but can be abrupt, critical, rude, and cally nothing is changed. The leader did who was an outstanding leader and Presi- demeaning if her direct reports do not do not solicit or receive feedback on the proj- dent but allowed a leadership illusion to or say what she wants. This has resulted ect and assumed that it failed because derail his career and bring world-wide bad in leadership illusions on her part and the people are resistant to change. The leader press to his university (Edgers & Schworm, part of her leaders as she gets excellent will probably involve the organization 2009). During a recent global financial feedback from the leaders and has no idea in other time and resource consuming crisis, the university President was faced how she is seen by her peers and employ- projects in the future and will be just as with declining revenues and endowments ees as she does not receive feedback well unlikely to be aware of the implications from donors and faced a shortfall of $10 that she disagrees with. The leaders will and consequences. million. The President and the Board of likely continue to promote her based on Trustees reasoned that a quick solution assumptions that are only partially accu- Example 4: A skilled and well-intended would be to sell off some of the art work rate. The illusions will eventually have costs leader who wants to build an exceptional assessed at over $350 million from their to both the high potential leader and upper organization characterized by open and world-renowned art museum and possibly management if they are not corrected. candid communications has gotten so busy close the museum since attendance at the that she has become out of touch and inac- museum was somewhat low. Example 3: A top level leader who is very cessible and her approach to open commu- The decision made good sense to the confident and persuasive but rarely seeks nications is causing the opposite response President and Board of Trustees but their the involvement or counsel of others to what she thinks. A capable leader who lack of involvement of key stakeholders launches an organization-wide change that genuinely cares about her employees in the decision or in exploring other pos- requires considerable time and resources and wants to build something special is sible alternatives resulted in a significant

8 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 leadership illusion regarding the reac- Why Leaders Develop on assumptions that they do not check tion they would get. The museum board, Leadership Illusions out, they run the risk of making faulty Director, and employees were shocked and decisions based on faulty assumptions. outraged as they learned of the decision Having worked with thousands of leaders This is particularly true of overly confi- second hand. Faculty leaders were deeply in many types and sizes of organizations dent, strongly opinionated leaders who concerned that such a significant decision for over 45 years, I have noted ten patterns prefer to express their own ideas rather that affected the reputation of the univer- of how leaders develop leadership illusions than listening to the ideas of others sity would be made without their input. that are likely to have consequences to the and who give the impression that they Students let their voice be heard in various leaders, to those they lead, and to their know all and see all and will ultimately student outlets such as the university news- organizations. There are no doubt other do things their way on their terms. paper and the press. The story made the patterns that could be added but these ten They make assumptions, assume that news across the US and art enthusiasts and will give leaders important considerations they are right without checking their associations from around the world con- to be aware of. assumptions out, and behave based demned the decision and how it was made. 1. Having a leadership that discour- on their assumptions. This can cause The President eventually resigned. ages openness and feedback. There is leaders to have a limited view of reality considerable research available on the and to be the last to know when their Example 6: A leader has strong convic- significant impact of a leader’s leader- assumptions are wrong. tions about how to run an organization and ship style (for example, see Voon, Lo, 3. Personal blind spots that go unchecked. how to get things done and is so convinced Ngui, and Ayob, 2011; Warrick, 2016). It is unlikely that anyone has reached that he is right in his perceptions and ideas However, few leaders seem to be aware a level of perfection where they do not that no amount of feedback or informa- of the possible positive and negative have any blind spots that need improv- tion is likely to change his mind unless it consequences of their style. A study of ing. Blind spots are areas of our behav- agrees with his own thinking. While the close to 4000 leaders worldwide by the ior and life that others see that we do leader is good at saying the right things, consulting and organizational research not see. For teachable and humble lead- delegating responsibility, and even involv- firm DDI, found that most front-line ers who seek and welcome feedback, ing others in sharing ideas, in the final leaders lack the fundamental interac- blind spots are usually fairly easy to cor- analysis, it is well-known that it is his way tion skills and behaviors needed to be rect. However, for leaders who by their or the highway. While he sees himself as a effective leaders and that senior leaders actions and reactions discourage feed- skilled leader, he is known by his people as have even worse skills (Frasch, 2013). In back, the blind spots continue and most a micro manager who over-manages what the DDI study they also found that 90 likely grow. Blind spots can create dis- goes on and how things are done. There is percent of executives act before check- connects between how leaders think some evidence to suggest that if you dis- ing their understanding of an issue and they are seen and how they are actually agree with him or he does not like you or are ineffective at inviting ideas from seen, between the reality they are oper- something you are doing, you are likely to others. A large study by the Gallup ating by and the reality that actually is, have consequences. He can be very charm- organization showed that most lead- and between their perception of how ing in achieving his agendas and does have ers score low on their decisions are received and how his followers who have learned how to and interpersonal skills. It takes aware they are actually received. please him and get along with him. How- and skilled leaders to create a safe envi- 4. Flawed knowledge, thinking, and para- ever, he also has his share of those who do ronment for people to be open and can- digms. We can be completely wrong, not trust him and do not like working for did. Unfortunately, many leaders have a slightly wrong, or sincerely wrong him. The turnover of people who work for that discourages open- about our knowledge, thinking, and him is quite high, but he believes that the ness and feedback. Their words, behav- paradigms, but the outcomes of being reasons have little to do with him. iors, and reactions may come in many wrong will likely be the same. Leaders Hopefully, you are now seeing the pic- forms, but they make it clear that it is may not be knowledgeable about how ture of the significant potential costs of risky to be open and candid and espe- to lead or about other skills they need leadership illusions and the need to train cially to provide feedback. These lead- or other things they need to know to do leaders with skills in knowing reality before ers place themselves and those they their job. Their lack of knowledge or making decisions that can have undesirable lead in potentially precarious situations possible flawed thinking or paradigms consequences. While no one operates with because they train others to tell them will influence their perceptions, reason- a total sense of reality and while we all have what they want to hear and to avoid pro- ing, behaviors, and decisions unless illusions, there are ways to minimize our viding them valuable information and they are cleared up. Leaders who have a illusions and the potential consequences. feedback. high degree of awareness and are con- 2. Assuming that you know more than stantly learning and growing and are you do. Any time that leaders operate open to correcting flaws or gaps in their

Leadership Illusions: Important Implications for Leaders and Training and Coaching Leaders 9 Table 1. Ideas for Increasing Awareness and Minimizing Leadership Illusions

1. Develop a leadership style that encourages open and candid communications. knowledge, thinking, and paradigms 2. Encourage and solicit helpful and accurate feedback. will be less prone to this particular 3. Seek involvement, , and wise counsel before making important source of leadership illusions. decisions. 5. Out-of-touch with present realities. Unless leaders are committed to being 4. Listen more than you talk, use speech that encourages open dialogue, and learn to in touch with the realities of those they be discerning about who can be trusted to give candid and objective information. lead and have an organized way to keep 5. Check out assumptions before assuming they are accurate. up to date on current events, best prac- 6. Develop and continuously improve an effective communication system. tices, and future trends that influence what they do, they can become out of 7. Plan ways to stay in-touch, engaged, and involved, and do regular reality checks. touch with internal and external reali- 8. Develop an organized way to stay up-to-date and skilled at what you do. ties that impact their ability to be effec- tive leaders. This is easy to do with the 9. Involve the appropriate people in building a healthy, high performance organization and culture. high pressure demands to get results, do more with less, and meet institu- 10. Provide training, consulting, or coaching. tional demands and government reg- ulations. Leaders can easily become preoccupied with performance, meet- in their own thinking, and to dominate most common causes of leadership ings, electronic communications, and conversations, all of which limit what illusions. Unless organizations have busywork, keeping them increasingly they can learn and know from others. excellent leaders committed to build- inaccessible and detached from the 8. Listening to the wrong people. Just as ing healthy organizations and cultures realities of those they lead. However, problematic as not listening is listen- and to keeping people well-informed, it does not change the fact that mak- ing to the wrong people. Leaders some- leaders are often lacking in the infor- ing important decisions without being times rely on information from people mation they need to do their jobs and in touch with present realities can have that do not provide reliable information at best get incomplete, conflicting, and significant implications. or wise counsel or who have ulterior inconsistent information. Add to this 6. Not understanding the importance of or self-serving motives. An article in a culture that is somewhat dysfunc- involvement and wise counsel. Many the (DeSteno, tional and does not value openness, leaders either do not understand the 2014) points out how important it is for teamwork, and collaboration, and the importance of involvement and seek- leaders to know who they can trust. Bad result is leaders at all levels trying to ing wise counsel before making impor- decisions have been made and make decisions based on faulty infor- tant decisions or they do not have good sometimes ruined by trusting and lis- mation and assumptions. This tends skills in involving others and seeking tening to the wrong people. to create a blame game culture where wise counsel. Therefore, leadership 9. Convictions and personal agendas that leaders avoid making needed decisions decisions are often made without the go unchallenged. An extreme form of knowing they will be blamed for things benefit of input and buy-in from key leadership illusions occurs when lead- going wrong. stakeholders or contributors who could ers have such strong and often wrong provide valuable input into decisions thinking, convictions, agendas, and Ideas for Increasing Leader Awareness and their implications. motives that no amount of feedback, and Minimizing Leadership Illusions 7. Not understanding the value of good data, or counsel can influence their pre- listening skills. One of the most impor- conceived ideas. This happens partic- Ten ideas are presented that can improve tant skills a leader needs to develop to ularly in the political or activist arena skills in increasing leader awareness and avoid leadership illusions is good listen- where facts may have little influence minimizing leadership illusions (See ing skills. Good listening skills require on perceptions, realities, and decisions. Table 1). You can well imagine how much more than being silent while someone However, it can also happen when lead- more effective leaders would be if they sig- else is talking. It is important for lead- ers have uninformed or wrong para- nificantly increased their self awareness ers to create a climate that invites open digms about leadership and how to and decreased their leadership illusions. and safe communications, to draw oth- build a successful organization and The ideas discussed below can be taught ers out, and to listen more than they when leaders are over-confident and in leadership development programs and talk. Unfortunately, leaders are not typi- assume they are right regardless of the can be coached by organization develop- cally known for their listening skills. contrary information they receive. ment professionals in helping leaders build They are more likely to not be that 10. Organizational dynamics. This source healthy, high performance organizations interested in listening to the thoughts of leadership illusions was included and lead and manage change. and ideas of others, to be over-confident last because it is clearly one of the

10 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 1. Develop a leadership style that encour- must work together in managing your- feedback from 360-degree question- ages open and candid communica- self and your relationships. EI relies on naires and interviews that typically pro- tions. This is the most critical of all the skills in self-awareness, self-manage- vide self-ratings as well as ratings from solutions. If a leadership style does not ment, social awareness, and relation- a leader’s manager, direct reports, and encourage open and candid communi- ship management (Goleman, 1995). peers. Some assessments are best done cations, the other solutions will be sus- Transformational Leadership requires by professionals that can provide a pro- pect and limited in their effectiveness. leaders to create a culture of openness, cess for finding out what is going on It is well documented that humble and engagement, and collaboration so lead- and help interpret the results and pro- approachable leaders who genuinely ers and employees can work together vide follow-up coaching. care about others, have good people to achieve high level goals (Bass, 1985). 3. Seek involvement, collaboration, and skills, and have good emotional intel- Positive Leadership emphasizes creat- wise counsel before making impor- ligence not only create a climate of ing a positive work climate, developing tant decisions. To avoid making foolish openness that encourages candid com- positive relationships, using positive assumptions and decisions, it is impor- munications and feedback, but are also communications, and making work tant for leaders to learn to involve the likely to achieve results far above the positive and meaningful. All of these appropriate people in the decision-mak- norm (Collins, 2001; Goleman, 1995; efforts help create a climate of trust ing process, to value collaboration and Tischler, 2005). An effective leader- and openness (Cameron, 2012). Hum- the ideas of others rather than thinking ship style invites open and straightfor- ble Leadership is essential for creating a they see all and know all, and to have at ward communication and encourages culture where leaders are approachable least a few trusted people from which others to provide helpful feedback that and where you can be open and candid they can seek wise counsel. Leaders makes it possible to correct personal with leaders without fear of retribution. particularly should involve knowledge- blind spots. There is increasing research that sug- able people in evaluating the potential Leadership theories regarding lead- gests that the leaders of the future will implications of decisions, and when ership style typically encourage lead- need to be humble enough to diligently they do make decisions, to build in ers to develop a leadership style that seek and listen to the ideas of others in progress reports so that needed correc- places a strong emphasis on people and order to be aware enough and on top of tions can be made. performance (Warrick, 2016; Cuddy, reality enough to succeed (Hess & Lud- 4. Listen more than you talk, use speech Kohut, & Neffinger, 2011). This bal- wig, 2017). Authentic Leadership empha- that encourages open dialogue, and anced approach to leadership where sizes the importance of leaders being learn to be discerning about who can leaders treat people with considerable self-aware, genuine, fair-minded, doing be trusted to give candid and objec- respect and value and motivate people what is right, and being transparent tive information. It takes discipline and to perform at a high-level, builds cred- (George & Sims, 2007; Luthans & Avo- self- for leaders to learn to listen ibility, trust, and confidence in leaders lio, 2003). more than they talk and to use speech that helps create a culture of open and 2. Encourage and solicit helpful and accu- that encourages open communication. candid communication. rate feedback. This is related to the Leaders need to develop skills in hum- As mentioned previously in this first solution but much broader. A wise bly “drawing someone out, of asking ques- article, specifics on developing a leader- leader will make a practice of welcom- tions to which you do not already know the ship style that increases awareness and ing and soliciting appropriate feedback answer, of building a relationship based minimizes leadership illusions can be from trusted people and sources. The on curiosity and interest in the other per- found particularly in leadership books focus could be on the leader’s leader- son,” (Schein, 2013). They also need to and articles on Servant Leadership, ship style and its consequences, on learn to choose wisely what they say, Emotional Intelligence, Transforma- what is going on in the organization how they say it, and when they say it tional Leadership, Positive Leadership, that the leader may not be aware of, and to encourage vital and candid dialogue Humble Leadership, and Authentic on other relevant information and pos- and not unintentionally discourage Leadership. Servant Leadership focuses sible blind spots. Leaders can increase open communication. There is no great on serving others, placing the needs their self-awareness and awareness of virtue in “telling it like it is” and “say- of others above your own, helping oth- what is going on by using informal and ing what you think and feel” without ers learn, grow, and develop, and see- formal methods such as asking ques- doing so in helpful rather than harm- ing a leader’s primary role as service to tions that will provide valuable feed- ful ways. It is also important for leaders employees, customers, shareholders, back and using questionnaires and to be discerning about who they listen communities, and the general public interviews to gather relevant informa- to and who will provide information (Greenleaf, 1970). Emotional Intelli- tion pertaining to how they lead and in a straightforward, concise way with- gence (EI) emphasizes that the heart how the organization they lead is doing. out exaggeration or the infusion of per- () and mind (intelligence) It can particularly be helpful to gain sonal agendas.

Leadership Illusions: Important Implications for Leaders and Training and Coaching Leaders 11 5. Check out assumptions before assum- leaders are involved to evaluate what is throughout the organization. This is ing they are accurate. It is important going on and what needs to be done or another area where it may be helpful to for leaders to learn to check out their improved. It is also helpful to assign engage internal or external professional assumptions. Especially over-confident people with the responsibility of keep- expertise. leaders can tend to assume that their ing current in key areas and to share 10. Provide training, consulting, or coach- perceptions, ideas, paradigms, and con- what they have learned. Bringing in ing. This last point is perhaps the best victions are correct and therefore are those impacted by what a leader’s group way to help leaders avoid leadership prone to acting without checking their does can also be helpful. Especially illusions. Providing training that pres- assumptions out. This can result in important is focusing on both perfor- ents concepts and skills similar to those faulty thinking that can lead to faulty mance and people indicators. presented in this paper has the advan- decisions. The solution to avoiding 8. Develop an organized way to stay up- tage of reaching a larger population of this potential for developing leadership to-date and skilled at what you do. In leaders and of creating a group learning illusions, like the solution to avoid- such a fast- moving world, it is also dynamic that is more likely to change ing many other leadership assump- important for leaders to have an orga- behavior than encouraging leaders to tions, is to check out assumptions with nized way to personally stay up-to- make improvements on their own. informed and knowledgeable people date and skilled at what they do. It can Training can also be complimented by before proceeding as if they are true. be helpful, for example, for leaders working with consultants or an execu- 6. Develop and continuously improve an to subscribe to one or more manage- tive coach. effective communication system. Effec- ment journals like the Harvard Business tive, two-way communication is essen- Review and a few journals in their area Implications for Leaders and tial to avoiding leadership illusions. It of expertise and to attend at least one Training and Coaching Leaders can be helpful for leaders to involve valuable association or confer- key people in planning a system for ence each year that exposes participants This article has important implications for communicating and keeping people to the latest thinking, trends, and best leaders, for training leaders, and for organi- informed. The communication system practices. It can also be helpful for lead- zation development professionals who are may include, for example, the types of ers to have good internal or external helping leaders build healthy, high perfor- meetings that are needed, how often contacts, consultants, or coaches they mance organizations and manage change. to meet, and what meetings should have access to who they can rely on for Leader effectiveness is significantly influ- include. It could also include various wise counsel and keeping up-to-date. enced by a leader’s self-awareness and ways to keep people informed and to Without an organized way to stay up- clear sense of reality. Blind spots in self- communicate the information peo- to-date, it is easy for leaders to rely on awareness and miss-perceptions in under- ple need to know to do their jobs well what they used to know and do and to standing what is going on, what it will take and ways to periodically evaluate and become increasingly less effective and to succeed, and in effectively managing improve the communication ­system. out-of-touch with current best practices. change will lead to leadership illusions that 7. Plan ways to stay in-touch, engaged, 9. Involve the appropriate people in build- can have consequences to a leader’s effec- and involved, and do regular reality ing a healthy, high performance orga- tiveness, the effectiveness and morale of checks. Faced with the many demands nization and culture. An excellent way those leaders lead, and to the organizations that preoccupy the time and priorities to minimize leadership illusions is to and groups leaders lead. Making leaders of leaders, leaders can get out of touch create an on-going process for involv- aware of the importance of self-awareness with the realities of the organizations ing the appropriate people in identify- and minimizing leadership illusions and they lead and assume that all is going ing and managing what it would take training leaders in skills in being more well while the organization is regress- to build a healthy, high performance self-aware and aware of the realities they ing (Warrick, 2002). Leaders need to organization and culture. The dialogues need to know to be effective can have con- have planned ways to be visible, acces- involved in implementing decisions in siderable payoffs to leaders and those they sible, and engaged and to stay in touch building the organization and culture lead. The article presents an area of leader- with the realities surrounding their will keep leaders and those they lead ship development and coaching that should jobs. This can be done with regularly well informed about the organization be given careful consideration in prepar- scheduled, well-planned, and purpose- and what is working and what needs to ing leaders, groups, and organizations ful face-to-face or virtual meetings, brief be improved (Lencioni, 2012). Keep in to succeed. reports, quick reality check surveys that mind that the more poorly led and run track performance and cultural essen- and dysfunctional the organization and tials, arranged focus group meetings, organization culture is, the greater will and specific meetings in which the be the potential for leadership illusions

12 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Dr. D.D. Warrick is Professor of Management and Organiza- tion Change at the University of References Hess, E.D., & Ludwig, K. (2017). Humility is the new smart. San Francisco, CA: Ber- Colorado, Colorado Springs. In Armstrong, D. (2005). Is your boss killing rett-Koehler Publishers. 2018 he received the Organization you? Fast Company, December 5. Hougaard, R., Carter, J., & Afton, M. Development Network Life Time Bass, B.M. (1985). Leadership and perfor- (2018). Self-awareness can help leaders Achievement Award for “his sig- mance beyond expectation. New York, more than an MBA can. Harvard Busi- nificant and lasting impact on the NY: Free Press. ness Review, January 12. field and practice of organization Blanchard, K., & Broadwell, R. (2018). Ser- Lencioni, P. (2012). The Advantage: Why vant leadership in action. San Francisco, organizational health trumps everything development” and the Academy CA: Berrett-Koehler Publishers. else in business. San Francisco, CA: of Management Distinguished Carlson, K. (2014). The productiveness of Jossey-Bass. Educator Award for “exceptional leaders with narcissistic traits in the work- Luthans, F., & Avolio, B.J. (2003). Authen- contributions to organization place. New York, NY: Kindel Unlimited. tic leadership development. In K.S. development and change educa- Cameron, K. (2012). Positive leadership. Cameron, J.E. Dutton, & R.E. Quinn tion, scholarship, and practice.” San Francisco, CA: Berrett-Koehler (Eds.), Positive organizational scholar- Publishers. ship: Foundations of a new discipline Dr. Warrick is the author or co- Collins, J. (2001). Good to great. New York, (pp. 241–261), San Francisco, CA: author of over 90 articles, book NY: Harper Business. Barrett-Koehler. chapters, and professional papers Cuddy, A.J.C., Kohut, M., & Neffinger, J. Maccoby, M. (2004). Narcissistic leaders: and nine books, primarily in the (2011). Connect, then lead. Harvard The incredible pros, the inevitable cons. areas of organization develop- Business Review, Vol. 91, No. 7/8, pp. Harvard Business Review, January 4. ment and change and leadership. 55–61. Maccoby, M. (2007). Narcissistic leaders: DeSteno, D. (2014). Who can you trust? Who succeeds and who fails. Boston, MA: He has been a consultant and Harvard Business Review, Vol. 92, No. 3, Harvard Press. trainer for many Fortune 500 and pp. 112–115. Rosenthal, S.A., & Pittinsky, T.L. (2006). international companies as well as Edgers, G.& Schworm, P. (2009). Brandeis . Leadership smaller and mid-size companies, to sell school’s art collection. Boston Quarterly, 17, 6. public agencies, and universities. Globe, January 26. Schein, E.H. (2013). Humble inquiry. He can be reached at dwarrick@ Eurich, T. (2018). What self-awareness San Francisco, CA: Berrett-Koehler really is (and how to cultivate it). Har- Publishers. uccs.edu or [email protected]. vard Business Review, January 4. Schein, E.H. & Schein, P. (2018). Humble Frasch, K.B. (2013). Leaders behaving badly. leadership. San Francisco, CA: Berrett- Human Resource Executive OnLine, Koehler Publishers, back cover. Warrick, D.D., & Mueller, J. (2012). Lessons Oct. 31, pp. 1–3. Tischler, L. (2005). The CEO’s new clothes. in leading change. Oxford, UK: Rossi- George, B., (2003). Authentic leadership: Fast Company, Issue 98, September, pp. Smith Academic Publishers. Rediscovering the secrets to creating lasting 27–28. Warrick, D.D., & Mueller, J. (2014). Lessons value. San Francisco, CA: Jossey-Bass. Toegel, G., & Barsoux, J.L. (2012). How to in changing culture. Oxford, UK: Rossi- George, B., & Sims, P. (2007). True north: become a better leader. MIT Sloan Man- Smith Academic Publishers. Discover your authentic leadership. San agement Review, March 20, 2012. Warrick, D.D. (2016). Leadership: A high Francisco, CA: Jossey-Bass. Voon, M.L., Lo, MC., Ngui, K.S. & Ayob, impact approach. San Diego, CA: Germain, M.L. (2017). Narcissim at work: N.B. (2011). The influence of leadership Bridgepoint Education, Inc., pp. 77–85. Personality disorders of corporate leaders. styles on employees’ job satisfaction in Warrick, D.D. (2002). The illusion of doing New York, NY: Palgrave Macmillan. public sector organizations in Malaysia. well while the organization is regress- Goleman, D. (1995). Emotional intelligence. International Journal of Business, Man- ing. Organization Development Journal, New York, NY: Bantam Books. agement and Social Sciences, Vol. 2, No. Vol. 20, No. 1, pp. 56–60. Goleman, D., Boyatzis, R., & McKee, A. 1, pp. 24–32. (2014). The new leaders: Transforming Warrick, D.D. (2018). The need for trans- the art of leadership. New York, NY: Little formational leaders that understand Brown and Company. organization development fundamen- Greenleaf, R.K. (1970). The servant as a tals. OD Practitioner, 50(4), pp. 33–40. leader. Westfield, IN: The Greenleaf Warrick, D.D., & Mueller, J. (2011). Lessons Center for Servant Leadership. in leadership. Oxford, UK: RossiSmith Academic Publishers.

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Leadership Illusions: Important Implications for Leaders and Training and Coaching Leaders 13 “Organizational leaders and consultants can light the way. OD practitioners can also serve here as a kind of conscience for the enterprise in line with a proud legacy.”

The Rise and Fall of OD— and Two Paths Forward

By Martin Goldberg This essay discusses the socio-economic the gnawing feeling “how the hell did we and psychological ground in which a get here?” and, as a result, tempted by “golden age of OD,” from the late 1960s the formulaic. to mid 1990s, took root and soared; then The second is a higher path, with glim- those conditions that led to its wane. It merings still of the strategic promise of highlights the values and humanization of the field, a promise for a deeper, more sys- work, original hallmarks of the field, and temic, and humanized practice; a practice their eclipse by splintered methods of prac- addressing the needs of evolving net- tice, often with conflicting ends, that came worked-based organizations that drive for with a radical shift in dominant modes of results and meaning in the new economy. production—away from manufacturing as In this, my intention is to be descriptive, the major source of labor in the US to the but also explanatory of the inner logic of ascendance of globalization, services, and the dynamics as it plays out over time. networked information technology; away, My conclusions and inferences draw that is, from when remained king from my own winding course of develop- in a post-industrial era to the pre-eminence ment as a consultant, teaching and men- of information as the chief economic and toring others, and lessons of some of the organizing principle of today’s knowledge leading lights in the field: Eric Trist, Bob society (see ’s prophetic 1994 Tannenbaum, Dick Beckhard, Billie Alban, Post-Capitalist Society). In between, we’ve Ed Schein, Herb Shepard, Harvey Horn- seen a twenty-year transitional mix in our stein, Tony Petrella, Marv Weisbord, Bar- socio-economic order, neither fish nor bara Bunker, and others. The two paths fowl—and not infrequently a confusion of forward have implications for how we as voices in OD. practitioners, emerging and experienced, This mini social and intellectual his- fashion our careers, face the existential tory is followed by distillation of two stra- choices before us, and cultivate a potential tegic paths forward, underway in fact renaissance of the field befitting the organi- since OD’s glory days faded. The first, I zation challenges and world issues we face. claim, is a “lower path” with its tendency This paper represents my reflections, to capitulate to HR; a profusion of isolated and I wish to make clear that by no means techniques in , reen- do I intend for them to be comprehen- gineering, and ; and sive or a last word. There are many pio- heady organization transformation models neers in the field not mentioned, and this that don’t seem to go very far in practice. is a complex set of events to make sense of This path I contend amounts to a “road and untangle. I am continuing to ponder. to Abilene,” with practitioners often find- I hope this serves to stir further pondering ing themselves in a blind alley, left with and conversation in the OD community.

14 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 A Golden Age of OD the Johnson administration, and were will- 6. Openness and resolve of change agents ing to invest in new ideas and innovation, to understand themselves as whole While there is no strict dating of the onset including OD programs.2 persons, using “self as instrument” in of OD, clearly there are marker events Herb Shepard at Cleveland’s Case intervening. that defined its emergence. In the univer- Western established one of the first doc- sity, in the 1940s and Doug- toral programs in Organization Behavior, Two other historical streams also played las McGregor in the 1950s made major and he also published his seminal “Rules into the picture. The first was the birth of theoretical contributions to understand- of Thumb for Change Agents” (1975), still the “human potential movement” in psy- ing group dynamics and the “human unmatched as a piece of writing on value- chology. Carl Rogers’ client-centered psy- side of enterprise.” Lewin’s contributions based OD practice. Jerry Harvey’s “The chotherapy put dialogue front and center, were particularly profound, influencing Abilene Paradox” (1974) was also prom- as it did an appreciation for familial and so many who followed. Dick Beckhard inent for its humanistic approach and social environments being fertile enough and Billie Alban by the early 1960s were emphasis on the “existential courage” to allow for personal growth. This stream already well at work innovating practice. needed for leaders and others to own up to was seen too in the rise of Gestalt psychol- Their and others’ efforts, including Warner and resolve thinly masked organizational ogy, individually and in group therapy, Burke, informed the rise of the field as a conflict. Extensive, long term OD programs with “human encounter” as central, and body of concept and craft, albeit somewhat began at Esso by Yale’s Chris Argyris and as reflected in California’s Esalen Institute loose, that took off amid the socio-political NTL’s Lee Bradford, and on the west coast and the emergence of innovative body- and tumult and anti-establishment mood of the at TRW Space Systems by UCLA’s Bob feeling-oriented therapies. late 1960s. Corporate attendance at NTL Tannenbaum, paired internally with Shel The second stream was the introduc- T-groups, establishment of the OD Network Davis. Socio-technical interventions too, tion of powerful new information technol- as a professional association, and the publi- rooted in the socio-psychoanalytic work of ogies, exploding as a field from its earlier cation of Addison-Wesley’s first of its series Wilfred Bion in the 1940s, later became development. The rise of computer giants on OD marked the beginning of a “golden prominent under the tutelage of Eric such as IBM, first in its large-scale main- age.” So did the first consultancies dedi- Trist. Trist was among the first to under- frames in the 1960s and Apple and Micro- cated to OD practice, notably Block Petrella stand that significant reform in factory soft in personal computing in the 1970s Associates (later BPW, Block Petrella Weis- productivity and quality were dependent and 1980s, found welcome homes in cor- bord). Excitement about the values and new on employee driven work redesign, while porate America and internationally. Firms business of OD was in the air.1 simultaneously addressing the underlying could now capture and process volumes of BPW was explicitly devoted to bring- cultural conflicts that erupted in the pro- proliferating data at high speed, in usable ing out the “human face of business,” cess (“The Evolution of Socio-Technical reporting formats, and with user ubiquity. while still focused on business achieve- Systems,” 1981). All this contributed vastly to the environ- ment. Peter Block, Tony Petrella, and Marv All these efforts showcased the claims ment of change and, like its human coun- Weisbord all had significant prior busi- of core OD values and principles during its terpart, although coming from another ness experience with OD, and they could heyday. Effective change required the: direction, new organizational potential. get into corporate boardrooms because of 1. Assent of the organization and its key What is essential to recognize is that their credibility. Columbia’s Harvey Horn- leadership to work on change; OD came of age in a period of incredible stein, who also partnered with Beckhard, 2. Work to bring people’s voices and can- change, culturally, technologically, and noted BPW found success on the strength did thinking to the fore, unhindered by economically. Large-scale manufacturing, of its principals and principles. Says Horn- fear or groupthink; whether in oil and gas, electronics, trans- stein, “They were acceptable and got in the 3. Organization to be thought of as an portation, agriculture, textiles, or others, door with executives because they spoke, “open system,” with stakeholders inter- was dominant but presented frequent orga- and could identify with, business as well nal and external to the boundary of the nizational challenges: the need for keen as larger human purpose. They were not organization engaged; leadership foresight, the rigidity and de- ‘beads and sandals guys.’” At the same 4. Collaborative partnership of OD agents humanization of bureaucracy, and inflex- time, Hornstein noted, in the mid-1960s with clients in discovering, envisioning ible norms and patterns of communication companies were flush with cash because and creating better organizations; for people to be as forthcoming as needed. of economic policies implemented during 5. Recovery of organizational purpose and The opening for OD to help address these effective interaction for joint action and issues was especially evident in the 1970s results; and and 1980s, with American industry’s com- 1. A more nuanced history of OD’s emergence can be found in Art Kleiner’s The Age of Heretics petitiveness being challenged in the emerg- (2008); BPW’s years in my own “Marvin Weisbord: ing global economy. Japan was rising as A Life of Action Research” (2017). 2. Personal communication (2016). an economic and quality powerhouse,

The Rise and Fall of OD—and Two Paths Forward 15 Germany too, in their full recovery from improve quality for interdependent opera- mechanical side, as in input and output their devastation during World II. By the tions. Robotics too, in development years analysis; and the second, what was more mid-1980s and 1990s, downsizing and earlier, was introduced to assembly lines in pejoratively called “fluffy,” a side focus- consolidation of firms, threats of hos- the mid-1990s. ing on behavior cut off from work tasks tile takeovers, and rapid decline in union Its effects? While net productivity and business strategy. Also contributing to membership were stressing firms’ organi- became more robust, large labor pools in the decline of OD was that quite a few of zational viability and capacity to employ the manufacturing increasingly became less the field’s founders—Shepard, Trist, Beck- mass numbers of workers they had in the relevant. Demand shrank to salvage manu- hard, Tannenbaum, and Pepperdine’s Pat past. The times were right for OD to help facturing organizations through systemic, Williams—had died by the end of the 20th companies effect change, structurally in human-oriented OD. Productivity, driven century. While they left their legacies with their efficiency and productivity, but also to by information technology, along with a students and those they had mentored, reinvigorate them humanly: freeing-up and new market focus on product innovation they were no longer around to remind peo- revivifying stultifying, sluggish, and even and profitability, became the shiny new ple of OD’s basic values and calling. dying organizations. These were organiza- objects of corporate demand. OD itself thus The miniaturization of manufactur- tions in need of innovative and far-reach- became less pertinent. ing, from a macro economic standpoint, ing change, affecting firms of all kinds to a greater or lesser degree, but magnified Quite a few practitioners began abandoning the OD moniker and in America’s largest economic sector: the manufacturing of durable and non-dura- re-orienting their work around productivity and performance. ble goods. During this time, socio-technical This was somewhat rationalized in the name of becoming interventions were well suited for manu- facturing’s linear processes compared to more business focused. But something deeper was amiss. those of other industries. But as powerful The language of human resources shifted to “,” as socio-tech could be when enough spon- sorship could be found, the redesigned and embodying the objectification of the human asset, which sometimes newly designed plants such as continued to be treated as a cost and liability on the balance Digital Equipment ’s Enfield facility were often not sustained and even- sheet—not “our most important asset” as company annual tually closed. reports rhetorically and regularly claimed. The human The Decline of OD dimension, always at the heart of OD, was being diminished.

Manufacturing organizations continued to The field began splintering into and OD in its original sense, amounted wane as organizations through the 1990s. increasingly compartmentalized support to a “jump in S-curves” with its inevitable Ever more potent efforts were required to activities: change management to increase decline in the old ways of operating. The create change and help ensure their sur- adoption of the new technologies; business new world of service and knowledge work vival. Communities they were a vital part process reengineering to streamline work- and organizations was materializing, but of for decades were dependent on them flows and eliminate unnecessary labor; and not before a period of a significant transi- for livelihoods. Keeping those communi- coaching, outplacement, and new appli- tion, with mixed situations, orientations, ties and companies alive, however, was cations of psychology to help employees and at times confusion about what was seen from the lens of a fading paradigm. cope and transition to the new realities. To happening and how to best respond. The A new socio-economic order, emphasiz- be sure, each of these and other courses of financial services industry, shrinking in its ing knowledge and service workers, was action were useful, and their upsurge rep- brick and mortar branches, was also begin- emerging. Information technology became resented a certain amount of experimen- ning significant consolidation, with tech- increasingly sophisticated with the advent tation and specialization. But they also nology-enabled offshore call centers and of the Internet and wireless networks, con- tended to dilute OD’s core values and the customer self-service displacing workers. necting companies across their supply collaborative role of the consultant. Global De-regulated telecom businesses, with new chains and around the world. Major reno- firms in “expert,” content-driven consulting offerings given the pervasiveness of cell vations in core systems, such as enterprise took off, using detailed project plans, pre- and smart phones, were doing the same. resource packages, also came to the fore. packaged solutions, and slideware. Compared to the steep hierarchies They provided common relational data- Meanwhile, OD seemed to split itself of the past, flatter, more diffuse net- bases with real time capabilities to replace into two sometimes antithetical direc- worked organizations—networked in previously splintered batch processing, and tions that exaggerated tendencies always both a technological and human sense— they promised to reduce redundancy and lurking in the field: the first, a hard-edged were the wave of the future. These would

16 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 encompass alliances, communities, and coming more sharply into focus, matters of practice. The deep humanism at the root the larger social fabric in which they were of fact more than . So, the ques- of OD, as David Noer has highlighted, was embedded. But voices in the field were tions are: what will these organizations also largely stripped away (Humanistic Con- generally not clear, beyond broad descrip- look like? What to do in supporting enter- sulting, 2017). These solutions more or less tors, what these kinds of emerging organi- prise change in the new era? What choices became commodities. zations would look like or how they would confront us as continuing students and This trend continues among many function in the new environment.3 practitioners in the field? What will be the today. It is seen in certified coaching and During this transition, OD was cer- relevance of a field when the “other AI,” change methodologies, notwithstanding tainly not dead. Pepperdine’s Master of artificial intelligence, reigns? Will there be their value and claims to professionalize Science in Organization Development pro- a viable role for OD to play—and what? Put the field. Polarity management, neurosci- gram, started in the 1970s, continued in more finely, how do we enact a role by the ence models, and liberating structures each its teaching mission, and the OD Network choices we make—in what we focus on, do, provide valuable insights, but they too can was still sponsoring national and regional and why we do it—that vividly revitalizes miss the mark when treated as little more conferences, though with fewer attend- the field, whatever it may be called? than techniques. ees than at its height. These sometimes While there are numerous possibili- So can Appreciative Inquiry, despite emphasized surface, cognitive models, and ties, I submit there are essentially two its emphasis on generative dialogue and procedures at the expense of more strate- paths forward, though not equal in mean- potential. An uncritical use of positive psy- gic craft to move organizations to qualita- ing or impact. The first is a continuation chology can become a prejudice against tively new ways of operating. Immersion of the trajectory of splintered solutions seeing institutional resistance, avoiding in T-groups for in-depth interpersonal formed during the twenty-year transition the heart of conflict in a system and the learning also largely became a thing of the from the closing of OD’s glory days till courage to face and unpack chronically felt past. Quite a few practitioners began aban- now. The second is a path some have been frustrations standing in the way of fuller doning the OD moniker and re-orienting traveling that reclaims OD’s core values, movement. These models are basically cog- their work around productivity and perfor- re-positioned for the realities of our fully nitive and behavioral, not ones that unlock mance. This was somewhat rationalized unfolding knowledge and service econ- blocked emotional energy. A wider theory in the name of becoming more business omy—our organizations, communities, of organization, intervention strategy, and focused. But something deeper was amiss. and planet. These paths, with some practi- practice is needed. The language of human resources shifted tioners treading each, are described below. It might be said that OD’s presence to “human capital,” embodying the objecti- did not disappear after its golden age, but fication of the human asset, which contin- A Lower Path: Point Solutions rather morphed into these new point solu- ued to be treated as a cost and liability on Specialized “point solutions” describe tions. This represented a kind of continu- the balance sheet—not “our most impor- much of what became of OD in the tran- ing influence of the field. Nonetheless, tant asset” as company annual reports rhe- sition years. Hungry for relevance and it seems apparent that OD’s own iden- torically and regularly claimed. The human acceptance, many practitioners focused on tity waned. It was frequently appropriated dimension, always at the heart of OD, was fragments of the field to support organiza- by HR organizations within which inter- being diminished. tions, and more immediately, to stay alive nal OD functions reported and were sub- in a world of productivity, performance, ordinated. The new role of HR business Two Paths Forward and imposing information technologies. partner often was the main job available This was a world where OD was often deni- to recent graduates in OD. Or else they As the year 2020 approaches, the cloud- grated if not sometimes unknown. Tech- went into training positions, sometimes ing of much of the field is clearing. The niques used in isolation were not new to called “learning and development” to sig- shape of new organizations and the imper- the world of OD, as T-groups and team nify a higher aspiration, but circumscribed, atives of the shifting social context are building were often treated this way. Still, never­theless. Similarly, it was the exception techniques in these transition years bur- that newly designated Chief Human Capi- 3. A notable exception at the time was the work of geoned, and the list of offerings seemed tal Officers held the same status or power 4 Harvard’s and Nolan Norton & Company’s Richard endless. Change management, coaching, as other C-suite executives. Externally, Nolan. Nolan was among the first to use S-curve 360 feedback, culture programs, transfor- change management roles in large con- concepts in portraying radical open system change. mation models, appeals to business strat- sulting firms, like the Big Four, were fre- He well envisioned the basic structure and func- egy, and more, captivated the attention of quently the main opportunities available to tions of the new “networked organization,” includ- those in the OD community. What is more, those who otherwise aspired to OD. They ing its IT and human dimensions. See his “Creating these new solutions frequently shared a the 21st Century Organization” (1988), with Alex ­Pollock and James Ware. Nolan and David ­Croson’s common flavor of being prescriptive and 4. For more here, see Claudy Jules and my Creative Destruction (1995) further fleshed out programmatic, veering away from a whole OD Practitioner article, “OD and HR: Why the picture. systems perspective and organic manner the Uneasy Alliance?” (2010).

The Rise and Fall of OD—and Two Paths Forward 17 Pace of Change 2000 and beyond

STABLE DYNAMIC Bureaucracy Networked had to content themselves with supporting C the “roll out” of clients’ corporate initiatives O Knowledge & Information Requirements M with pre-defined deliverables, struggling to P introduce co-discovery and co-invention in L E how change work was performed. X The absence of fuller OD roles— grounded in clear theory and craft—has been unfortunate in its effects, unfortunate in the experience practitioners could accu- mulate as well as in their impact and value. S I This is only compounded now with incipi- M ent, radical shifts across industries. These P Entrepreneurial L changes, fueled by inter-connective tech- E nologies and machine learning, are afoot in health care delivery, retail, and alter- nate energy self-driving cars. Huge sup- ply chain and firms, like Amazon, Figure 1. Evolution of Organization Forms. already profoundly demonstrate the further changes yet to come. lines themselves. Apple, Microsoft, Google, many hats, often reporting to a single I have called this trajectory of point Facebook, and Wikipedia are examples. leader. However, when dynamic change co- solutions a “lower path.” I mean this in two But so are non-IT firms in their markets exists with complex information require- senses. First, it is lower in that it is made like Amazon and Uber. Common hall- ments, the network form comes into being. up of activities that are stove-piped, frag- marks are their capacity for speed, adapt- Figure 1 depicts this.7 mented, and “partial;” “partial” in that they ability, and innovation, and their ability to The strength of command and control are biased in their point of departure with- scale and make alliances in complex, infor- structures is their stability and repetitive out the intent to see specific dimensions in mation rich environments. Some change capabilities in order to scale; their weak- light of a whole system. scholar-practitioners contend that the idea nesses lay in their slowness, inflexibility, The second sense in which this path of a network is even too narrow to capture and difficulties in interoperating, internally is lower is that it represents an act of sur- their essence, that enterprises with such and externally, technically and humanly. vival by OD practitioners. This of course is permeable, “fuzzy” boundaries are bet- They are bureaucracies. The strength and Shepard’s first meaning in his change rules ter described as “platforms.” YouTube and weaknesses of entrepreneurial forms are of thumb “stay alive.” Yet this is a compro- LinkedIn are instances here, where their the reverse: their ability to rapidly react to mised act of self-preservation that can lead vast “external” networks of stakeholders are change and opportunities, but inability to to an impasse; it is not Shepard’s fuller simultaneously consumers and creators of regularize operations for purposes of scal- meaning of “staying alive” as a whole prac- content, but also customers when they buy ing. The alternative Nolan logically deduced titioner, bringing a self-actualizing life to enhanced services.6 was the IT-enabled network form, combin- the arena for fuller whole systems effect.5 I To return to Dick Nolan’s original for- ing the strengths of each of the classical have heard emerging practitioners lament mulation: the network-enabled structure forms, while mitigating their weaknesses. this time and again. Many of them feel responds to two fundamental environmen- In their design, these network firms trapped, on a road to Abilene. The way out tal conditions—pace of change and com- rely on an array of interdisciplinary proj- is considered next. plexity of information requirements. When ect held together by the power of a the pace of change is comparatively slow guiding vision and norms, and by self-reg- A Higher Path: Co-creating Network but information requirements are high, ulating coordinating mechanisms. Without Organizations of the Future command and control hierarchies predom- this center to the organization, confusion Organizations, increasingly networked in inate. When the pace of change is high but ensues with project teams and other units their conception, culture, and structure, information-processing requirements are drifting apart and hunkering down even are already in existence. They are com- comparatively low, simple entrepreneur- further into stovepipes. ing on the scene more and more in mixed ial forms are apt, with employees wearing I saw this organizational dilemma forms, as modified hierarchies and matrix resolved during my tenure as a consult- hybrids; rarely yet are they “pure” formal ing director at KPMG, later BearingPoint, 6 organization networks. Many of them are . I thank Claudy Jules for this distinction; personal when as knowledge workers we increas- communication (2019). Implications for organi- IT dominated in their product and service zational identity here are considered in Elizabeth ingly needed to unite to sell, scope, and Altman and Mary Tripsas’ “Product to Platform 5. “Rules of Thumb for Change Agents” (1975). Transitions” (2015). 7. Adapted from Nolan et al. (1988).

18 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 service complex engagements. The small, enterprise as a whole open system in its engagement and strategic priorities rather partner-dominated fiefdoms that histori- socio-technical dimensions. than focused on narrower planning, man- cally made up the firm could not effectively Parallel to the emergence of change agement, and control. A deep future exists interoperate when it came to large-scale point solutions, a growing number of for OD practitioners to work with leader- projects. Diverse specialties were required change strategists developed the way for- ship teams and other stakeholders devel- at once from different regions, industries, ward here. In addition to Dick Nolan, oth- oping governing operating models and and horizontal competencies. Governing ers have helped lead the way. In the late collaborative norms for these new kinds protocols were needed to establish clear 1980s and early 1990s, Les Berkes and of enterprise. and points of coordination. Michael Mann pioneered collective map- One aspect of this future work will be So were supporting infrastructures, such ping of as-is and desired to-be network for practitioners to help organizations bet- as information technology, human assets, organization structures, using computer- ter understand and move through the “dark resource allocation, project tasking, per- assisted analysis, at AT&T, Northrop, and side” of networks. It is a commonsense formance standards and monitoring, and other organizations. The analytics here observation that network connections . After a period had the power to reveal hidden “trust net- between people can be superficial, and because of their transparency lead to anxi- The development of network enterprises—their overall ety and issues of trust. Facebook among users is an example. Technology is not a architectures, infrastructures, cultures, and leadership— magic bullet. It can be used in limiting, is the pivotal work of a re-birthed OD. Due to the network self-defeating ways, and as we have seen in cyber-security breaches an instrument for organization’s very complexity and collaborative nature, this corrupt ends. Just because organizations work must be carried out in a collaborative design process, are functioning networks is no guarantee of them creating deeper patterns of human a full partnership between consultant and client system, one connection and authenticity. that considers the enterprise as a whole open system in its Yet with people who are in good emo- tional contact with themselves and others, socio-technical dimensions. opportunities await for fuller realization of these organizations’ collaborative potential of trial and error and heated debate, these works” that could be better harnessed for and for purposes of good. Organizational were blueprinted in a new operating model work. Karen Stephenson and Rob Cross are leaders and consultants can light the way. sanctioned collectively by the partnership, two others who have been working widely OD practitioners can also serve here as a which then enabled swift deployment of on this with client-systems. A rich heritage kind of conscience for the enterprise in line the cross-cutting project teams through- and various design methodologies exist to with a proud legacy. out the US and globally. A flat, federated draw on.8 Whole systems do not need to be structure with organizational coherence In this, human being is restored at the approached all at once, as some OD people resulted, leading to a more collabora- center of the equation. It is restored in par- suggest. Change will be multi-modal and tive and open culture for joint action and ticipative design teams, which can be aug- multi-phased. Organization shapes will results. What we designed for the consult- mented in large-scale, future-search type morph and re-morph as their people learn, ing firm is becoming the way of all knowl- meetings. But it is also restored in under- unlearn, and re-learn. Again, as Shepard edge organizations, including intelligence standing de-facto ways people interact and taught, it is a must to “start with where the agencies that must share highly classified work-around formal hierarchies to cre- system is” and “light many fires,” but to information in a transnational intel com- atively get work done across value chains. do so with an eye on the whole. Now is the munity, real-time. Here lie the seeds of the new organiza- time as Shepard would say to “capture This is the pivotal contribution prac- tion, considered alongside information the moment.” titioners in the field can now make: The age management principles, principles Building better organizations and development of network enterprises—their such as communications being swift and communities, and improving the world, are overall architectures, infrastructures, cul- point-to-point, rather than stuck in “need hard tasks. There are “no easy victories,” tures, and leadership—is the core work to know” formalisms. Another, for exam- as John W. Gardner said about meaning- of a re-birthed OD. Due to the network ple, is organizational leadership being ful social action in a book of that years organization’s very complexity and col- directly involved with establishing rules of ago (1968). But they can be approached a laborative nature, this work must be car- step at a time in light of a bigger vision and ried out in a collaborative design process, 8. See Stephenson’s The Quantum Theory of Trust in concert with others. The trick, in keep- a full partnership between consultant (2005); and Cross and Robert Thomas’s Driving ing with so many of the original voices in and client system, one that considers the Results Through Social Networks (2009). the field, is to be grand but not grandiose.

The Rise and Fall of OD—and Two Paths Forward 19 Martin Goldberg provides strate- gic and collaborative counsel with leaders, teams, and organizational Moving ahead will require courage for cli- Goldberg, M., & Jules, C. (2010). Orga- ents and OD practitioners alike. Trips to nization development and human communities. For many years he Abilene can be reversed. This is all the resources: Why the uneasy alliance? served as Managing Director of more so amid the double-edged sword of OD Practitioner, 42(4). Change Solutions at BearingPoint, robotics and artificial intelligence. These Goldberg, M. (2017). Marvin Weisbord: its KPMG predecessor companies, and other technologies yet to come do A life of action research. The Pal- and Deloitte, founding Distant seem like they are on an inscrutable march. grave handbook of organizational change Drummer near Washington, DC, in But there will always be a need for meta- thinkers. Cham, Switzerland: Palgrave programming, even though we may go Macmillan. 2010. He graduated with honors back, and further back again, to the human Harvey, J. (1988). The Abilene paradox and in MSOD at Pepperdine in 1988 being at the center of the creative process. other meditations on management. San and studied the History of Ideas A central teaching question Bob Tan- Francisco, CA: Jossey-Bass. at UCLA and Reed College. He nenbaum asked was “does this path have Kleiner, A. (2008). The age of heretics: A his- teaches OB at Pepperdine and a heart?” Geoff Bellman has reminded me tory of the radical thinkers who reinvented Salisbury Universities and has that where people are concerned, there is corporate management. San Francisco, always “a deep human longing,” a spiri- CA: Jossey-Bass. written widely. He lives in Easton tual need at the core of our existence where Noer, D. (2017). Humanistic consulting: Its Maryland. He can be reached at “the human heart seeks to be fed and history, philosophy and power for orga- [email protected]. expressed.” We can take comfort in the fact nizations. Jefferson, NC: McFarland & that OD has something essential to offer Company. here—in the new, and in reclaiming the Nolan, R., & Croson, D. (1995). Creative wisdom of the past. destruction: A six-stage process for trans- forming the organization. Boston, MA: References Harvard Business School Press. Nolan, R., Pollack, A., & Ware, J. (1988). Altman, E. J., & Tripsas, M. (2015). Product Creating the 21st century organization. to platform transitions: Implications of Stage by Stage, 8(4). organizational identity. In C. Shalley, Shepard, H. (1975). Rules of thumb for M. Hitt, & J. Zhou (Eds.), Oxford hand- change agents. OD Practitioner, 7(3) 1–5. book of , innovation, and entre- Stephenson, K. (2005). The quantum theory preneurship: Multilevel linkages. Oxford, of trust: The secret of mapping and man- UK: Oxford University Press. aging human relationships. United King- Cross, R., & Thomas, R. J. (2009). Driving dom: Pearson Education Ltd. results through social networks: How top Trist, E. (1981). The evolution of socio-­ organizations leverage networks for perfor- technical systems: A conceptual frame- mance and growth. San Francisco, CA: work and action research program. Jossey-Bass. Issues in the Quality of Working Life (2). Drucker, P. (1993). Post-capitalist society. Toronto, Ont.: Ontario Ministry of Gov- New York, NY: HarperCollins. ernment Services. Gardner, J. W. (1968). No easy victories. New York, NY: Harper & Row.

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

20 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 “The CEO almost laughed when we suggested that ‘organizations are centers of infinite relational capacity, alive with infinite imagination, open, indeterminate, and, ultimately— in terms of the future—a mystery.’”

Collaborative Change

Generative Approaches that Transform Organizations, Revitalize Communities, and Develop Human Potential

By Steven H. Cady Here is a story to illustrate what we have inquiry with an alternative metaphor? The learned about cultivating a spirit of inquiry. CEO almost laughed when we suggested Park Plaza was a flea-bitten, one-star that ‘‘organizations are centers of infi- hotel that was taken over and challenged nite relational capacity, alive with infinite to transform itself. The mandate to the imagination, open, indeterminate, and, managers of this low- cost, high-turnover, ultimately—in terms of the future—a mys- poorly managed hotel was frightening: the tery.’’ One of the ‘‘issues,’’ for example, was new parent company wanted a rapid turn- the horrendous lack of responsiveness to around in service from one star to four guests and a culture of not caring. So, we stars, an externally determined rating.­ proposed an experiment. They immediately invested $15 million into One group of employees was asked to transforming the physical setting to mar- do an organization diagnosis. In the prep ble floors, exotic furniture, new rooms, workshop, we gave them classic analytic and the like. But they did nothing on the models, and they created problem-find- human side. So, a year later, nothing had ing questions: What are the largest barri- really changed. ers to your work? What are the causes of We were asked to do action research breakdowns in responsiveness to guests? that would engage everyone in a col- The other group would have a workshop laborative diagnosis and creation of an on appreciative inquiry. We asked them to action plan that would help the hotel ‘‘try on’’ a half-full assumption: that the reach four-star status. In the meantime, capacity for caring was in fact everywhere ­people feared they would fail and be fired; in the system, and there were moments there is always the possibility of whole- of revolutionary responsiveness to guests sale ­housecleaning in any takeover of this in which people went way beyond job kind; there was one moment of powerful descriptions to go the extra mile and serve learning. We proposed, in the organization-­ with passion. assessment phase, that we let go of all When the two workshops were com- ­diagnostic, problem-oriented analysis—­ pleted, we asked the groups to do sepa- literally put a moratorium on all deficit rate interviews with different people in the analysis of low morale, turf issues, gaps in hotel. We did not mention, however, how communications, mistrust, and bureau- the two groups differed. …So far, so good, cratic breakdowns. But the general man- until the day of the reports. The apprecia- ager would not accept it when, for example, tive group was the first group that volun- we said that the deficit-based assump- teered to share. Each person was visibly tions would make the organization change excited and had a role in the session. Their come to a slow crawl, that is, if we treated energy was infectious. They had discov- and defined the system as ‘‘a problem to ered that every employee they talked to be solved.’’ What might happen, we sug- wanted to participate in building a four- gested, if we engaged everyone in an star vision and that there was one story

Collaborative Change: Generative Approaches that Transform Organizations, Revitalize Communities, and Develop Human Potential 21 after another of exceptional responsive- and , notions of reflexivity and the Reflecting on the past seventy years ness to guests. In addition, the images of ‘‘enlightenment’’ effect of inquiry, and the of work in organization development and the future were compelling and inspired. relationship between inquiry and change.1 change, you will find that many of the The group shared wonderful quotes from (pages 57–58) change processes have evolved away from the people they interviewed. The prob- In the story above, management small groups conducting traditional action lem-finders sat motionless and then made seemed to have a different idea of what it research or leader groups determining the a tough charge: ‘‘Where did you find all means to “engage” employees in their own best way forward. Today, we have entered this? Certainly not here at this hotel, with collective self-assessment. In the second a new era of collaborative system-wide all its breakdowns? We did not hear any- paragraph, note how management used the engagement. From the work of Sandra thing like what you are saying. Why are word “engage,” yet when the consultants, Janoff and Marv Wiesbord, it is, “getting you fabricating?’’ Cooperrider and Barrett, proposed a true the whole system in the room.”2 Now the tables turned. We said, ‘‘Hold collaborative process, management balked. on, let’s give the other group a chance to It seems as if the top leaders wanted the Collaborative Change Defined report.’’ So, the second group presented consulting team to gather data, define the What is unique about the concept of col- laborative change? Consider each word. In Organizations and communities have moved from a focus on the context of organizations and commu- mechanistic structures toward more organic designs. The nities, change can involve the alteration of a system, including strategy, structure, professions of consulting, training, and educating has shifted core processes, power distribution, con- as well. This shift is heralding in a new era for transforming trols, culture, and people’s work.3 Collabo- ration adds an important dimension with, organizations, revitalizing communities, and developing “exchanging information, alteration activi- human potential. We are witnessing collaborative change ties, sharing resources, and enhancing the capacity of another for mutual benefit and as a human experience that is both deep and wide. Circles to achieve a common purpose.”4 Combin- are re-emerging to replace the square as a metaphorical and ing these two perspectives, I offer the fol- lowing definition: literal aspect of life. Collaborative change is the achieve- ment of mutually desired outcomes (or one person presented, while the oth- problem and root causes, provide clear and through the purposeful experience of ers sat back) a listing of about 50 serious concrete changes to make, hold a workshop sharing among two or more people. problems, such as negative supervision, to create “buy in” for the decision, and roll interdepartmental friction, and statistics out a communication and a project man- Collaboration brings an important feature on rock-bottom customer satisfaction. The agement plan to ensure the changes were to the concept of change. Scientific man- scenario they had heard and painted of the implemented through processes of compli- agement with “one-to-many” communi- future was dismal, loaded with a vocabulary ance. Does this sound familiar to you? cations has been a mainstay framework of threat. Some people felt that houseclean- Cooperrider and Berrett proposed a guiding our world for centuries. As we look ing should indeed take place. There were radical departure from what the top leaders to the future, leaders are embracing “many- anonymous quotes saying the hotel should thought of as “engagement” and it worked. to-one” approaches. As a result, traditional close. The first group questioned the It worked, despite themselves and the orga- structures are in decline and the rote expe- authenticity of the data: ‘‘These are not the nization. It worked because collaborative rience is soon to be gone. Organizations things we heard in the interviews.’’ Both processes are inherently human and natu- groups were now confused. We then asked ral. Nature is our best teacher. Many of the 2. Weisbord, & Janoff. everyone to exchange interview guides and thought leaders in organization develop- 3. Cady, S.H. & Hardalupas, L. (1999). A lexicon to read the questions. This set the stage for ment and change, those with years of expe- for organizational change: Examining the use of one of the best conversations about social rience, will tell you to get the collaborative language in popular, practitioner, and scholar peri- construction of reality we have ever had: process going… and get out of the way. odicals. Journal of Applied Business Research, 15(4): 81–94. language and reality, the impact of analysis 4. Himmelman, A.T. (2002). Collaboration for on our feelings of motivation and fear, the 1. Adapted from Cooperrider, D. & Barrett, F.J. a Change: Definitions, Decision-making Mod- impact of human inquiry on the develop- (2002). An Exploration of the Spiritual Heart of els, Roles, and Collaboration Process Guide. ment of relationships, the idea of culture Human Science Inquiry. Reflections, (3).3 57–62. Himmel­man Consulting, Minneapolis, MN.

22 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Incremental Transformational Change Change

over time. There is a common saying in the Whole Scale Change community,

Only do together, what you could not 1 to 3 Hours 1 to 3 Days 1 to 3 Months 1 to 3+ Years otherwise do alone.

narrow Activities Events Projects Initiatives W I D E BREADTH You’ve been there. We all have. A meeting begins with a report followed by random questions and comments, then another report, followed by more questions and shallow deep comments. As you walk out, someone says, “that was a waste of time.” Another per- DEPTH son replies, “Yep, I don’t even know why we meet.” Whether you are holding a 1-to- Figure 1. The Spectrum of Collaboration 3-hour meeting or a 1-to-3-day summit, it is vital that the group is engaged in pur- poseful interaction that fosters collective and communities have moved from a hierarchy, the higher one goes, the more understanding, agreement, and movement focus on mechanistic structures toward power and influence they have over those to action. more organic designs. The professions of at lower levels. Breadth of a collaborative What’s the principle to apply here? consulting, training, and educating have process refers to the various aspects or When you are in the room physically or shifted as well. This shift is heralding in a areas of the system that are engaged. Dif- virtually, use that time wisely. It’s valu- new era for transforming organizations, ferent groups with diverse perspectives able. A report can be read in advance or an revitalizing communities, and developing serve specified roles within and around the update can be watched as a video recording human potential. We are witnessing col- system. A narrow breadth typically means or even a podcast. Give people direction on laborative change as a human experience fewer people and groups involved, while pre-work that is essential to the real work that is both deep and wide. Circles are re- a wider breadth means there are more of the meeting. Essentially flip your meet- emerging to replace the square as a meta- people from different perspectives being ings by moving rote aspects of the meeting phorical and literal aspect of life. engaged. It’s important to note that breadth out and meaningful engagement in. If you and depth applies to the area of the system can read it, review it, or prepare it - then, The Spectrum of Collaboration that is being engaged. It can be a portion of create the expectation that the participants the system, sub-system, whole system, or do it in advance to make the most produc- Collaborative change processes are gener- network of systems. tive use of the collaborative time and space. ally designed for 1-to-3-hour activities, 1-to- By ensuring that people come to a 3-day events, 1-to-3-month projects, and Incremental Change meeting prepared to apply what they know 1-to-3+ year initiatives. The emerging trend to figuring something out, the stage is set is to combine elements of various methods, As shown in Figure 1, incremental change for a worthwhile meeting… maybe. Design- mixing and matching activities and events, is typically a result of a shallow or narrow ing and a facilitating a collaborative expe- to create blended experiences for projects collaborative experience. Activities can be rience is not that simple. Collaborative and initiatives that are often called change blended together into 1-to-3-hour meetings change methods provide the processes and roadmaps, or what Juanita Brown, large- or 1-to-3-day events such as a summits, con- tools to ensure that activities, meetings, scale change strategist, calls “architectures ferences, and retreats. A greater amount events, projects, and longer-term strategic of engagement.” of time is required in order to allow for initiatives are a productive experience for Figure 1 presents the spectrum of col- more breadth and depth of the system to those participating. Try asking this ques- laboration showing how these processes be involved and subsequently impacted. As tion at the beginning of your next event, can lead to a range of outcomes from you engage more people from across the “what do you want to get out of this expe- incremental to transformative change by system in the process, you have an oppor- rience to make it a worthwhile use of your engaging the depth and breadth of a sys- tunity to accelerate change, but that is not time?” The answers will help ensure that tem. Depth refers to the number of levels guaranteed. Just bringing more and more the current and future events are just that. or layers within a system that are involved. people together doesn’t necessarily result in If you have not tried this before, you will Levels are characterized by power and deeper or wider impact. That often requires find it to be eye opening. influence that people have over other levels intentional architectures of engagement or layers. Traditionally, in an organizational that build on each collaborative activity

Collaborative Change: Generative Approaches that Transform Organizations, Revitalize Communities, and Develop Human Potential 23 Transformational Change its wings. So that, the wings can understanding this on an individual and then unfold and enable the butter- collective level can lead a “toast of the Crucial temporal aspects of organizational fly to dance in the air once it achieves town” business or widely acclaimed lifesav- change need to be considered as there are its freedom. ing non-profit to become a dinosaur. When other dimensions in addition to a sequence We need struggles in our lives, you consider organizational change, the of events. On one end of the spectrum if life would not contain obstacles it collaborative process is the mechanism that there are activities that bring about incre- would cripple us. We would not be facilitates a healthy transformation built on mental change. On the other end, there are as strong as we could have been and that solid core. transformational experiences that engage would never be able to fly. The butterfly parable tells the story of more people, impact the system on a –Author Unknown5 transformational change, gruesome and deeper level, and ultimately take longer to unsettling - inspirational and beautiful. implement. What’s the moral to the story? Transfor- It’s not for the faint of heart, for sure.6 On mation occurs through a change process every level, change is a necessary struggle. The Parable of the Butterfly referred to as metamorphoses, which can If you choose to go down the path toward be rapid and dramatic, while evolving over transformational change, you are choos- One day while walking through his time. There are two criteria that serve as ing to make an important difference in the garden, a man found a chrysalis hang- characteristics to tell when a transforma- world; and in that choosing, you believe ing delicately from a branch. As he tion has occurred: behavior and energy. At in what is possible. Those who have a pas- admired it, it started to move, and a the most fundamental level, a living sys- sion for this work, and the shoulders upon small opening appeared. The man tem is characterized by distinct behaviors which they stand, embrace the struggle. It enchanted, watched for hours as the or movements fueled by an energy source. informs and ensures the transformation is Chrysalis moved frantically, the but- The notions of behavior and energy apply as beautiful as a butterfly. terfly struggling to free itself from its to every entity – on every level. In the case confinement through the small open- of an organization or community, behavior The Pace of Change ing. Then almost as suddenly, the can be seen in its structure and processes, butter­fly stopped, appearing as if it while energy is its resources such as type There is a polarity that exists within our had gotten as far as it could go, and of funding or sales. Transformation means way of thinking about change - it can be could go no further. The man feeling that there is a complete change in these fast and slow at the same time. It can sorry for it decided to help the but- two characteristics. even be instantaneous. Start from the very terfly, and with a small knife he gen- The collaborative human experience is beginning of time – there is the cosmic tly slit open the chrysalis allowing the akin to the metamorphosis of a caterpillar. explosion that marked the beginning of the butterfly to emerge easily. Transformation is the result, while meta- universe called the big bang theory, also The butterfly broke free, only to morphosis is a shift referred to as the pro- referred to as the big crunch or big rip. The wilt over into a completely motion- cess. For example, the caterpillar's behavior theory suggests that the universe, as we less state in his hand. Its tiny swollen is to crawl, while its energy source is leaves. know it, started as a small singularity and body and shriveled wings withered As the caterpillar changes into a butterfly – expanded into the cosmos we inhabit today. and deformed. The man continued it’s behavior and energy source shifts from Other scientists disagree and offer alterna- to watch expectantly, waiting for the crawling and eating leaves to flying and tive explanations with theories like steady moment the wings would unfurl, eating nectar. The shift demonstrates the state universe, oscillating universe, or eter- expand, and enlarge enough to sup- distinction between process (metamorpho- nal inflation called a multiverse. Some even port the still limp body, enabling the sis) and content (transformation). Imagine suggest we could be in a digital simula- butterfly to get up, but he waited the before and after photo demonstrating tion running on a vast cosmic computer.7 in vain. Instead the butterfly spent the transformation; while in its cocoon, the These theories and other interdisciplinary the remainder of its short existence, real gooey shift happens, deep and wide. perspectives support and expand our own crawling awkwardly, dragging its frag- Interestingly, the DNA of the liv- thinking about change. ile body and shriveled wings… never ing entity, the caterpillar, stays the same able to fly. throughout its entire lifespan. Often this What the man in his kindness, DNA is referred to as the core purpose 6. Tibi Puiu, “How Caterpillars Gruesomely Trans- goodwill, and haste failed to under- and values of an organization. Not clearly form into Butterflies,”https://www.zmescience. stand was that the restrictive chrysa- com/ecology/animals-ecology/how-caterpillar-turn- butterfly-0534534, (March 20, 2019). lis and the struggle required for the 5. Adapted from Mieke Byerley, “The Parable of 7. Dan Vergano, “Big Bang Discovery Opens Doors butterfly to get through the small the Butterfly,”https://clockworxnz.wordpress. to the Multiverse,” https://news.nationalgeographic. opening, is nature’s way of ­forcing com/2016/07/28/the-parable-of-the-butterfly, com/news/2014/03/140318-multiverse-inflation-big- the fluid from the swollen body into (March 20, 2019). bang-science-space/ (March 20, 2019).

24 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Steve Cady, PhD, is a professor serving as Director of the Doctoral Program in Organization Devel- The spectrum of change implies that birds demonstrate collaboration in complex while it often takes longer for system-wide adaptive systems – a collective agility cata- opment and Change at Bowling transformation to occur, disruption can lyzed by small movements. Green State University. He is be a unique event that transitions into an The metaphor of the starlings pro- an author, speaker, and consul- intentional collaborative experience... or vides an image of how this type of change, tant on topics of collaborative not. Like the big bang, such change often small movements, can occur in organiza- change, motivation, and learn- begins with a catalyst that can be consid- tions and communities. Christopher Alex- ing. Dr. Cady serves on boards for ered “ground zero.” In some cases, the ander, the famed architect and systems event leads to an intentional broad-based thinker shares that living systems, includ- ISODC and NTL, along with the collaborative response to move forward ing human systems are made up of wholes editorial boards for the Journal together. In other cases, it’s an uninten- at every level of scale—from the individual of Applied Behavioral Science, tionally reactive and unhealthy mess. In to the family to organizations, all the way to Public Integrity, and Organiza- both cases, there is collaboration among complex towns, , and societies. Alex- tion Development Review. He has key actors. It’s just that some collaborative ander suggests that life-enhancing trans- been the Chief Editor for Orga- responses are more effective in achieving formations often co-evolve, not from grand meaningful outcomes than others. formal plans or edicts, but from small scale nization Development Journal acts of collaboration at every level of scale. and is co-author of The Change A Closing Word of Wisdom “Every act helps to repair some larger, older Handbook, 36k+ copies sold in from Billie Alban whole,” Alexander explains, “but the repair four languages, PBS DVD title not only patches it, it also modifies it, Life Inspired, and founder of One evening during dinner with Billie transforms it, sets it on the path to become NEXUS4change, a global net- Alban, co-author with Barbara Bunker of something else, entirely new.9” Large Group Interventions, we discussed With collaborative change processes work of networks organization the utility of change roadmaps. Is it possi- you can make a difference, whatever the with 8k members. He has over 30 ble to map out a one-to-three year collabor- breath, depth, or level of the system that publications and books. His PhD ative change initiative? They never seem to you initially enter. With these processes, in and work out as planned, to which she replied, you can create a sense of coherence and Research Methods is from Florida meaning through the accumulation of State University, along with an The best plans are meant to be emergent changes that lead to substantial ­deviated from. changes with high impact. MBA and a BSBA in Finance from The University of Central Florida. Complex adaptive change means that If not you, then who? He has been recognized by his each and every step in a process informs If not now, then when? university with the Outstanding the next step. A well-planned collabora- –Hillel Researcher Award, the President’s tive change is necessarily adaptable. Some Award for Community Engage- experts suggest that transformative shifts References can co-evolve, not only from purpose- ment, and the Faculty Excellence ful planning, but also from small acts of Cady, S. H. & Hardalupas, L. (1999). A lexi- Award in Teaching with Technol- collaboration at multiple levels of scale. con for organizational change: Exam- ogy. In addition, he has received Today’s leading scholars in our field are ining the use of language in popular the Outstanding Article Award, asking the question, “Why and how do practitioner & scholar periodicals. Jour- along with the Communicating OD small changes amplify and accumulate at nal 0f Applied Business Research, 25(4), Knowledge Award from the OD the organization level, over time, to become 81–94. continuous change.” (p. 1)8 Collaborative Himmelman, A. T. (2002). Collaboration for Network. He can be reached at processes enable members of the system a change. Minneapolis, MN: Himmel- [email protected]. to elegantly “move together” like starlings man. p. 4. in a murmuration as they shape shift their The Timeless Way of Building 1979. New flight patterns. Search for it on YouTube. York, Oxford University Press, p. 485. Wee, E.X.M, & Taylor, S.M. (2018). Atten- What an amazing site to behold! These tion to change: A multilevel theory on the process of emergent continu- ous organizational change. Journal of 8. Wee, E.X.M, & Taylor, S.M. (2018). Attention to 9. Alexander, C. (1979). The Timeless Way of change: A multilevel theory on the process of emer- Building, New York, Oxford University Press, , 103(1), 1–13. gent continuous organizational change. Journal of p. 485. Applied Psychology, 103(1), 1–13.

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

Collaborative Change: Generative Approaches that Transform Organizations, Revitalize Communities, and Develop Human Potential 25 “Coaches and consultants with dialogic mindsets conceive of organizations less as machines or organisms or whatever, and more like ongoing conversations that can reinforce or re-shape implicit perceptions, possibilities, and patterns of behavior.”

Dialogic Meaning-Making in Action

By Robert J. Marshak This discussion builds on an earlier OD cognitive linguistics (Marshak, 1993; 1998; Practitioner article and explains in greater 2004; 2006; 2013; Bushe & Marshak, depth how coaches and consultants can 2015). Most importantly they are the types use generative conversations to help cli- of definitions I have offered clients when ents address limiting assumptions and cre- asked what I am seeing, thinking, or doing. ate new possibilities (see Marshak, 2004). The phrase “dialogic meaning-making in Mindset is the constellation of conscious action” is used to capture the essence of and unconscious assumptions, beliefs, this method and is based on the prem- premises, and frameworks that shape how ise that the way people see and act in the something is interpreted and the result- world is determined by the contents of ing reactions and responses. For example, often out-of-awareness mindsets that may someone may have a “scarcity mindset” be identified and addressed during every- that sees things in terms of absence, rarity, day conversations. To help support under- deficiencies, or what’s missing. standing and practice of the method, the underlying premises and core concepts are Meaning-making is the process of how reviewed along with examples to illustrate people interpret and make sense of situa- key ideas and suggested actions. tions, events, outcomes, others’ actions, as well as their own actions. Someone with Beginning Definitions a scarcity mindset may tend to interpret a ten-ounce glass with five ounces of liquid A central concern of the discussion is as “half empty.” about words and their meaning(s) so let’s begin with some simple working defini- The active role of language assumes that tions intended to convey how some terms talk and text do more than just objectively should be understood. The definitions are report things, but instead construct the hopefully in everyday language but are mindsets that shape meaning-making. drawn from literatures rel- It is also assumed that language in use, evant to the topic. No attempt is made to for example word images or storylines, present formal definitions or reconcile dif- can reveal unspoken premises and out-of- fering nuances debated in the technical awareness frameworks. If a person with literatures. And, to be transparent, the defi- a scarcity mindset successfully influences nitions convey how I understand the terms everyone they encounter to describe simi- based on my experiences as a consultant as larly filled glasses as half empty and as a well as someone who has made contribu- result everyone else experiences a sense of tions to several of the relevant literatures, scarcity, then people’s mindsets and mean- including dialogic organization develop- ing-making will have been constructed ment, organizational discourse studies, through the “story of the half empty glass.” covert processes in organizations, and Additionally, hearing someone recount the

26 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Table 1. Dialogic Meaning-Making Core Concepts

• Language is constructive. be generative as well as informational; they • Language conveys literal and symbolic, as well as conscious and unconscious, have the potential to construct and rein- meanings. force meanings and therefore perceptions and possibilities (Schön, 1993). Generative • Conversations continually create the meanings that shape social reality. conversations, then, are interactions where the coach or consultant is intentional • Double-loop learning is needed for generative change. about using the symbolic and construc- • There are three processes that help lead to dialogic generative change. tionist aspects of language to help clients better assess the ways they are conceptual- izing and addressing their situations: their dilemmas, difficulties, opportunities, and story of the half empty glass might sug- The Practice of Dialogic possibilities. gest the possibility that they have a scarcity Meaning-Making mindset about things. Core Concepts All coaching and consulting are based in Dialogic change is the process wherein conversations carried out between two There are five core concepts that help us established and repetitive ways of talking or more people. Typically, participants in to understand and effectively work in this about things are disrupted and new ways these exchanges don’t think very much way. Those concepts are listed in Table 1 of talking lead to new ways of thinking and about the language they are using. Conse- and described in more detail below. acting. Suppose we return to the commu- quently, except when there are misunder- nity of people who all recount the story of standings or confusion, the specific words Language is constructive the half empty glass and then add newcom- and phrases are listened to less than for the Unlike the mirror-image theory of lan- ers who point out the glass has enough liq- presumed intended message(s). Another guage which supposes talk and text should uid for any and all purposes. They then view of what is going on in such exchanges, only report and describe aspects of an suggest the issue is the glasses are too however, assumes that the words and objective, independent reality, the construc- large, not that there is too little liquid. If phrases are not simply literal accounts, but tionist theory of language places language this happened, then maybe the ongoing are also symbolic and constructive. When and especially conversations at the center talk and meaning-making about scarcity we assume that language conveys implicit of meaning-making and the ongoing social would be disrupted. It might then be pos- meanings and symbols and not just construction of reality (Barrett, 2015; Ger- sible for a new way of talking about things explicit, rationally intended statements, we gen, 2009). Adherents of this core concept to emerge, leading to a change in mindsets are led to wonder what the specific words suggest that organizational phenomena and resulting meaning-making—perhaps and phrases being used by a client signify exist only as far as they are constructed that the organization’s glasses are larger about how that person is experiencing the through reciprocal conversations that than needed and a “right-sizing” effort world. We might ask ourselves: implicitly assert and affirm agreed upon is needed. social meanings. This is not to claim that What is the structure of beliefs, orien- organizations are nothing but people talk- Dialogic meaning-making through gen- tations, and ways of interpreting the ing to each other, but rather that conver- erative conversations is a coaching and world that is leading this person to sations are the principle means by which consulting practice where language (talk) describe things in this particular way organization members create a coherent becomes the core tool for helping clients or to use those specific word phrases social reality that frames their sense of who and client systems reflect on how they are and images? What words and phrases they are, what they should do, and what the making meaning of their situation, any might we use in return to get “in sync requirements are for their own and orga- limitations that it is creating, and new lan- with,” or confront, or alter the client’s nizational success, indeed even what “suc- guage to create new possibilities. Because inner perceptions and assumptions cess” means. language, such as , storylines that may be limiting their choice(s), What any particular individual or and word images, is considered a primary and are often deeply held or even group believes is “reality,” “truth,” or “the means to construct a person’s or system’s out-of-awareness? ways things are,” is a socially constructed reality and not just objectively communi- mindset. Thus, how things are framed and cate things, seeking to change the prevail- We as coaches and consultants can use the talked about becomes a significant, if not ing stories, metaphors, slogans and the like insights provided by a symbolic and con- the most significant context shaping how is assumed to generate new meaning-mak- structionist view of language to aid us with people think about and respond to any situ- ing leading to new behaviors and actions. meaning-making interventions with our ation. Different individuals, groups, strata, clients. Our conversations with clients can and silos of an organization might, of

Dialogic Meaning-Making in Action 27 course, develop their own mindsets about that what is said is consciously intended If we listen literally at a surface level, we a particular issue through internalized sto- and no more. This core concept challenges are likely to hear someone concerned about ries, word images, narratives, and so on that assumption. Instead, language in all all the problematic barriers to the desired that define the way things are as they see its forms, including day-to-day conversa- change. Coaching or consulting responses and experience them. Attention to the pre- tions, is assumed to convey both literal and to those concerns might be to discuss ways vailing conversations of individuals and symbolic information coming from both a to address the potential problems and over- groups within an organization, what they person’s conscious and unconscious mind. come the barriers and resistance to change. are about, how they are created and sus- Indeed, sometimes important meanings If we also listen symbolically at a tained, what impacts they may have on from a person’s unconscious are conveyed deeper level, we might also hear that the perception and action, and how they may symbolically, whether consciously intended person’s mindset and thinking is being change over time becomes, as a result, a or not (Jung, 1964). Yes, Dr. Freud, some- shaped by an underlying conceptual meta- central aspect of dialogic coaching and times a cigar is more than just a cigar (and phor something like “Change is a Difficult consulting. This also implies the added sometimes it’s not). If this core concept has Journey Filled with Obstacles.” Instead of complexity that there may be potentially any validity and the cues and clues to how continuing to converse within the bound- multiple realities (different stories, differ- someone is making meaning in a situa- aries imposed by that implicit framework ent narratives, different images, different tion is also connected to out-of-awareness we might suggest an alternative metaphor mindsets, and so on) in any given situation, symbolic expressions, then the genera- that might generate transformed ways in including the social realities of coaches tive, dialogic coach or consultant must how the person makes meaning of the situ- and consultants. develop skills in listening both literally ation. For example, how might the conver- Consequently, changing the behav- and symbolically. sation and choice of intervention activities ior of individuals and groups—for exam- Cognitive linguists, especially Lakoff go if the underlying conceptual metaphor ple about the strategic requirements for and Johnson in their seminal work, sug- implicitly shaping the client’s mindset success or about needed organizational gest that virtually all subjective thought and was something like “Change is an Oppor- changes—requires challenging or changing reasoning is shaped by underlying concep- tunity to Realize New Possibilities.” This the storylines, images, narratives, and so tual metaphors (1980; 1999). “Conceptual might lead to thinking more optimisti- on that shape the mindsets which govern metaphor is pervasive in both thought and cally about intervention activities that seek thought and action. This concept helps us language. It is hard to think of a common ways to realize new possibilities to previ- to understand that more than continuing to subjective experience that is not conven- ously difficult dynamics—like the ques- talk about things in established ways may tionally conceptualized in terms of meta- tion of whether a ten-ounce glass filled be necessary to change mindsets. Instead, phor.” (1999, p. 45). They also assert that with five ounces of liquid is half full or half alternative conversations which convey the conceptual metaphors that shape most empty, how one’s mindset frames the situ- ideas and images that generate new pos- of our reasoning operate out-of-awareness ation generates the ensuing reactions and sibilities may be necessary. Consider how in the cognitive unconscious. … (M)ost of our responses (Schön, 1993). the implicit mindset and metaphor that thought is unconscious, not in the Freud- an “organization is a machine” naturally ian sense of being repressed, but in the Conversations continually create the leads to thinking and talking about keep- sense that it operates beneath the level of meanings that shape social reality ing things smooth running and when nec- cognitive awareness, inaccessible to con- The importance of conversations to socially essary hiring a consultant to bring a tool kit sciousness and operating too quickly to be construct reality, inform mindsets, and to repair what’s broken. What happens if a focused on” (1999, p. 10). frame experience versus simply convey different implicit metaphor begins to shape An example of this way of thinking objective information needs to be under- talk and action? Suppose instead of a mech- would be working with a client who said stood and cultivated by those who wish to anistic storyline the leader of the organiza- something like: coach or consult dialogically (Ford, 1999; tion begins talking about the “organization Ford and Ford, 1995). All conversations is a living organism” needing a healthy We have a long road ahead before and communications can be used to chal- environment to learn, grow, and develop to we can hope to arrive at our desired lenge, re-enforce, or create new prem- its fullest potential (Marshak, 1993; Oswick change destination. I see lots of obsta- ises and possibilities. This means paying & Marshak, 2012). cles along the way especially middle attention to how prevailing beliefs and sto- managers who are blocking move- rylines are reinforced in day-to-day conver- Language conveys literal and symbolic, ment and making us spin our wheels sations throughout the organization, and as well as conscious and unconscious, with side trips that go nowhere. I especially conversations the coach or con- meanings need someone who has been down sultant engages in with clients and orga- In most day-to-day interactions there is a this road before who can help guide nizational members. They would then tendency to assume that “people say what us on the way ahead... have the opportunity to seek to intention- they mean and mean what they say” and ally influence those conversations in ways

28 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 that could allow new ideas and possibilities about the underlying, out-of-awareness framing a situation in potentially limiting to emerge—not so much by directly offer- frameworks that guide how they reason ways. Reflecting on implicit beliefs that an ing counter-rationales or argumentation, and interpret the world, mindsets have a organization is like a machine with people but by addressing how the client is implic- profound but usually unexamined impact as mechanistic parts, realizing those beliefs itly framing their experience; that is, by on how people interpret situations and the are inappropriate and limiting, and then listening for the implicit metaphors and choices available to them. In the words choosing to think and act from a different storylines that reveal how a person is inter- of the learning organization guru Peter and more enabling set of beliefs, would be preting their experience and the responses Senge, mindsets are “deeply ingrained an example of double-loop learning involv- available to them. For example, coaches assumptions, generalizations, or even pic- ing generative change. and consultants working from a strengths- tures or images that influence how we based orientation might conversationally understand the world and how we take There are three processes that help lead to encourage the client to change their story- action” (1990, p. 8). Mindsets frame sit- dialogic generative change line from describing problems and barriers uations and inform what is considered Generative conversations have the potential to discovering strengths and possibilities. possible. They also prevent people from to transform dialogic meaning-making if at Another example might be to conversa- imagining possibilities that exist outside of least one, and more likely a combination of tionally note that the client keeps describ- their unexamined assumptions. Individual all three, of these processes occur (Bushe & ing the situation they face metaphorically and organizational mindsets, therefore, can Marshak, 2015): as being “bankrupt” (of ideas, possibilities, form implicit conceptual traps that limit »» A disruption in the ongoing social con- resources, and so on) while wondering if our thinking and require a “mental revo- struction of reality is stimulated in a the client had any untapped riches such as lution” in order to change how we will act way that leads to the emergence of a the good will of others. and react in the world. Such a change in more beneficial way of thinking and Consequently, how to listen to and the implicit frameworks that guide behav- acting. implicitly influence conversations becomes ior requires generative change that alters »» A new generative image surfaces or is a central aspect of dialogic meaning-mak- how something is experienced in a funda- introduced that leads to novel and com- ing in action. This could involve, for exam- mental way. When successful, this is con- pelling alternatives for thinking and ple, creating safe containers for more open sidered double-loop learning (Argyris, 1977). acting. discussions, inviting a broader range of Double-loop learning connotes the »» A change to one or more conceptual voices and communication modalities into ability to examine and then modify, as metaphors and/or storylines takes place the conversations, changing the types of appropriate, existing beliefs and assump- and becomes the prevailing way of questions asked, introducing new genera- tions that are guiding thinking and action- thinking and acting. tive metaphors or images, altering how taking; in short, the ability to reflect upon, conversations unfold, and so on (Marshak, and as appropriate, change the usually out- A disruption in the ongoing social con- 2013; Bushe & Marshak, 2015). of-awareness mental mindsets that guide struction of reality is stimulated in a way It is important to keep in mind that our day-to-day actions. This is different that leads to the emergence of a more what is considered to be possible or the from single-loop learning where one learns beneficial way of thinking and acting. Dis- way things must be is constantly in the pro- how to adapt and problem-solve consis- ruptions to ongoing ways of thinking and cess of being created or re-created in every- tent with one’s implicit mindset’s untested acting occur when the implicit conceptual day interactions. In other words, mindsets beliefs and assumptions. It is the ability metaphors and storylines within a per- are always in a state of becoming depend- to address not only problems and issues, son’s mindset are brought into awareness ing on what is being conveyed and rein- but the logic that guides how situations are and recognized as no longer effective or forced conversationally. Dialogic change is conceptualized and what is considered to viable. This then creates an opening for a potentially possible at any moment during be feasible that makes it a double-loop pro- potentially more beneficial metaphor and/ interactions, whether intentional or not, cess. Usually, of course, the implicit beliefs or storyline to emerge to shape new pat- depending on how ongoing conversations and assumptions that guide our think- terns of thinking and acting, for example unfold (Shaw, 2002). ing and actions are taken for granted and a shift from implicit metaphors or story- therefore not readily accessible for consid- lines about (tangible) scarcity and poverty Double-loop learning is needed for eration. Because the same beliefs and logic to metaphors or storylines about (emo- generative change applied to the same situation will produce tional and social) abundance and plenty. In addition to explicit reasoning, how the same results (single-loop), it is only Disruptions can be planned or unplanned, people think about and respond to situa- when the existing beliefs and logics are and an individual or group may be able to tions is guided by unexamined or untested questioned (double-loop) that new possibil- recognize and replace their limiting way assumptions, beliefs, and premises. These ities emerge. Double-loop learning there- of thinking without the help of a coach are collectively referred to here as mind- fore requires generative change aimed at or consultant. However, a dialogic coach or sets. Because people generally don’t think altering some aspect of the mindset that is consultant can help speed the process

Dialogic Meaning-Making in Action 29 along, or help a stuck client, through gen- achieve it, who is and isn’t influential, what SVP Delta: We need to start think- erative conversations. are my most important challenges and ing about what aspects of the organization opportunities, how much influence do I need to be changed now and in what ways. A new generative image surfaces or is have, and so on) is based on the implicit Others: (All verbally or head nods). introduced that leads to novel and compel- frameworks within an individual’s or Yes, we agree. ling alternatives for thinking and ­acting. group’s mindset. That is, regardless of what VP Beta: Well, I don’t think we have Generative conversations are intended to might or might not be “objectively true” to look too closely at manufacturing. That’s encourage transformational changes to a from the perspective of an onlooker, what been running smoothly and efficiently client’s mindset leading to new ideas and a person believes to be true (and therefore, since the installation of the computer- new ways of looking at things. When work- what influences their thoughts and actions) aided systems a few years ago. I wouldn’t ing dialogically, the coach or consultant is based on mindsets and conceptual met- want us to waste our time with something may note the existing cognitive frameworks aphors and storylines that construct and unless there is a clear problem. Maybe we that seem to be creating and limiting possi- reinforce realities for that person. Those should start making a list of things that are bilities for a client or client system. At that frameworks were originally formed, re- a problem. point, given the purpose of the requested enforced, and modified based on conver- Mid-Manager Zeta: Yeah, we can’t help, the consultant or coach could seek to sations, readings, teachings, education, afford to have a lot of down time talking conversationally alter the limiting mind- and so forth dating to childhood (Marshak, about things that don’t need to be fixed. We set by encouraging novel and compelling 2006). Every day, in every conversation, need to address what’s broken and get this ways of looking at the client’s situation. those ways of framing reality are continu- whole organization up and humming as In essence, then, the consultant or coach ously being re-created, maintained, some- soon as possible. seeks a new image to emerge that will elicit times challenged, and sometimes, as a SVP Theta: Yeah, let’s not fix things new and more beneficial ways of thinking result, changed. People and groups change just because we are on this change team. I and acting. A generative image, then, could when new words and ways of talking, agree with Beta. Let’s inventory everything be a new conceptual metaphor, a few words like “doing more with less” or “rightsiz- that’s a problem and figure out ways to fix suggesting an alternative storyline, or other ing” become part of their daily conversa- them. symbolic media that stimulate new ways of tions and ways of thinking and acting. The Others: (Murmurs of agreement.) thinking about the client’s social and orga- dialogically oriented consultant or coach Consultant: Hmm. As I listen to the nizational reality. It encourages people to assumes that transformational change is discussion it sounds to me almost like you imagine alternative decisions and actions not possible without the emergence of new, are talking about fixing or repairing a bro- that they could not imagine before the new socially agreed upon word images and sto- ken machine. I thought the assignment generative image surfaced. rylines that explain, support, and reinforce was more like being asked to re-invent the A second property of generative the new reality and possibilities. Conse- organization. images is that they are compelling; people quently, from a dialogic meaning-making SVP Delta: (After a pause by everyone.) want to act on the new opportunities the perspective, change is both initiated and Well, when you put it that way maybe we generative image evokes. It is important sustained through ongoing conversational are here to re-invent or re-design parts of to understand that what might be compel- to the cognitively uncon- the organization. I hadn’t thought of it that ling to the coach or consultant may not be scious frameworks guiding how people are way before, but that sounds more like what compelling to the intended audience. The making meaning of their current reality. we need to do then fixing broken parts. image of “doing more with less” was once Consultant: Hmm, what if your considered by management consultants to A Short Case Example task was to re-design or re-invent the entire be a compelling generative image inviting organization? workers to invent new and more productive The leadership of a mid-sized corporation VP Beta: Well, that would make our ways of working. Unfortunately, this was decided that a “complete transformation” task a completely different story. We’d have often experienced by workers from their of the organization was needed following a to re-think and look at everything. mindsets as mandating workforce cuts and merger and facing increased global compe- Others: (Comments and head nods of increased workloads. tition. A task force was appointed to work agreement.) on what would be needed and charged with SVP Delta: You know we probably A change to one or more conceptual meta- looking at everything: the competitive chal- should step back and look strategically at phors and/or storylines takes place and lenges, corporate culture, leadership, strat- the whole operation with a fresh drawing becomes the prevailing way of think- egy, structure, reward systems, and so on. board. How should we begin? ing and acting. Generative conversations This example of dialogic meaning-making Others: (Pause and then nods and assume that most of what is “real” or “true” in action occurred during their first half- expressions of agreement.) to an individual or group in an organi- day meeting. zation (e.g., what is my job, how best to

30 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Robert J. Marshak, PhD, is Distinguished Scholar in Resi- dence Emeritus, School of Public In this example the consultant “disrupts” whatever, and more like ongoing conversa- the conversation about fixing what’s ­broken tions that can reinforce or re-shape implicit Affairs, American University, and and invites the task force members to con- perceptions, possibilities, and patterns has consulted with organizations sider a different metaphorical image to of behavior. around the world for more than 40 guide their assignment before there is too So, now that you have read this dis- years. Marshak’s contributions to much agreement on a potentially mislead- cussion, do you agree? What are the meta- the field of organization devel- ing conceptualization of their task. The phors and storylines about organizations, opment have been recognized invitation in this example leads to reconsid- clients, consultants, and change that guide eration of the initial implicit assumptions your thinking and acting? by numerous awards including and adoption of a more appropriate image the Organization Development and mindset to guide their work. The adop- References Network’s Lifetime Achievement tion of the new image and mindset is Award and the Distinguished Edu- revealed and reinforced by the new way of Argyris, C. (1977). Double-loop learning. cator Award from the Organization talking about what needs to be done. Harvard Business Review, 55(5), 115–125. Development and Change Division Barrett, F. J. (2015). Social construction- Summary and Closing Questions ist challenge to representational knowl- of the Academy of Management. edge. In G. R. Bushe & R. J. Marshak He and Gervase Bushe are the A dialogically oriented coach or consultant (Eds.) Dialogic organization development: co-editors of the ground breaking who seeks to be intentional about genera- The theory and practice of transforma- book, Dialogic Organization Devel- tive conversations assumes socially con- tional change (pp.59–76). Oakland, CA: opment: The Theory and Practice structed realities are continuously being Berrett-Koehler. of Transformational Change. He created, sustained, and changed through Bushe, G. R., & Marshak, R. J. (Eds.) stories, word images, symbols, and con- (2015). Dialogic organization develop- can be contacted at marshak@ versations. Their role is to help foster, sup- ment: The theory and practice of trans- american.edu. port, and/or accelerate new ways of talking formational change. Oakland, CA: and thinking that lead to the emergence of Berrett-Koehler. transformational possibilities. Ford, J. D. (1999). Organizational change Marshak, R. J. (2004). Generative conver- The implications of this way of think- as shifting conversations. Journal of sations: How to use deep listening and ing is that dialogic consultants and coaches Organizational Change Management, 12, transforming talk in coaching and con- will pay attention to leaders and organiza- 480–500. sulting. OD Practitioner, 36(3), 25–29. tions in terms of their meaning-making Ford, J. D., & Ford, L. W. (1995). The role of Marshak, R. J. (2006). Covert pro- processes, seek to address how conversa- conversations in producing intentional cesses at work. San Francisco, CA: tions create social reality, and understand change in organizations. Academy of Berrett-Koehler. organizational change as a process of con- Management Review, 20, 541–570. Marshak, R. J. (2013). Leveraging language tinuous emergence shaped by language Gergen, K. (2009). An invitation to social for change. OD Practitioner, 45(2), and conversations. construction. (2nd Ed). London: Sage. 49–55. Finally, change in dialogic meaning- Lakoff, G., & Johnson, M. (1980). Meta- Oswick, C., & Marshak, R. J. (2012). making is possible during conversational phors we live by. Chicago: University of Images of organization development: interactions if three conditions are met to Chicago Press. The role of metaphor in processes of some degree and in any order. There must Lakoff, G., & Johnson, M. (1999). Philoso- change. In D. Boje, B. Burnes, & J. Has- be something that disrupts or challenges phy in the flesh: The embodied mind and sard (Eds.), The Routledge Companion the ongoing ways people talk about things its challenge to Western thought. New to Organizational Change (pp.104–114). that is creating current perceptions and York, NY: Basic Books. London: Routledge. patterns of behavior. Something that sparks Jung, C. G. (1964). Man and his symbols. Schön, D. A. (1993). Generative metaphor: people to think in new ways that is compel- New York, NY: Doubleday. A perspective on problem-solving in ling and offers new possibilities must enter Marshak, R. J. (1993). Managing the met- social policy. In A. Ortony (Ed.) Meta- ongoing conversational interactions. A new aphors of change, Organizational phor and thought, 2nd ed. (pp. 137–163). way of talking about things that creates a Dynamics, 22(1), 44–56. Cambridge, UK: Cambridge University new storyline and associated possibilities Marshak, R. J. (1998). A discourse on dis- Press. must emerge and reinforce new ways of course: Redeeming the meaning of talk. Senge, P. (1990). The fifth discipline. New thinking and acting. In D. Grant, T. Keenoy, & C. Oswick York: Doubleday. In brief, then, coaches and consultants (Eds.), Discourse and Organization Shaw, P. (2002). Changing conversations in with dialogic mindsets conceive of organi- (pp.15–30). London, UK: Sage. organizations. London UK: Routledge. zations less as machines or organisms or

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

Dialogic Meaning-Making in Action 31 “In times of crisis, how can OD theory and practice be employed to support groups or organizations find themselves? Can OD theory and practice be useful and applicable outside of the structure of an ‘organization’ when macro environmental factors are dominant?”

Systems in Crisis

Practicing OD in a VUCA Environment

By Nadia Bello and Organization Development exists as a exit the situations we found ourselves in, Precious Campbell field of study and practice because orga- we are now able to write about it and ask nizations exist. At least that is how the the following questions: In times of cri- field has developed from its origins in sis, how can OD theory and practice be Lewinian explorations of group dynamics employed to support situations groups (Anderson, 2015). In practice, OD is a field or organizations find themselves in? Can dedicated to levels of system found within OD theory and practice be useful and ­organizations: whether through coach- applicable outside of the structure of an ing an individual, tinkering with the group “organization” when macro environmen- dynamics of a team, coming up with a tal factors are dominant? What happens sociotechnical model for an organization, when there is a fundamental breakdown or negotiating between a ­company and of societal order – of which organizations the political, social, or economic ­factors (bricks and mortar or otherwise) form a that force or lead or create change. OD foundational layer? has been defined in many ways, includ- Nadia Bello uses the experience of a ing as a process, as planned, and as top group of Canadian students caught in the down (­Anderson, 2015). What happens, 2018 monsoon floods in Kerala, India to however, when change is abrupt, violent, explore group dynamics, decision-mak- ­external, and not entirely under human ing using VUCA (volatility, uncertainty, control? When, as has been explored in complexity, and ambiguity) and what rela- an ­anthology by Burke, Lake, and Paine tionships to organizations – and there- (2009), the environment is the stimulus fore to OD – exist when there is severe for change? environmental disruption to organization This article explores the use of orga- structure, both physical and operational. nization development theory and practice Precious Campbell uses VUCA and neu- during a recent natural disaster in India roscience to link to intention, vision, and and in a current period of civil unrest in outcomes of individuals caught up in the Central America from the perspective of current ongoing civil unrest in Nicaragua, two relatively new North American scholar- which threatens the safety and stability of practitioners. Within the last six months, ordinary people and families, and the coun- the authors found themselves in situations try itself. The conclusion we come to is that beyond the level of organizations: situ- having an OD perspective on situations ations that utterly disrupt the way orga- that typically would be assessed through nizations go about their daily business; other means, disciplines, and tools – for situations that threatened health, safety, example disaster management or socio- quality of life, and even life itself, as well political analysis – provides for greater as relied upon and taken for granted social awareness, understanding, and ultimately orders, imperfect as they are. Because we responsiveness to how large-scale crisis had the resources, privilege, and ability to

32 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 incidents can be handled at every level of VUCA as a Practice, Not Just a Theory of the flooding) was key. Data collection system. has been identified as a way of mitigating The idea of VUCA has been long taken up uncertainty (Bennett & Lemoine, 2014). OD and Natural Disaster by business from its origins and Constant check-ins and debriefs with stu- applied to economics (Lawrence, 2013). dents about their fears and frustrations, In August 2018, seasonal monsoon rains VUCA has very direct, and literal, applica- and emotional and physical well-being in Kerala, India peaked and caused the tion to natural disaster situations as well. helped alleviate the anxiety of uncertainty. worst flooding in 100 years, according VUCA was not just a theory in Kerala, but The ambiguity of VUCA played out in to the Government of India (2018). Over became a tool for analysis and decision the lack of precedent for us Canadians and 1 million people found themselves dis- making. For example, the characteristics of the newness of the relationships we all had placed, crowded into relief camps as The volatility in VUCA include the unexpected, to navigate. The severity of the floods was Times of India reported (2018). There were unstable, and unknown (i.e., duration) – such that even a seasoned populace and close to 500 deaths as a direct result of the but information about the challenge itself state was unprepared for their impact. All rains and compounding human activities is not unknown or even difficult (Bennett the relationships across all levels of sys- such as releasing the Northern dams, and the ensuing mudslides and flash floods Where we could not determine cause and effect, we mind- (The Times of India, 2018). Of the 14 dis- tricts in Kerala, 13 were underwater (Gov- mapped and brainstormed to figure out relationships and ernment of India, 2018). In the midst of problem solving. And although the backdrop of rising flood this, a small group of Canadian under- graduate and graduate students accompa- waters was a considerable source of tension, especially for nied by a supervisory staff member from the Indian students, frantic about the well-being of their Ryerson University in Toronto, Ontario, found themselves trapped by and eventu- families and loved ones, the shared circumstances created ally evacuated away from the flood areas. moments of bonding among all the students. Their This group of students ranged in age from 18-45, representing a diversity of academic and experimentation – their use of self, to invoke another disciplines: Nursing, Social Work, Urban fundamental OD value and practice – allowed them to care Planning, Nutrition, Biomedical Engineer- ing, and Industrial Engineering. While pre- for and learn from each other. dominantly a group of women, they also represented a diversity of ethnicity, race, & Lemoine, 2014). A lot of information is tem were new for everyone even though skin colour, nationalities, life experience, available on monsoon rains, and we know institutionally both universities have been mental health, ability, and other identities. that water falls from the sky. The monsoon partnering for several years; it was the first The project was a Live-in Laboratory run rains were expected to end and they did time under these circumstances. After all, by Amrita Vishwa Vidyapeetham, a private not. The timing and intensity of the rainfall natural disaster or not, group dynamics are Indian University. This program is a multi- and subsequent flooding, daily and overall, always at play: Canadian students had to disciplinary experiential learning program was unstable. The duration of the rains was navigate their relationships among them- that facilitates the research, development, unknown. This volatility made decision selves (and to themselves), with the Indian and deployment of sustainable solutions making an hour-by-hour activity for all the students, with other international students, for current challenges faced by rural com- leaders on the ground. with Amrita staff and faculty, with me, munities in India and designed to engage Uncertainty means that we know with the community. And we all had to do young participants in a mutual learning cause and effect, but don’t have other infor- that with each other in official and unof- and sharing experience (Amrita Vishwa mation (Bennett & Lemoine, 2014). The ficial capacities. Sorting out relationships, Vidyapeetham, 2019). The Canadian stu- volatility of the rains made relief efforts, building bonds, learning to work together, dents were joined by other international research, mobility, and indeed our own navigating expectations in a setting where students from different parts of the world living conditions uncertain. Amrita staff there were so many differences in culture, as well as Master of Social Work students sent out scouts before every planned (and customs, language, teaching and learn- from the Indian University. The focus of unplanned) outing to check roads, flood ing expectations, and myriad other ­factors the student project was, ironically, clean levels, safety, site conditions, and other fac- would have happened regardless of the water and sanitation. tors to ensure student safety. Collecting environmental circumstances; they are information and data (even as the students challenges and opportunities in their own pivoted on their projects to engage in field right. The uncertainty caused by the natu- research and data collection on the impact ral disaster and VUCA environment of the

Systems in Crisis: Practicing OD in a VUCA Environment 33 monsoons, however, sped up and inten- it helped to recognize that organization of OD in general and VUCA specifically sified those challenges and opportunities structures were still present and very much enables divergent thinking, or the ability to making even normal relational organiza- at play. One may be cut off from the home widen the context for decision making in a tional activities such as forming teams, organization, as was the case for the Cana- very unstable, turbulent, and rapidly chang- decision making and leadership, and pro- dians, or the organization incapacitated or ing physical environment, as identified by gramming questions of physical safety completely turned around by the impact of Foster & Kaplan (2001) (as cited in Burke, and survival. the environmental issue, as was the situa- Lake, & Palmer, 2009, p. 45). Ambiguity allowed the students to tion for the Indian university. As one of the In the next section of this paper, Pre- shine however: they experimented in few areas and buildings not at risk from cious Campbell explores the use of OD dur- terms of how they navigated relation- flooding, several Amrita campuses in Ker- ing political and social unrest. ships, language, and cultural differences, ala became relief camps for thousands of approaches in the community, and were displaced families. For the Canadian stu- OD and Civil Unrest able to pivot in their data collection. Where dents, the policies, procedures, and emer- we could not determine cause and effect, gency resources of their home university In 2018, I traveled to the second coun- we mind-mapped and brainstormed to fig- still existed and provided a framework for try which I call home, Nicaragua. Nicara- ure out relationships and problem solv- behaviour and expectations. Ryerson Uni- gua had erupted in civil unrest during a ing. And although the backdrop of rising versity was symbolically present through most unexpected moment. After 30 years flood waters was a considerable source its values and physically connected through of peaceful, steady economic and social of tension, especially for the Indian stu- the staff member, emergency international growth, unarmed citizens found them- dents, frantic about the well-being of their supports, and other measures (Bolman selves targets of police gunfire during a families and loved ones, the shared cir- & Deal, 2013). Similarly, staff and faculty protest to cuts in social security benefits. cumstances created moments of bonding of Amrita provided the same link to the This ballooned into many more marches, among all the students. Their ingenuity organization supports and expectations protests, and barricades calling for govern- and experimentation – their use of self, for their students and for us, as our host, ment reform that ultimately have left hun- to invoke another fundamental OD value even though the bricks and mortar became dreds dead, thousands wounded and tens and practice – allowed them to care for and repurposed. The medical relief camps that of thousands fleeing. To this day, thou- learn from each other. An example being students participated in had their own sands are being imprisoned and charged as in the middle of our own evacuation, a stu- organizational life, although everything terrorists for their involvement in protests dent was injured by a glass object unseen from the location of the camps to the avail- (A.L., 2018; Kinzer & Robles, 2018). under the water. There was no electricity or able supplies to the number of persons When I was visiting in country, every even furniture in the building, and mini- seeking services was in constant flux. The Nicaraguan asked me the same question: mal supplies. The flood waters had almost communities we were in had their own “We are in crisis; how can your degree reached the height of the entrance thresh- structures and ways of living and decision help us?” Answering this question leads old. Other students sprang into action, making. Even though in crisis themselves to the social science roots and founda- using flashlights, the first aid kit, and what- and stretched beyond capacity, we were all tions of organization development (OD) ever limited resources were on hand to welcomed and included in community life. and its application to our current environ- jerry-rig a treatment area, treat the injury, This included self-help groups of women ment, where it seems we are experiencing lift the injured girl out over the waters and organizing in their own communities, local crisis more rapidly than ever. According to get her safely on the bus. officials, village leaders, children delighted psychological studies, a crisis is an acute Finally, complexity was interwoven­ at meeting newcomers, and others. While change for which there are no immediate through all the VUCA factors above and there are lots of ethical questions that can solutions, which threatens the life goals of demonstrates all the different factors and should be raised about what it means an entity, and can result in helplessness, involved in planning for and responding to to divert resources to keep foreigners fear, and anxiety (Allodi, Coates, & East- the situation we found ourselves in. Each safe when local people are in need, in the ham, 1970). Referencing Thompson, Mar- interaction became a point of navigation, moment, everyone had a role to play in the shak (2017) describes the essence of our , complexity, incident, or need upkeep and safety of the whole community current environment: “...the emergence of during this international student experi- at a time and place when whole communi- a global economy, increased competitive ence against the backdrop of natural disas- ties were cut off from supplies, transporta- forces, advances in information technol- ter. We were far away from home, with tion, and large-scale relief efforts. ogy, more diversity in all dimensions, faster limited internet, phone, and other ways of Using VUCA and other organization cycle times on a 24/7 schedule, and so on, connecting to Canada and the home orga- development theories and practices allowed has created a VUCA (volatile, uncertain, nization. One way of mitigating complex- for a broader response than a traditional complex, and ambiguous) world” (p.13). ity using VUCA is restructuring (Bennett & disaster management or even standard- Volatility, uncertainty, complexity, and Lemoine, 2014). Knowing the constraints, ized academic institutional response. Use

34 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 ambiguity (VUCA) are the ingredients for imagination, goal setting, creativity, rela- Block (2018, p.33) writes that a acute change without immediate solutions. tionship, and keep us stuck in a loop of problem-­focused approach OD can help build the capacity to nav- fear, repeating familiar patterns. When we igate a VUCA environment by generat- act in fear, we are unable to envision a bet- may actually limit any chance of the ing movement toward sustainable change, ter future, a place to go, or a goal to reach. future being different from the past. even amidst fear and crisis. OD can do this Even when options and new opportuni- The interest we have in problems is by focusing on the OD tenets of experien- ties exist, fear drives us to seek refuge in so intense that at some point we take tial learning through applied social science the familiar rather than risk experiment- our identity from those problems. to engage multiple levels of system (Ander- ing with possibilities. (Van Der Kolk, 2014; Without them, it seems like we would son, 2015). These principles provided the Edmondson, 2019) not know who we are as a community. foundation to my response in Nicaragua, The greatest danger that a VUCA envi- Many of the strongest advocates for along with recent research from social neu- ronment poses is triggering a cycle of fear change would lose their sense of iden- roscience and interpersonal neurobiology that prevents innovation, adaptation, cre- tity if the change they desired ever that enabled me to engage individuals and ativity, and responsiveness. By learning occurred. groups in the attempt to respond to the more about fear and how to engage the VUCA environment of Nicaragua at a soci- areas it keeps offline, we can enable move- How would Nicaraguans know who they etal level. ment during crises and navigate a VUCA are once injustice is overcome? Would context for sustainable change. they be able to forge a different path for- VUCA is Spelled F-E-A-R ward once the crisis resolves? The ten- Fear & Problem Solving dency to rely on left-brain problem-solving The helplessness, fear, and anxiety that during crises prevents time, energy, and accompany crisis were at the forefront The current crisis in Nicaragua is the third resources from going toward developing a of conversation with Nicaraguan lead- of its kind in the past century. The civil different future. Once we “change” or get ers. They told stories about coworkers, unrest of the 1920s and 1930s as well as rid of something, a vacuum occurs. If we friends, or family members who had fled, that of the 1980s also fought against gov- have not already done the legwork to pre- disappeared, died, or been incarcerated. ernment oppression and injustice and suc- pare and develop something to fill the vac- Everything was happening quickly and cessfully caused a governmental change uum, we will repeat what is familiar to us. unpredictably (volatility); they did not know of power and reform (Kinzer, 2007). A change in leadership, structure, policy, what the future would hold (uncertainty); Yet, within two generations the ­country or procedure can lead to needed change; what, when, or how the next round of con- repeatedly returns to the same state, yet, it is likely that the same problem will flict and violence would occur or how to even when led by those who spearheaded recur without a shift in identity. As long as address it (complexity); or if the situation previous change. a collective sense of identity is derived from would change – for the better or worse The conversations with Nicaraguan problems, sustaining transformation does (ambiguity). The common denominator in leaders revolve around a desire to fight not occur. every experience was fear. Identifying and against the injustice, oppression, human reflecting fear back to the leaders I spoke rights violations, economic corruption, Fear & Identity with resonated deeply, and led to the ques- and undesirable state of living in Nicara- tion: “How do we act, live, and bring about gua. The rhetoric focuses on what to fight A human sense of identity generates change in the midst of constant fear?” against; absent is rhetoric about who and from the balance between our rational Most of us are familiar with the natu- what might replace it. This is congruent and our emotional brains (Van Der Kolk, ral human response to fear. Our amygdala with our natural biological response when 2014). “The core self-system is relational triggers our automatic survival responses presented with an intense problem or emo- and emotional and lateralized to the right of fight, flight, or freeze (Edmondson, tion. Our right brain significantly deac- hemisphere, and not to the analytical left 2019; Van Der Kolk, 2014) – on this occa- tivates, and our left brain becomes the brain” (Shore, as in Bullard, 2015). The sion exemplified by the tens of thousands primary driver during times of crisis and right brain responds to experience, emo- of Nicaraguans fighting for and against survival (McGilchrist, 2019). It special- tion, relationship, and what meaning they the government, fleeing the country, or izes in using the knowledge of what we are hold for us – providing the basis for our otherwise trying to stay invisible. Recent already familiar with to problem solve and identity. The right brain is responsible for advances in social neuroscience and inter- create a mechanical, self-contained world providing a sense of self, making judg- personal neurobiology show us more spe- (McGilchrist, 2019). This infers that our ments, and sensing others (Shore, 2012; cifically what happens in the brain during primary responses during crises naturally Van Der Kolk, 2014). This, along with the these responses, individually and col- lend to the repetition of existing patterns. right brain’s ability to recognize and mir- lectively. Several areas of our brain actu- The left brain may get us through the cri- ror an other’s self, forms the foundation of ally shut down, inhibiting our capacity for sis, but not beyond the crisis. purpose, empathy, and moral, social and

Systems in Crisis: Practicing OD in a VUCA Environment 35 goal-directed behavior. Identity and rela- identity. He shares that a prisoner was In learning about our sense of self, “it tionship are the potential wellspring or close to death when meaning orientation takes two to know one” (Jamieson, Auron, sinkhole of curiosity, creativity, direction, subsided and seeking immediate plea- & Shechtman, 2010). What we are at any innovation, and motivation. sure and survival took over. A person who given moment is determined by our rela- When fear derails and shuts down our remembered and shared who they were tionships with others (Powell, 1998). We access to the right brain, how do we access and imagined how they could express their are able to experience each other because the potential wellspring of ourselves and identity with others was able to connect we have mirror neurons which allow us to others? The influence of the Human Poten- with a future goal to which to look forward. sync with each other, picking up another’s tial Movement of psychology says that the This would feed a unique sense of purpose movement, , and intent (Van Der answer to this rampant acceleration of that gave meaning to their existence. Frankl Kolk, 2014). In order to “invite participa- change is that we should be fluid, rather (2006) states: “[They] know the ‘why’ for tion” as Edmondson recommends, we need than persistent and constant (Kirkpatrick, [their] existence and will be able to bear the ability to tap into the right brain’s apti- 1975). In response to the environmental almost any ‘how’” (p. 80). A sense of self tude to connect with others. demands of VUCA, organizations and their and others provide meaning, which ren- Van Der Kolk (2014) indicates that leaders are encouraged to become more agile, flexible, and adaptive (Burke, 2018; In the face of crisis, fear, and VUCA, our access to identity Lawler & Worley, 2010). Yet, the innate human need of organizations and their and relationships are the best tool we have. The capacity to leaders for certainty, predictability, and con- adjust and adapt to the intensified demands of our VUCA world trol (Rock, 2010) immediately causes dis- sonance and anxiety when attempting to requires groups and organizations to have greater knowledge, adopt an identity of fluidity, flexibility, and understanding, and connection with their “self” and others’ adaptability, including learning anxiety (Marshak, 2017). This can loop us back into “selves.” Agility, safety, and trust naturally ensue a solid sense fear and problem-solving. of self and the ability to recognize and mirror an other’s self. Considering the research that is emerging in social neuroscience and inter- Seeing an “other” and allowing our self to be seen is one of personal neurobiology, increased focus on the most powerful and radical acts we can do, especially when changing the identity of an organization to become more flexible, fluid, and adaptive coupled with an appreciative, curious response that creates may not be the most effective way to imple- a joy bond. ment sustainable and transformative sys- tems change. Alternately, a sense of core identity seems essential for responding ders not only happiness but also the capa- intervention “needs to reactivate the capac- well in a VUCA environment. bility to cope with suffering. ity to safely mirror, and be mirrored, but Focusing on the core can provide a also to resist being hijacked by negative source of stability and strength amidst tur- From Contagious Fear to emotion” (p.59). The brain generates moti- bulent, chaotic, and changing times (Mar- Contagious Change vation via a joy bond or a fear bond (War- shak, 2009). Three essential continuities ner & Wilder, 2016). While a constant fear contribute to our core identity – the past According to her recent research, Amy state can shut down our ability to see and self, the anticipated future self, and the sig- Edmondson (2019) outlines three practices mirror one another (Van Der Kolk, 2014), nificant relationships with those who wit- for creating a fearless environment through connecting in a state of joy can help us con- ness us (Kilpatrick, 1975). “It is our sense psychological safety that is essential to any nect and invite participation. Sharing a of continuity that allows us to tolerate the system confronting VUCA. The three prac- space of camaraderie that is rooted in the contradictions and inconsistencies of [rapid tices are: 1) pursue purpose, 2) invite par- delight of the experience of ourselves with change]. A sense of continuity reassures ticipation, and 3) respond productively. another increases our capacity for play, us that despite the redefinitions we have Frankl’s story highlights two important imagination, and mental flexibility (Van made, there still persists an essential self” functions of the right brain: the pursuit of Der Kolk, 2014). In this way, the right brain (Kilpatrick, 1975, p.24). A lack of clear iden- purpose and creating connections with oth- can help us imagine and act on what there tity is the greatest deterrent of sustainable ers. Once a prisoner shared their sense of may be to bring to life. change when navigating a VUCA world. self, they were able to be seen and joined Our analytical, logical left brain is a The experience living through the in their future goal and purpose. Relation- wonderful asset when following the direc- Holocaust crisis depicted by Viktor Frankl ship with others is key to keeping our right tion of our relational right brain. Without (2006) captures the influence of core brain online. the left brain, we would not be able to grasp

36 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 and utilize the world around us to express and adapt to the intensified demands of stark backdrop of environmental and social what the right brain is trying to bring to our VUCA world requires groups and crisis provides different ways to employ or life, or give language and logic to share it. organizations to have greater knowledge, deploy organization development practices They are the proverbial cart and horse. If understanding, and connection with their and theories when organizations them- the cart (left brain) is in the lead, it does “self” and others’ “selves.” Agility, safety, selves are not the locus. With its focus not move or is simply toppled by the horse and trust naturally ensue a solid sense of on building capacity and development in from behind. By shifting the attention to self and the ability to recognize and mirror human systems (Marshak, 2013; Anderson, driving from the relational right brain (the an other’s self. Seeing an “other” and allow- 2015), OD can have a substantial impact in horse), we can help create movement in the ing our self to be seen is one of the most a VUCA world. The temptation is to” help” midst of VUCA. powerful and radical acts we can do, espe- organize structures, systems, and models cially when coupled with an appreciative, to solve the problem, propagating further “Productive Response”’ and curious response that creates a joy bond. cycles of fear and VUCA. Instead, OD prac- OD in a VUCA Environment Through cultivating our identity and rela- titioners can draw from the foundations tionships, we are able to create new possi- and roots of OD, which comes to life dur- Purpose is not a singular vision that then bilities in VUCA. ing times of crisis (Alban & Scherer, 2005). gets implemented top-down by singular Our experiences in India and Nicaragua are people. It is a sense of ourselves and one Conclusion two examples of this. another that spurs on movement and cre- ation; adrienne marie brown (2017) calls it In looking at two specific macro-environ- References “intentional adaptation.” Just as thousands mental crisis situations, we can look to of birds, bees, and fish can move in sync Weisbord (1981) who draws attention to A.L. (2018, July 16). What is happening in with one another based on the informa- important foci that can be leveraged dur- Nicaragua. The Economist. Retrieved tion of each other’s bodies, so can human ing VUCA – a focus on who is involved, from https://www.economist.com/blogs/ beings (brown, 2017). I witnessed this dur- the interaction and relationship between economist-explains ing the time in Nicaragua. Like a murmur­ actors, and participation and learning. OD Anderson, D. L. (2015). Organization devel- ation, swarm, and shoal, hundreds of offers practices which can focus on the opment: The process of leading organiza- thousands of citizens organized for nation- development of: tion change. 3rd Ed. Los Angeles, CA: wide protests mainly through word of »» Core identity (Who we are, not just how Sage Publications. mouth – community to community. Their we do things) – at multiple levels of sys- Alban, B.T., & Scherer, J.J. (2005). On capacity to form and stay in connection tem, including individual, group, orga- the shoulders of giants: The origins through cycles of fight, flight, and freeze nization, and environment of OD. In W.J. Rothwell, W. J., & Sul- will be critical to the continued movement »» Relationships (How we are with each livan, R. L. (Eds.), Practicing organiza- and change in the country. Joyful connec- other, not just how we do things) – a tion development: A guide for consultants tion with one another toward a common focus on interactions and connections, (pp. 81–105). San Francisco, CA: John purpose can transform contagious fear to and increasing participation Wiley & Sons. contagious change. »» Fostering movement through a sense BBC News. (2018, July 19). Profile: Nica- The work we did together in Nicara- of purpose, of what we are able to cre- raguan President Daniel Ortega, from gua focused on how to take joy and cour- ate together, different than a problem revolutionary leader to opposition hate age in being with one another amidst the mindset figure. Retrieved fromhttps://www.bbc. most grievous conditions. We discussed com/news/ questions such as: Who do we want Nica- Weisbord (1981) writes: “[People] often Bennett, N., & Lemoine J. (2014). What ragua to be?; Whose actions are helping believe they have a crisis, an extraordinary VUCA really means for you. Harvard and how?; and, What are we committing to problem, or a set of problems. They seek Business Review, January-February 2014, bring to life? We experimented with how science, in the form of expertise, to pro- p. 27. to create different connections to generate vide answers and solutions. What we [OD Bolman, L.G., & Deal, T. E. (2013). Refram- movement with exercises as simple as rear- practitioners] offer is not only science, but ing organizations: Artistry, choice, and ranging the seating order of the leaders’ also democracy and learning. ‘Who else is leadership. (5th ed.). San Francisco, CA: meetings. There seemed to be a renewed involved?’ is frequently the first question Jossey-Bass. sense of hope, and most importantly, the we ask. As a scientist, I know the ‘prob- Block, P. (2018) Community: The structure ability to continue moving amidst the lem’ cannot be resolved unless all the rel- of belonging (2nd ed.). Oakland, CA: VUCA environment. evant actors talk openly with each other” Berrett- Koehler. In the face of crisis, fear, and VUCA, (p. 166–167). brown, a.m. (2017). Emergent strategy. our access to identity and relationships are This essay asks perhaps bigger ques- Chico, CA: AK Press. the best tool we have. The capacity to adjust tions than we have answers to, but the

Systems in Crisis: Practicing OD in a VUCA Environment 37 Nadia Bello is a consultant and facilitator. She is staff in the Faculty of Community Services, Bullard, D. (2015). Allan Schore on the net/sites/default/files/3/documents/Read- science of the art of psychotherapy. ing%203%20Developing-leaders-in-a- Ryerson University in Toronto, Retrieved from: vuca-environment.pdf Ontario. Nadia had a twenty-year https://www.psychotherapy.net/interview/ Marshak, R.J. (2017). Anxiety and change career in non-profit, and is a former allan-schore-neuroscience-psychotherapy in contemporary organization develop- elected official on the Toronto Burke, W.W. (2018). Organization change: ment. OD Practitioner, 48(1), 11–19. District School Board. She is a Theory and practice (5th ed.). Thousand Marshak, R.J. (2009). Organizational Certified Training and Development Oaks, CA: Sage. change: Views from the edge. Bethel, ME: Burker, W. W., Lake, D.G., & Paine, J. W. The Lewin Center. Professional, a Certified Human (2009). Organization change: A com- McGilchrist, I. (2019) Ways of attending: Resources Professional, and holds prehensive reader. San Francisco, CA: How our divided brain constructs the a Master of Science in Organization Josey-Bass. world. New York, NY: Routledge. Development from American Uni- Eastham, K., Coates, D., & Allodi, F. Powell, J. (1998). Why am I afraid to tell you versity. Nadia Bello can be reached (1970). The concept of crisis. Canadian who I am? (5th Ed.). Allen, TX: Thomas at [email protected]. Psychiatric Association Journal, 15(5), More 463-472. https://journals.sagepub.com/ Robles, F. (2018, December 24). In Nica- Precious Campbell, MSOD, is doi/pdf/10.1177/070674377001500508 ragua, Ortega was on the ropes. Now, an Organization Development Edmondson, A. C. (2019). The fearless orga- he has protestors on the run. The New nization. Hoboken, NJ: John Wiley & York Times. Retrieved from https://www. practitioner and lifelong student. Sons. nytimes.com/ Precious’ focus is the formation Frankl, V. E. (2006). Man’s search for mean- Rock, D. (2008). SCARF: a brain-based and leverage of collective/group ing (5th Ed.). Boston, MA: Beacon model for collaborating with and influ- level identity for sustainable, trans- Press. encing others. Neuroleadership Jour- formational change, and seeks its Government of India. (2018). Study report: nal, 1, 1–9. application within complex and Kerala floods of August 2018 (Sep- Schore, A. (2012). Affective regulation and tember 2018). Retrieved from: https:// the origin of the self: The neurobiology of chaotic environments and systems. reliefweb.int/report/india/study-report-ker- emotional development. Hove, UK: Psy- This generates from a lifetime of ala-floods-august-2018-september-2018 chology Press. living across disparate group iden- Jamieson, D., Auron, M.,& Shechtman, D. The Times of India. (August 21, 2018). tifications in Nicaragua and the (2010). Managing use of self for mas- Kerala floods: Over 1 million in relief United States of America, including terful professional practice. OD Practi- camps, focus on rehabilitation. The socio-economic class, age, race, tioner, 42(3), 3–11. Times of India. Retrieved from: https:// Kilpatrick, W. (1975). Identity and intimacy. timesofindia.indiatimes.com/india/kerala- and language. Precious can be New York, NY: Delacorte. floods-over-1-million-in-relief-camps-focus- reached at [email protected]. Kinzer, S. (2018, June 4). Nicaragua on on-rehabilitation/articleshow/65478086. the brink of calamity. The Boston Globe. cms. Retrieved from https://www.bostonglobe. Van Der Kolk, B. (2014). The body keeps the com/opinion/ score: Brain, mind, and body in the heal- Kinzer, S. (1991). Blood of brothers: Life and ing of trauma. New York, NY: Penguin war in Nicaragua. New York, NY: G.P Books. Putnam’s Sons. Warner, M.; & Wilder, J. (2016). Rare lead- Lawler, E.E., & Worley, C.G. (2010). Agility ership: 4 uncommon habits for increasing and organization design: A diagnostic trust, joy, and engagement in the people framework. Organizational Dynamics, you lead. Chicago, IL: Moody. 39(2), 194–204. Weisbord, M.R. (1981). Some Reflections Lawrence, K. (2013). Developing leaders in on OD’s Identity Crisis. Group & Orga- a VUCA environment [White paper]. nization Studies, 6(2), 161–175. Retrieved February 24, 2019 from UNC Kenan-Flag Business School, University of North Carolina: http://laszlo- zsolnai.

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38 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 “Our research shows that regardless of a similar or higher workload, Engagement Radicals compared to non-Engagement Radicals report higher psychological capital, engagement, commitment, and organizational citizenship behaviour as well as less burnout.”

An Innovative Approach to Engagement in a Complex Network A Health Care Case Study

By Yabome Gilpin-Jackson Introduction 2. Describe the Organization Develop- ment theories and approaches that we Change is a challenge in any organization, applied to address the challenge with Carole Falkner, Dale Min, but especially so in the context of a com- 3. Showcase two different research proj- Jacquie Block-Glass plex health care organization, with reach ects illustrating our results to-date: the across multiple communities, services, difference between Engagement Radi- and partnerships. Fraser Health is the larg- cals and other employees and impact of est of seven health or agen- supporting engaged ways of working. cies providing public health care services 4. Conclude with discussion about future in British Columbia (B.C.), Canada. Fraser directions as we consider, Now What? Health includes 25,000 employees, 2,600 physicians and 8000 volunteers, and pro- Background vides health care services for 1.8 million people from Burnaby to Hope. This area In 2008 and 2010 Fraser Health’s response is the province’s fastest growing and most rates for the Gallup Q12 Engagement Sur- culturally diverse region, with the popula- vey were 48% and 50% respectively. We tion expected to grow at least 10 per cent know that health care organizations that by 2019. We operate 12 hospitals, an out- emphasize employee empowerment are patient care and surgery centre, 7,760 shown to reap higher levels of organiza- residential care beds, mental health care, tional effectiveness (Byham, 1993). public health, home and community care In order to increase survey participa- services, all within an operating budget of tion in 2013, the Engagement Team created $3.3 billion annually (Fraser Health, 2018). Engagement Champions to encourage and How does engagement unfold inside provide support for their peers to complete this world? This was the question that the the survey. Engagement Champions ended Organization Development team respon- up going above and beyond what was orig- sible for engagement strategy needed to inally expected to have people engaged. answer. Over the past 5 years of address- They organized and planned activities such ing this question, the team has stretched as decorate ‘survey computers’ and sur- beyond frameworks of employee engage- vey parties and allocated time during their ment creating space for transformation meetings and morning huddles for peo- and growth through an internal network ple to complete the survey. This was the known as the Engagement Radical Network first time an informal distributed peer-to- (E-Rads). In this paper, we provide an over- peer network had been actioned in Fraser view of the E-Rad journey which developed Health. They were so successful in their over time to include over 500 Fraser Health innovation and creativity with their col- employees. We: leagues that Fraser Health got the highest 1. Outline the context, challenge that led participation rate in their history of doing to the formation of the network surveys and in the province at 67%.

An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study 39 The facilitation of creativity, local After many conversations and a lot of It’s hard to find an organization these actions, collaboration and participation cre- thought among network members, it was days without some mention of employee ated by the Engagement Champions clearly decided to change the name to “Engage- engagement in its corporate strategies. The engaged Fraser Health in a profound ment Radicals,” influenced by the work of pressure is on organizations to engage, way. Helen Bevan, the Chief Transforma- Helen Bevan, Chief Transformation Officer measure, and refine.Have we got it? Why tion Officer of the National Health Service at NHS Horizons. ‘A radical’ as deemed by do we need it? Why do we need to improve it? (NHS) suggests that people in peer-to-peer Helen Bevan is a change agent who resists Gallup’s Q12 Employee Engagement networks “are far more likely to be influ- the status quo when they can see a better Survey gained momentum in the 1990s, enced to adopt new behaviours or ways of way to do things (Bevan, nd). collecting millions of responses across all working from those with whom they are major industries. In addition to measur- most strongly tied” (Bevan, 2017). It was Change, Engagement and ing employee engagement, the results had clear that there were strong ties in the sys- Engaging a Network implications for further research on ben- tem located at the frontline that needed to efits for individuals and organizations be activated. Change context (Buckingham & Coffman, 1999; Bucking- The impact among front line health- We are on new ground. Disruption has ham & Clifton, 2001). care workers was remarkable. A strong emerged as a movement in traditional Early adopters believed engagement interest in sustaining the momentum industries and workplaces grassroots voices was about employees’ personal attitudes was generated. The question now was, “is are demanding change. Traditional sys- and motivation; however, this thinking there a way that we can use this model to tems are breaking down under the intu- evolved to include the role of good lead- follow-up with the survey?” As a result, ition and the that the world can and ership in motivating and engaging their Leadership & Organization Development must change. teams. Highly engaged employees have a (L&OD) drafted our first ever engagement At the same time, the existing tradi- “psychological commitment above and beyond strategy. The strategy included the cre- tional structures which enabled the eco- discretionary effort that is tightly coupled with ation and development of a frontline net- nomic development of the world remain. strong management influences.”(Harter, work of employees originally coined as Our world is still one in which hierar- 2009). Other factors add to the complexity, “Engagement Advocates”. The criteria for chical power structures are received as as gathered by Gallup: relational dynamics, selecting Engagement Advocates included an imposed order and exist in tension work-life balance, digital technology and anyone who: with emerging flatter, horizontal models globalization. »» Is a conversation activator: passionately for working. David Rock’s exciting neuroscience interested in making improvements The pace of change and how change discoveries about relationship to self- that are within their control; is implemented has also impacted the engagement are impressive and convinc- »» Has good communication and facilita- dynamics of the workplace. In com- ing. His SCARF model (S = status, C = tion skills: aligned to Fraser Health val- plex health care settings where the pace certainty, A = autonomy, R = relatedness, ues of respect, care and trust; of change is altogether accelerated, it F = fairness) resonates with many organi- »» Cares about people and supports their behooves us to prepare to meet a world zations and engagement experts. Engage- potential: positively driven with a strong where “everything moves faster, everything ment is something the employee has to sense of self-efficacy; will be connected, knowledge is transpar- offer: it cannot be required as part of the »» Is committed to improvement and ent and disruption hits harder and faster?” employment contract (Rock, 2008). We remains connected to the larger net- (Lindegaarde, 2016). are learning that optimal frontline com- work: strong sense of partnership and mitment is related to levels of self-excite- energized by opportunities to influence The engagement context ment and connectivity. We need to capture improvement; Engagement is to the 21st Century what the employees’ attention and help them »» Offers & accepts constructive feedback: advertising was to the 20th Century understand that they “have it.” In our cur- embraces challenges. ­(Bolger, 2014). Google search results of rent state, it is critical that we harness neu- the word “engagement” in the early 2000s ral drivers to enhance engagement. This At the beginning, each Engagement Advo- offered about 50,000 hits and now the foundational shift to self-ownership of cate was nominated by their senior leaders. same search offers nearly 50,000,000 engagement is designed to first impact the Over time, the network evolved from about hits. When we embarked on this work in individual and then in theory should scale 80 individuals in 2014 to over 500 in 2018. 2013, Twitter tweets on employee engage- up and positively impact organizational It became clear early on that the name ment occurred just about every minute performance. Engagement Advocate was not entirely rele- (Zinger, 2013). In his TED talk, The Puzzle of Motiva- vant with the intention of the network—the There is a growing level of research tion, Daniel Pink argues that while carrots network wasn’t for merely advocating, but findings which conclude that without and sticks may have worked successfully for being sparks and activators of change. engagement an organization cannot thrive. in the twentieth century, that’s exactly the

40 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 wrong way to create motivation under designed for networks that can drive inno- The curriculum for the Engagement today’s conditions. The key to high perfor- vation and make an impact. This confirmed Radical Network was developed over time mance and satisfaction in all aspects of life we had intuitively and with our prior Orga- and is adapted based on the Fraser Health is the deeply human need to direct our own nization Development knowledge, started engagement strategy, literature, and feed- lives, to learn and create, and to do better developing a network that was healthy in back from people in the network. Each of by ourselves. all five functions recommended for thriv- the resources and events are created by At Fraser Health, we were curious ing social network leadership (Ehrlichman, the E-team who take the coach approach about our passionate employees who felt 2015): and always believe that people do have called to their professions by a need to 1. Clarity of purpose access to their own solutions. The fol- serve others. How could we connect and 2. Convene the right people lowing 5 resources are provided: webinar build on their natural talents to create an 3. Cultivate trust check-ins, newsletters, quarterly face to engaged workplace as the norm? Our chal- 4. Co-ordinate actions face sessions, a change agent development lenge became aligning engagement initia- 5. Collaborate generously pathway and an annual summit. tives in ways to further influence individual initiative and motivate collective action that A strong correlation exists between these 5 Results of the Network results in organizational impact. components and Axelrod’s guiding princi- ples for engagement: Our evaluations and tracking of outcomes A dialogic & social networked approach 1. Widen the circle of involvement of the E-Rad work showed positive individ- A new stream of practice, Dialogic Organi- 2. Connect people to each other ual and organizational results. zation Development, describes the mindset 3. Create communities for action and group of practices through which peo- 4. Promote fairness Questionnaire Feedback ple directly affected by change are brought and Other Results together to collectively co-create and gen- Both frameworks further support the argu- erate emergent solutions. It entails involv- ment for our overall approach of Collec- Seven follow-up questionnaires have been ing the people most affected in co-creating tive Change Agency as described by Helen administered since 2014 asking Engage- the process and implementing the change. Bevan in the foreword of our Engagement ment Radicals to provide feedback on It has been shown that in contexts of adap- book published at Fraser Health: “The what impact they believe they are having tive challenges dialogic change practices, E-Rads offer an outstanding case study in in the following three areas: their team, which engage high-engagement and high- both individual and collective agency for ­Fraser Health and patient care. These ques- inquiry methodologies produce successful change. Individual agency is about people tionnaires have made it possible to track outcomes (Bushe, 2017). building their own skills, knowledge and the shift over time. This data has in turn Our practice at Fraser Health is networks. Collective agency occurs when informed required changes in the network. renowned for utilizing dialogic OD prac- people act together, united by a common The longitudinal questionnaire results tices to address major complex changes cause, harnessing the power and influence (Figure 1) indicate that a shift is happen- such as hospital redevelopments, organi- of the group and building mutual trust” ing over time. In each of the three catego- zational restructuring and clinical practice (Falkner, Gilpin-Jackson, & Min, 2018). ries the trend in their perception of their redesigns. In fact, Richard and Emily Axel- impact is increasing. rod have credited our Fraser Health team Convening E-Rads The three graphs in Figure 2 are sam- for co-creating the large-scale change prac- ple feedback from one module of the tice of Collaboration Loops with them and So, what was our programming to convene change agent pathway, showing results for being pioneers in the use of The Confer- E-Rads around engagement issues at Fra- aligned with our learning goals for E-Rad ence Model (Axelrod, 2010; Holman, Dev- ser Health? participants—specifically around change ane, & Cady, 2007, pp. 89–101). Engagement Radicals receive regu- agency and confidence building. The edge in our practice as we moved lar ideas, updates, and resources from the Our annual summits showed simi- into this arena with E-Rads was how to con- Engagement Team (also known as E-Team) larly positive results. The Engagement vene & sustain our dispersed network of to help facilitate and stimulate dialogue Summit is now the largest gathering for (in)formal leaders to deliver key informa- with colleagues and patients. No matter engagement across the organization and tion, tackle issues, create connection oppor- where they are in the organization, the is the most visible flagship of this work. It tunities and engage change planning. work is about energizing people, caring is an annual gathering of a cross-section For this, we turned to emerging work about the work that they do, and nurturing of Fraser Health employees and partners on effective social networks. We listened relationships. It is emergent work—listen- to learn about, share, and plan innova- to a Stanford Social Innovation Research ing, responding and providing resources. tive approaches for engagement across webinar ‘The Network Leader Roadmap’ Fraser Health using dialogic design and

An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study 41 methodologies. The summits have also I believe my role as ERad is positively influencing been used for participants to design and my team. take away actions to advance the organiza- 4.00 tion’s strategic priorities (quality, staff & 3.90 physicians, building capacity, fiscal respon- 3.80 sibility).The following were initiated by 3.70 Engagement Radicals at the summit or oth- 3.60 erwise and made a difference for individu- 3.50 als (patients and colleagues), teams, and

Average Score 3.40 the system as aligned with our strategic 3.30 priorities. 3.20 1 2 3 4 5 6 7 Staff & Physicians: Surrey Memorial Hos- pital (SMH)—A team of Engagement Questionnaire Radicals at SMH decided to give back for Christmas by offering support and dona- tions to the very community they work in. I believe my role as ERad is positively influencing FH. They engaged employees across the site and collected 475 Children’s gifts and 350 3.90 gently used handbags stocked with sup- 3.80 plies for the Surrey Women’s Shelter. 3.70 Surrey Memorial Hospital Engagement 3.60 Radicals are very active and have followed 3.50 through with other noteworthy initiatives including: Average Score 3.40 • Puppy Love Day: Brought people 3.30 together on more than one occasion 3.20 and location to spread “pawsitivity” 1 2 3 4 5 6 7 and create awareness about service dogs, as well as collect donations Questionnaire for the Surrey Society for Preven- tion of Cruelty to Animals (SPCA). • Change Day BC: Collected 28% I believe my role as ERad is positively influencing (645 pledges) of the total pledges for Fraser Health by challenging patient care. units to write pledges and spread 3.80 the energy enthusiasm for that 3.70 which they can change. 3.60 3.50 Quality: Royal Columbian Hospital (RCH) 3.40 Intensive Care Unit—In 2014, RCH’s hand 3.30 hygiene compliance rates were the lowest Average Score 3.20 in Fraser Health. Over 18 Engagement Rad- 3.10 icals at RCH used E-Rad tools to promote 3.00 hand hygiene compliance which eventu- 1 2 3 4 5 6 7 ally changed the conversation at the site. As a result, hand hygiene rates at RCH Questionnaire increased to one of the highest across the health .

Quality: Surrey Memorial Hospital (SMH)—ShelleyLynn Gardener noticed that staff at Surrey Memorial hospital were Figure 1. Longitudinal questionnaire results.

42 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 “I am confident in applying my Change Agent qualities and skills in my E-Rad role.” 50% using soaker pads to lift their patients which resulted in patient handling injuries 40% 40% 38% and patients experiencing skin irritation. 36% ShelleyLynn initiated the replacement of fabric soaker pads with disposable dry pads 30% 26% 26% which is something that had not been done Pre before. This change decreased skin irrita- 30% 20% Post tion of patients and reduced total site inju- ries due to patient handling from 21.88% to 12.50%. 10% 9% 6% 0% 0% Building Capacity: Older Adult Program— 0% In order to improve their team effective- Strongly Disagree Neutral Agree Strongly Disagree Agree ness and establish what they were doing well and areas for improvement, Jocelyn Wong enrolled her team to run result shar- “I understand how my own readiness to change influences my approach ing sessions for the Worklife Pulse Survey as an E-Rad with my peers.” and successfully followed-up on actions. 60% 56% It is not surprising that Engagement Radi- 50% cals have received recognition and acknowl- 43% edgement from external partners. In 40% 2018, BC Patient Safety & Quality Council 33% awarded Shelleylynn Gardner, Rehabilita- 30% 29% tion Assistant at Surrey Memorial Hospital Pre with the 2018 Everyday Champion Winner. 23% Post 20% She was acknowledged for her “passion for 12% improving patient care at Surrey Memo- 10% rial Hospital, and a talent for creative and 6% compassionate ideas that make a big differ- 0% 0% 0% 0% ence” (BC Patient Safety & Quality Council, Strongly Disagree Neutral Agree Strongly 2017). Further, Surrey Memorial Hospital Disagree Agree Engagement Radicals received runner up for the Quality Culture Trailblazer Award. They were recognized for acting when “I understand about resistance from my peers during change and how they see they think they can make a dif- to work with that dynamic.” ference, and for improving the experience 50% 48% of patients and colleagues by creating a 42% vibrant culture (BC Patient Safety & Quality 40% Council, 2017). 36% 31% Sample Qualitative Feedback 30%

21% Pre The following quotes further illustrate the 20% Post impact Engagement Radicals have had on 14% work conditions and patient care.

10% 8% “What I like most about being an E Rad 0% 0% 0% is feeling satisfaction. Satisfaction from 0% improving connections with people, Strongly Disagree Neutral Agree Strongly Disagree Agree improving at work, and mak- ing others smile and feel valued. I feel proud to call myself an E Rad. Being Figure 2. Sample feedback from one module of the change agent pathway. a part of the E Rad network gives me

An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study 43 Contrast: Experience of Worklife

ERads Others There are further studies that show that the negative impact of stressors that lead to burnout can be minimized by fac- tors such as a supportive social environ- ment, peer support, supervisor support, and team cohesion (RT & Ashforth, 1996). It is widely regarded in academic literature that the opposite of burnout is engagement (Maslach, Schaufeli, & Leiter, 2001). We wanted to test whether the Fra- Burnout Disengaged Burnout Disengaged ser Health Engagement Radical Network Overextended Ineffective Overextended Ineffective was achieving these desired improve- Engaged Engaged ments in workplace environment factors and engagement. Figure 3. More E-Rads are engaged and are experiencing work life in a more We conducted two studies to assess the positive way. correlations between the work of Engage- ment Radicals and these workplace condi- another purpose at work and has allowed Services, Abbotsford Regional tions attributed to higher engagement in me to be creative. Even the little things Hospital the literature. We also were able through make a positive change.”—Candace our research to examine the differences Larson, Regional Physiotherapist, Day Research and Impact of the Engagement between the profile of effective Engage- Programs for Older Adults. Radical Network ment Radicals and other employees.

“A value that the e-rad role adds is a It was important to track and demonstrate Study 1: sense of union, connectedness for all the impact of the Engagement Radical Net- Profile of Engagement Radicals staff. I have and will continue to be a work to ensure that this work was making reminder that every voice matters, every a difference both on work conditions and A 2015 research study conducted by Fra- employee matters and we as E Rads are patient care outcomes. ser Health in partnership with Dr. Michael there to lead the way to encourage effec- Research has identified that there is Leiter asked the question: “What makes tive communication and collaboration.” a wide range of pre-conditions that foster an E-Rad different from others at ­Fraser —Polly Kainth, Coordinator, ­Surrey employee engagement. William Kahn sug- Health?” (Leiter, 2015). Participants Mental Health, Jim Pattison and gests that it is the meaningfulness of work, included 48 Engagement Radicals and MSDSI. safety to bring one’s whole ‘self’ to work 83 others. Constructs explored include and availability of physical and emotional effect of being in the E-Rad Network on “E Rads make a significant difference resources (Kahn, 1990). Recent studies in Burnout/Engagement, Areas of Worklife in the day to day experience of both health care tell us that thriving, engaged and Organizational Social Dynamics patients and staff. It is without ques- employees feel inspired and enthusias- Key findings were: tion that their work is changing the face tic about their work, and they experience • More E-Rads are engaged and more of those areas and sites that they sup- pride, job and organizational satisfaction effective than the general employee port. Their commitment extends beyond (Lowe, 2012). group work hours—they are appreciated and There is evidence that shows that high • More of the general employee group ­valued.”­—Cathie Heritage, Executive levels of employee engagement in health feel “burned out” than our E-Rads Director Surrey Memorial Hospital care are associated with: employee reten- • Both E-Rads and the general tion (Lowe, 2012), lower rates of sickness employee group feel overextended “My goal for this year to recruit and absence (Ham, 2014), lower employee (unable to manage their workload) engage as many people as possible to join turnover (Ham, 2014), lower patient mor- the Abbotsford Regional Hospital E-RAD tality rates (Ham, 2014), lower infection The study revealed a significant differ- team. Being an ERAD is one of the best rates (West & Dawson, 2012), higher qual- ence between the two groups on involve- parts of being part of Fraser Health, ity services (Ham, 2014), improved finan- ment. This aligned with our assumptions the check ins are like a monthly dose cial performance (West & Dawson, 2012), that E-Rads would score more positively of awesome and keep me excited about patient-centered care (Lowe, 2012), patient than the general staff group on the indica- the future at Fraser Health.”—­ Joanne safety culture (Lowe, 2012), and better tors of reward, community, fairness, and ­Halligan, Coordinator Volunteer patient experience (Ham, 2014). values. Professional efficacy is significantly

44 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Contrast of Engagement Radicals & Others significant difference

0.60 e and identification with the organiza- ag 0.50 er v 0.40 tion. (Skarlicki, Gilpin-Jackson, Kay, A m 0.30 Vasandani, & Min, 2017) ro f 0.20 ce n 0.10 re Comparisons were made between means fe 0.00 if of E-Rads (N=97) and non E-Rads (N=234). D d -0.10 (See Table 1.) Statistically significant ar d -0.20 n (p<.05) differences were found between the ta -0.30 S two groups on several variables. -0.40 The results are depicted in summary (Figure 5) where the +/- symbols indicate relationship direction only. Engage Radicals Other Ongoing Adaptations & Now What? Note: • The midline of the graph is the normative level for health care providers. The Executive of Fraser Health continue • Bars above the midline are good; bars below the midline are problematic. to support the work of The Engagement

Figure 4. E-Rads & Non E-Rad responses to how they see their worlds Radical Network. However, in a context of scarce resources the E-team are now chal- different than the normative level, with • Engagement: A positive work-related lenged with determining what the next E-Rads scoring more positively than the state of mind characterized by vigor, phase of developing the Network looks like. general staff group. dedication and absorption. We are focusing the next evolvement of the Sharing this data with the senior • Organizational Citizenship Behav- Network on increasing enrollment as well executive and the Fraser Health Board iours: A measure of extra-role perfor- as having existing E-Rads deepen their cur- confirmed for them the credibility and mance whereby individuals go above rent involvement. The hope is that both rationale for the existence of this network. and beyond what is required in their enrollment and involvement will develop jobs, behaving in pro-social ways that their capacity for leading engagement Study 2: benefit their organization or other across sites, programs and communities. Yes, Higher Engagement Means Lower individuals within. There are focused E-Rad development Stress and Burnout • Commitment: An enduring efforts at the three major regional hospitals employee attitude about the orga- and two of our community hospitals. We In 2017, our second research study was nization they work for, character- are working to strengthen local E-Rad pres- conducted in a partnership between the ized by an emotional attachment to ence and actions in other sites, centers and University of British Columbia, Adler Uni- versity, and Fraser Health with an objective Table 1. to: examine the individual and contex- tual factors that are associated with psy- E-Rads Non E-Rads chological health and wellbeing outcomes for Engagement Radicals at Fraser Health Mean SD Mean SD Sig. as compared to others in the general PsyCap 5.78 .66 5.45 .78 p<.000 employee group. Scientifically validated and reliable scales were used to create a Demands 3.36 .58 3.19 .62 p<.026 comprehensive questionnaire. Participants in the study included Stress 2.51 .55 2.62 .55 — 97 Engagement Radicals and 234 in the Burnout 2.49 .62 2.66 .66 p<.037 general employee group. Survey results showed that Engagement Radicals had sta- Engagement 5.17 .87 4.80 .86 p<.000 tistically significant higher levels than the general employee group in the following OCB 5.92 .64 5.54 .74 p<.000 variables: • Psychological Capital: a personal Job Satisfaction 4.37 .74 4.21 .76 — resource comprised of four psycho- Commitment 3.56 .83 3.29 .87 p<.008 logical dimensions: self-efficacy, opti- mism, hope, and resilience.

An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study 45 OUTCOMES

– OCB ANTECEDENTS – Commitment the Val Hammond research com- ENGAGEMENT – Job Satisfaction Individual Factors petition. Retrieved from http:// www.roffeypark.com/research- – Psychological Capital insights/free-reports-downloads/ STRESS – Job Satisfaction where-organisation-development-thrives/ Byham, W. C. (1993). Zapp! Empowerment in health care. Kettering Medical Center. Contextual Factors – OCB BURNOUT Ehrlichman, D., Sawyer, D., & Wei-Skill- – Commitment – Job Demands ern, J. (2015). Five steps to building – Job Satisfaction an effective impact network. Retrieved from Stanford Social Innovation Review: Figure 5. http://www.ssir.org Eisenberg , J., Bowman, C. C., & Foster, N. residential homes. We are also in inquiry Our research shows that regardless of E. (2001). Does a healthy health care around: a similar or higher workload, Engagement workplace produce higher-quality care?. • How might we ensure the network is Radicals compared to non-Engagement The Joint Commission Journal on Quality self-sustaining? Radicals report higher psychological capi- and Patient Safety, 27(9), 444–457. • How might we maximize engage- tal, engagement, commitment, and orga- Fraser Health. (2018). Retrieved from ment while minimizing costs? nizational citizenship behaviour as well as About Fraser Health: See http:// • How might we maximize the work less burnout. This research is consistent www.fraserhealth.ca/about-us/ of the E-Rads within the engagement with external research showing specific about-fraser-health/ strategy now being renewed? pre-conditions of employee engagement. Falkner C., Gilpin-Jackson Y, & Min, D. • What generative images/stories will Engagement Radicals see the opportu- (2018). Engagement radicals: An inno- renew the network? nity to make a big impact by doing things vative approach to change in healthcare. • What is the enduring vision for the just a little bit differently. The hope is to E-published at Fraser Health, https:// E-Rad Network into the future? have Engagement Radicals inspire others www.fraserhealth.ca/-/media/Project/ to be the change they want to see in the FraserHealth/FraserHealth/Other-PDFs/ Conclusion organization and to champion engagement engagement_radicals_book.pdf in service of exceptional patient care. Ham, C. (2014). Improving NHS care by Engagement Radicals contribute to Fraser­ engaging staff and devolving decision-­ Health by going above and beyond their References making: Report of the review of staff daily work and taking radical actions to engagement and empowerment in the contribute to an exceptional patient and BC Patient Safety & Quality Council. (2017). NHS. London: King’s Fund. provider experience. Improving hand Retrieved February 1, 2018, from Harter, J. K. (2009). Gallup. Q12 Meta- hygiene rates at Royal Columbian Hos- https://bcpsqc.ca/quality-awards/2018- Analysis: The relationships between pital and bringing a full-size horse to everyday-champion-winner/ engagement at work and organizational Surrey Memorial Hospital to fulfill one Bevan, H. (2017, March 17). Retrieved outcomes. Retrieved from: https://news. patient’s wish are only some of the results March 30, 2017, from https://www.slide- gallup.com/reports/191489/q12-meta- that emerged from Engagement Radicals’ share.net/HorizonsCIC/school-for-change- analysis-report-2016.aspx actions. While the E-Team supports E-Rads agents-module-5-slides-73212590 Holman, P., Devane, T., & Cady, S. (2007). by providing resources such as running Bevan, H. (nd). Retrieved, February 5, 2019 The change handbook: The definitive webinars and facilitating yearly Engage- from: https://www.hisa.org.au/slides/ resource on today’s best methods for engag- ment Summits, it is the E-Rads’ passion mon/HelenBevan-radical.pdf ing whole systems. San Franscisco, CA: and willingness to embrace challenges that Bolger, K. S. (2014). Enterprise engage- Berrett Koehler drives their actions and produces results. ment: The textbook. Enterprise Engage- Kahn, W. A. (1990). Psychological condi- Engagement Radicals contribute in ment LLC. tions of personal engagement and dis- and outside of Fraser Health. They partici- Buckingham, M., & Clifton, D. (2001). Now engagement at work. The Academy of pate in campaigns and social movements discover your strengths. New York, NY: Management Journal, 33(4), 692–724. if they see an opportunity to make a differ- The Gallup Press. Lee, R. T., & Ashforth, B. (1996). A meta-­ ence. As a result of their involvement, the Buckingham, M., & Coffman, C. (1999). analytic examination of the correlates network has gained international atten- First break all the rules. New York, NY: of the three dimensions of job burnout. tion and is recognized as leading edge Gallup Press. The Journal of Applied Psychology, 81(2), work around employee engagement in Bushe, G. R. (2017). Where ­organization 123–133. health care. development thrives: Winner of

46 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Yabome Gilpin-Jackson, PhD, identifies as a Scholar-Practitioner. She is of Leadership & Organization Development (OD) at Fra- ser Health in Surrey, BC, Canada. She has been a champion and the leader Leiter, M. (2015) Fraser Health Baseline Report: Centre for Organizational responsible for the development of the Engagement Radical Network and its Research. Nova Scotia: Canada corresponding strategies since its inception. She has over 15 years’ experi- Lindegaarde, S. (2016). Rethink ence that includes LOD projects in the private, public, and nonprofit sectors. Innovation. Retrieved from https:// Yabome holds a Doctorate in Human and Organization Systems from Fielding www.innovationexcellence.com/ Graduate University. She is also Adjunct faculty with Simon Fraser University’s blog/2016/04/25/rethink-innovation/ Beedie School of Business. She can be reached at yabome.gilpin-jackson@ Lowe, G. (2012). How employee engage- ment matters for hospital performance. fraserhealth.ca or [email protected]. Healthcare Quarterly, 15(2), 29–39. Carole Falkner has a strong background in education and radical approaches Maslach, C., Schaufeli, W. B., & Leiter, P. M. (2001). Job Burnout. Annual Review to learning readiness. Co -founder of Community–University of the Person– of Psychology, 52(1), 397–422. second largest Human Potential center London UK 1975. Earned her Master Rock, D. (2008). SCARF: A brain based of Science from Sussex University UK, titled Change Agent Skills and Strate- model for collaborating with and influ- gies for organizations, teams and individuals. She has extensive Organization encing others. NeuroLeadership Journal, Development experience in private and public sectors across Europe and Issue One. Canada. The co-creation of an Engagement Radical Network at Fraser Health Skarlicki, D., Gilpin-Jackson, Y., Kay, A., Vasandani, R., & Min, D. (2017). British Columbia has been among the most challenging and exciting pieces of Report–2017 Survey Psychological Health work she has undertaken. & Well Being. Vancouver. West, M. A., & Dawson, F. J. (2012). Dale Min is one of the co-founders of Fraser Health’s Engagement Radical Employee engagement and NHS per- Network. He has been working as a Project Manager and Client Partner for formance. The King’s Fund, 1-23. Fraser Health’s Leadership & Organization Development department for the Zinger, D. (2013, January 15). Employee- past 7 years with a primary focus on employee engagement. His portfolio engagement-trends. Retrieved from has involved enterprise-wide employee engagement survey administrations David Zinger: http://www.davidzinger. in tandem with developing and implementing Fraser Health’s engagement com. strategies. He holds a Bachelor of Science (Molecular Biology & Biochemistry) Keywords: from Simon Fraser University and is currently completing his Master of Arts in Organization Development, Engagement, Theological Studies at Carey Theological College. Complex Change, Health Care, Dialogic OD, Social Networks. Radical Change Jacquie Block-Glass has been in the field of Leadership and Organization Development for four years. She has been passionate about the possibili- Acknowledgment: ties she saw from this work since childhood as a result of her diverse family This paper includes excerpts taken in system and the radical approaches to learning she was raised with. She com- whole or in part from internal organiza- pleted her Bachelors of at Simon Fraser University tional documents, white papers and the engagement book written and published and is currently completing her Masters of Arts in Organizational Psychology by the authors at Fraser Health. at Adler University. She is completing her Coaching Certification through Erick- son International. Alongside her Fraser Health work, Jacquie coaches people Note: Data tables reprinted from, Report– committed to developing their leadership through Landmark Worldwide and 2017 Survey Psychological Health & Well­ private clients. being, by Skarlicki, Daniel; Gilpin-Jackson, Yabome; Kay, Adam; Vasandani, Resham; Min, Dale; & 2015 Report–Fraser Health Baseline Report: Centre for Organizational Research. Nova Scotia: Canada by Leiter, Michael.

Copyright © 2019 by the Organization Development Network, Inc. All rights reserved.

An Innovative Approach to Engagement in a Complex Network: A Health Care Case Study 47 “While the concept of digital has been center stage in certain functional disciplines such as marketing and IT for some time, it has now reached almost every aspect of organizational life.”

When External Trends and Internal Practice Collide

Is There an App for That?

By Allan H. Church, If organization development (OD) is to (Rotolo, et al., 2018), but as many OD pro- James A. Scrivani, remain relevant and impactful as a field, fessionals know, it has been a constant we as practitioners need to be constantly issue for decades and arguably since the Breanna M. Paynter on alert regarding the latest trends, theo- origins of the field. While only time will ries, and concepts being pitched in organi- tell which of these concepts have staying zational settings. Given the trends that are power the attention they are given in the shaping the nature of work and the work- popular management press makes them place today (Church & Burke, 2017), it is appear to be latest panacea for all that critically important that we are aware of ails management. what the business world is talking about How does this scenario typically play at the “proverbial watercooler” so we can out? For external practitioners the impe- most effectively assist the organizations we tus tends to be one of – and support. In the recent past, for example, in some respects the response in that area concepts such as emotional intelligence of practice is easier. It is simply a choice to (EQ) employee engagement, and learn- play or not in a given space. On the internal ing agility have quickly gone from being practitioner side, however, the challenges intriguing new ideas in academia worthy of are much more elusive to solve. Frequently, further theory development and research, internal OD professionals are the ones to major practice areas for consulting firms who get the phone call from “upstairs” and engaged in selling tools and interventions. are asked to provide meaningful data and/ More recently topics such as digital leader­ or insights about the organization and its ship, agility, and curiosity are making­ their key talent using the lens of any number of way into the corporate consulting milieu new perspectives or frameworks. A typi- as well (e.g., Catlin, Scanlan & Willmott, cal request might be along the lines of “we 2015; Kashdan, Disabato, Goodman, & should explore whether we have a growth Naughton, 2018; Rigby, Sutherland, & mindset in our culture” or “I met some- Noble, 2018). one last night at a cocktail party and they As a consequence of these trends, told me about a really exciting new tool that organizational appetite for new concepts measures learning agility and predicts busi- quickly follow as many senior leaders ness outcomes with only 6 questions – you and human resource (HR) profession- should give them a call.” If you’re an inter- als are attracted to bright shiny objects nal OD professional and haven’t yet experi- (BSOs) in an effort to enhance the effec- enced one of these types of requests count tiveness of their leaders or shift the orga- yourself lucky. nization’s culture. This trend, which is Of course, our role as internals is to ­particularly challenging for internal OD help drive positive organizational change, and (TM) professionals so new concepts and tools should be wel- to address has most recently been dubbed comed. After all, one of the core values of the “anti-talent management” movement OD is about embracing and integrating

48 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 new theory, models and frameworks. But From our perspective, as internals Human and even from our perspective, it is one thing to operating in a large global organization, the Society for I/O Psychology. engage in the intellectual discussion of the answer is yes. We have experienced In fact, organizations shifting to digi- a new concept’s relevance and another these types of scenarios frequently over tal is one of the key trends identified by entirely to actively deploy it in an organiza- the years and have developed an approach Church & Burke (2017) currently affect- tion amidst an already robust set of change for responding to new constructs that has ing , and subse- interventions and people development pro- served us relatively well. Perhaps not sur- quently, OD work. While definitions and cesses. We would argue that implementing prisingly, our approach reflects a social- suggestions vary, the one theme tends to one of these BSOs should only be done if systems mindset and is grounded in the be “change or fall behind.” This creates an they meet a certain set of criteria: scientist-practitioner model. The purpose uneasy environment where executives rec- 1. They add value or new insights above of this paper is to outline our approach ognize the future way of working is here, and beyond the existing models already using a recent case example where the con- but they do not know exactly how to define implemented. tent presented walks the fine line between it, measure it, and develop their employee 2. They are based in good science and being a truly new emerging construct base against it. Complicating things fur- have strong measurement properties (if area, and yet ill-defined and lacking sub- ther, the very definition of the construct of tools are used). stance at the same time. The topic is digi- digital is somewhat ambiguous and leads 3. They are aligned to the existing goals tal leadership, and the request started out OD practitioners (not to mention HR and and values of the talent, organization as an immediate need for answers with- line clients) to question what is in and out and/or change agenda. out a clearly defined problem or burning of scope for the topic (i.e. is it leadership platform. We begin the discussion with an behaviors, inherent skills and capabilities, Unfortunately, with many of these new overview of the topic itself, and then pres- working knowledge of platforms and tech- concepts, these criteria are often not imme- ent our approach to solving the challenge nology, or primarily related to HR systems, diately met. Moreover, time is often not using a reflective case study framework. etc.). Enter various consulting firms capital- on our side to engage in the appropriate While our approach may not work izing on this hot trend by attempting to sell due diligence needed, as leaders often suf- in all contexts or organizational cultures proprietary approaches and tools to orga- fer from the fear of missing out on the (e.g., we have established ourselves inter- nizations, and the pressure is on to upskill latest trend. Added to these challenges, nally in significant gatekeeping roles with the organization. The central question then as Church and Burke (2017) note, is the credibility and influence over the years), becomes – if organizations do not know importance of our ability to recognize new we present it here in the hopes that others what digital is, how will OD practitioners forces and trends that do represent major may find it useful in guiding their efforts know what to address? shifts in the way organizations operate to align new trends, ideas and the frequent today or will do in the future. So the right BSOs with core OD principles, practices The Organizational Ask answer to these BSOs is not always “yes” and theory to drive positive change. or simply “no” either, however well-crafted If we think about the implications of orga- the argument. Riding the Digital Wave nizations and doing OD work in this new This is where it gets complex. Many world order of digitization and agile orga- of the sample concepts or content areas The topic of “being more digital” captures nizations, one could argue we might need provided above have multiple definitions, the of organizational culture today. a completely different set of processes and/ instruments to measure the constructs, A quick Google search of the term “digital or competencies than in the past. This and various companies looking to sell you organization” reveals over 2.4 million hits question recently became front and center their proprietary solutions. There is rarely with guides, whitepapers, and lists of nec- for us. In response to the increasing trends one easy or best answer when it comes to essary skills from consulting companies, in the marketplace noted above and various introducing a new employee “engagement business magazines, I/O and HR research- efforts already underway throughout the survey” for example. In times like these ers, and change management strategists. organization regarding the digital transfor- internal practitioners are faced with no While the concept of digital has been cen- mation of our business (e.g., in the mar- clearly defined solution in sight yet a need ter stage in certain functional disciplines keting, sales, and operations functions for to provide answers and/or interventions to such as marketing and IT for some time, example), we were recently asked to explore our leaders quickly, while simultaneously it has now reached almost every aspect of the concept of digital capability and digital deciding on what is the right approach for organizational life. Universities such as leaders specifically. The initial request from the organization. How should OD practitio- MIT Sloan are beginning to teach courses senior leadership was in the form of “who ners best approach this situation? Are there on digital business strategy and the topic are our digital leaders” followed closely by best practices in helping internals navi- of digitizing HR is now quite popular at “what does it mean to be a digital leader?” gate some of these choppy waters when it major conferences such as the Society for Given our organization’s long and comes to BSO’s that continue to emerge? deep history of developing outstanding

When External Trends and Internal Practice Collide: Is There an App for That? 49 Data-Driven Agility Specifically, we gathered a team of inter- nal practitioners from multiple disci- plines (e.g., OD, industrial-organizational psychology, human capital analytics, tal- ent management, sociology, learning and Disruptive Innovation & development) to codify and understand Change Creativity exactly what new capabilities we were try- Agent ing to address. While a recently published Collaborative & article on “digital leaders” had served as Communicative the impetus, there were additional reports, trend analyses, and other insights available that we used to determine the true set of capabilities and/or competencies we might be lacking in our current architecture. Design Digital After a review of the external litera- Thinking Fluency ture (which albeit was limited in academic rigor) and internally available resources, we held several iterative working sessions where we content coded all the materials Figure 1. Digital Leadership at PepsiCo and created our own synthesis of what was being described as digital leadership capa- bility across the various inputs. We did this leadership talent with robust HR, OD integrated into our talent management completely independently of our existing and TM processes and tools (e.g., Alzi- and leadership development architecture models and tools as a whiteboard exercise. ari, 2001; Church & Rotolo, 2016; Church and multiple-levels from the c-suite to After some further iterations and inputs & Waclawksi, 2010; Happich & Church, early career (and showing results), it pre- from key stakeholders, the outcome of this 2016; Tichy & DeRose, 1996), at the time sented a unique challenge for the OD and process was a new lens for looking at talent of this request our agenda was quite com- TM teams. How do we address these newly capabilities in the context of digital leader- prehensive and well-integrated. Given identified digital needs of the future while ship for our organization. This framework recent articles in popular trade outlets maintaining our foot on the gas of our outlined six dimensions or competencies such as Harvard Business Review and oth- existing leadership and talent agenda? required to be a Digital Leader at PepsiCo: ers, however, there was a new and clear Data-Driven Agility, Innovation & Creativity, interest on the part of senior leadership to Taking a Systems Approach Digital Fluency, Design Thinking, Disruptive ensure we were assessing and developing Change Agent, and Collaborative & Commu- our leaders against the right set of “digital From our experience as internals one nicative Style (see Figure 1). skills” needed for the future. This is a laud- effective way to approach these kinds of Collaboration and communicative able request and an absolutely appropriate requests is to take a broader view of the skills were included as the center hub of objective for ensuring a high-quality OD or problem, reframe the construct appropri- the model because we saw those as key TM set of programs. What was interesting, ately, and then develop a solution set that enablers to the other competencies build- however, was the fact that we had recently meets multiple needs (assuming those can ing effectively upon one another. The launched a new leadership model globally be identified). This is in fact the approach framework was well received by our stake- and were already deeply engaged in execut- we took. holders and reflected the right perspective ing against our existing agenda focused on they had been seeking. In short, it met the future capabilities (called the LeAD pro- Step 1: Reframe the Situation initial objective of having something new gram – short for Leadership Assessment Given the initial request (i.e., “who are our in hand. and Development – see Church & Rotolo, digital leaders?”) our first thought was to 2016; Happich & Church, 2016). determine the best way to generate a list Step 2: Align the Content Frameworks Given the LeAD program and the of internal talent that would meet this cri- The next step was to evaluate our existing competency model on which it was based terion. The lack of an aligned definition of Leadership competencies (i.e., those we had been designed and implemented over what a digital leader actually means, how- were currently using with employees across several years with c-suite level input and ever, proved a challenge from the start. a host of programs and processes such as support, empirically validated as predict- After asking for exemplars for profiling LeAD and PepsiCo University) against this ing future success at two or more levels purposes proved too difficult, we went new framework to look for gaps and iden- higher in the organization, and was fully back to basics and reframed the situation. tify where we might need to make changes

50 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Digital Fluency to our architecture. We approached this Level 3: process by having I/O psychology experts Deep Capability in Key Digital Concepts, Especially Functional / specifically trained in assessment and mea- Business Specific Content Areas surement design deconstruct and list out the individual behavioral and skill com- Level Level 2: ponents of each dimension (using defini- Proficiency in Enterprise Relevant tional statements) in the new framework Digital Concepts and Content and compare those one-by-one with the same level of detail in the existing model. Level 1: For example, the Digital Leader frame- Awareness, Working Knowledge, work dimension of Data-Driven Agility and Motivation to Learn Concepts based on the literature included elements of analytics and insights, critical think- ing, intellectual capability, problem solv- Figure 2. Digital Fluency Framework ing and agility. In the existing leadership model, we already had definitions and vali- dated measures for Strategic Agility, Intel- the organization and plan to assess and very specific need (e.g., marketing, opera- lectual Capacity, Consumer Insights, and develop these capabilities?” tions). Several focused efforts were subse- Judgement, as well as personality mea- Thus, to avoid falling into the con- quently identified for further development. sures (using the Hogan Assessment Suite sulting trap of an instant response to an “Level 2” required alignment on which of tools) of Prudence, Learning Approach, expressed need we utilized the Burke-Lit- concepts were best suited to be enterprise- Science, and Inquisitive characteristics. win (1992) model to look beyond the ini- wide focus areas, so we began a series of The conceptual overlap and coverage across tial ask and broaden our scope. Specifically, interviews to determine these focus areas both of these was clear. we examined the transformational fac- with the intent of building a new measure- Overall, the outcome of this analysis tors: the organization’s mission, leader- ment tool to close this gap in our Digital was extremely helpful. We found that most ship, and organizational culture as well as Leadership Model. For “Level 1” which rep- of the Digital Leadership dimensions were how an individual navigates within these resented the most basic of interventions already being assessed through our exist- frameworks. Knowing that true change from a cultural and learning standpoint, ing framework. This enabled us to poten- occurs when transformational and trans­ it enabled us to review various options for tially remap our current assessment data actional factors (e.g. management, systems, quickly bringing some level of rudimentary against the new framework and provide skills/tasks) work together, we decided to knowledge and understanding to the orga- the organization with insights regarding approach assessing and developing digi- nization. This was where we could insti- Digital Leaders across the targeted popula- tal capabilities (including leadership) more tute our “quick win,” mollifying our clients tion. However, in conducting the review it broadly using a 3-pronged framework. We while giving us time to build out a scien- was evident that “Digital Fluency” was an designed the new framework to examine tifically responsible approach to the issue area we had not previously prioritized. We three facets of digital fluency (seeFigure 2): at hand. In order to address the “Level 1” define digital fluency as awareness of and »» Level 1: Awareness, working knowl- need, we moved on the concept of start- proclivity for embracing technology’s capa- edge, and motivation to learn concepts ing a broader scale culture change initiative bilities. Discussions with thought leaders »» Level 2: Proficiency in enterprise rele- as we launched this new tool to determine and a review of the marketplace indicated vant digital concepts and content motivation and interest in “digital” cross- no targeted digital fluency solution existed »» Level 3: Deep capability in key digital functionally and across the organization. that fit this criteria so we knew this was a concepts, especially focused on func- In short, we wanted to 1) create pull for the potential area to further explore. tional/business specific content areas gap we identified in our organization and 2) begin to assess the appropriate strategy Step 3: Build a New Integrated By building this framework we were able for building capability in this area. Systems Solution to provide even greater clarity regard- Having identified an area ofopportunity, ­ ing the construct, and begin the journey There’s an App for That but before embarking on the hunt for of capability building through a focus on a new tool, we wanted to step back and both short-term and longer-term solutions. Shortly after we received that initial request develop an overall systems-level approach Specifically, this approach enabled us to from senior leadership asking us who our for how we might solve the broader agenda. quickly realize that “Level 3” interventions digital leaders were and how we would Ultimately, we felt it was not simply about were best handled where they were already define it, we received a secondary request “who are they” but rather “how to concep- emerging or in place – i.e., within the spe- to quickly evaluate an external tool which tualize digital capabilities broadly across cific functions or business units that had a purported to assess and develop employees’

When External Trends and Internal Practice Collide: Is There an App for That? 51 digital strengths and opportunities. This initial sense of the app’s face validity and basic participant perceptions of the app. was the result of one of those external con- overcoming any technological difficulties Although the detailed findings from the nection points made by other leaders as before a broader launch would even be survey work are beyond the scope of this described earlier. As with any new con- considered. This first pilot indicated that paper, some key learnings from our results struct and/or tool, we knew we needed the app had potential to expand our think- included the following: to test both the concept as well as con- ing and convey some of the key messages »» Survey respondents who downloaded tent before we were comfortable deciding regarding digital fluency that aligned to the app were more likely to endorse the on whether to adopt this intervention for our strategy. In short, the idea of address- importance of digital fluency in their the enterprise. ing the concept of digital directly, as well role (78% vs 69%) and the organization as the benefits of the linked learning fea- as a whole (92% vs 80%) versus those Concept ture, sparked curiosity for participants. We who did not. While the gap by itself was Perhaps not surprisingly given the topic, then took the learnings from the initial interesting, the overall level of endorse- this tool was exclusively delivered via smart group and planned a broader pilot launch ment of the need for digital fluency in phone app, officially qualifying it as a BSO of over 1,500 participants globally. This sec- general was pleasantly surprising and (“bright shiny object”) in our organiza- ond pilot population was a quasi-random higher than certain stakeholders had tional context. The app consisted of an ini- sample of almost all of our global sectors expected (e.g., 92% overall). tial mini-survey which resulted in a score as well as most functions. The sample also »» Senior executives were just as likely of digital knowledge, and then offered reflected a greater proportion of partici- as junior executives to recognize the the user linkages to associated learning pants from our sponsorship functions (i.e., importance of digital fluency in their resources (e.g., courseware, readings, etc.). HR, IT) in order to generate continued role and for the organization. This was Using the approach stated above, we knew interest and buy-in. We expected attrition meaningful because it runs counter to a pilot would be necessary to better under- during this pilot process and therefore dou- the assumption in books and popular stand the app within the context of orga- bled the sample size of what we actually felt trade publications that “millennials” are nization and to determine scalability if we needed for an overall test of this nature. more concerned with digital outages we were to move forward. Thus, we used In the end, approximately 36% of this sam- in organizations than more seasoned several key questions to guide both our ple actively participated in the pilot. counterparts. At least in our sample, thought processes and our conversations this did not prove to be the case. It with the vendor and internal stakehold- Content also suggested that a larger digital flu- ers such as “Does one size fit all – mean- Simultaneous to running the pilot, we ency change effort if pursued would be ing is this applicable across all job levels, started to think ahead to the user experi- embraced by all levels. functions, and business sectors?” and “Can ence feedback survey needed for post-par- »» Finally, functions showed significant (and should) we use this app for develop- ticipation. For this phase of the evaluation variability in terms of how important ment and decision making?” as well as process, we created two surveys, one for they found digital fluency to be for the “Can we validate the mini-survey for our those who downloaded the app and one for work. While expected to some degree organization?” We knew alignment to busi- those who opted out and chose not to par- the pattern was nevertheless intrigu- ness priorities and other HR strategies/pro- ticipate. In this way, we were able to look at ing. IT (as hypothesized) for example cesses was key for creating buy-in, and of the driving factors for involvement which showed the greatest agreement with the course, validation was critical if the infor- could inform future decision making as importance of digital fluency in their mation obtained from the app was going well as assess the broader cultural change role (almost 100% agree or strongly to be used for anything other than purely factors for our digital agenda going for- agree). Other functions that are not typ- individual development purposes. ward. As with any new topic, we wanted ically thought of externally in the litera- To encourage informed, multidisci- to get a better sense of how it was contex- ture as having embraced digital fluency plinary decisions, we teamed up with our tualized in our organization to define it yet such as HR and Finance were both partners in the Learning Center of Excel- more specifically for us—this is where we quite high in our organization as well lence as well as IT leadership and designed could truly evaluate the “content” piece of (83% and 75% respectively). This was several pilot tests and a subsequent in- digital. As such, digital attitude questions great news and indicated a path forward depth user experience feedback survey were included in both surveys (e.g. “Digi- for future work. to determine both immediate participant tal Fluency is important to my job”). This impressions and broader cultural implica- also provided an opportunity to gather With the pilot efforts completed, and the tions. The first pilot was conducted with a additional opinions from users and non- data collected from multiple groups, we similar group of I/O psychologists and OD/ users regarding elements of our organi- can now look towards approaching Steps 2 Talent Management professionals that we zational culture that related specifically and 3 in our framework (i.e., Capability and assembled to build our initial Digital Lead- to digital fluency. The end result allowed Integration) with a better sense of the orga- ership model. It focused on capturing an for more nuanced pilot feedback, beyond nization’s baseline perceptions.

52 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Key Takeaways consulting whatever the role. Figure to the multi-pronged short-term/long- out your short-term response while term 3 level approach. This was easy to In sum, this app and learning tools pro- working on the long-term in the back- do because of the high level of existing vided an easy and accessible way to test ground. It is possible to respond to integration, buy-in, and support for our for digital readiness (content), while also urgency with a well thought out “quick Leadership Excellence Framework and testing for the overall appetite (concept). fix,” while using core OD tools like tools within the organization (Church, Trendy topics will continue to emerge interviews, focus groups, surveys and Dawson, Barden, Fleck, Rotolo & Tuller, within the OD/HR/TM world, and we need targeted whole group interventions to 2018). If that is not the case, you might to be prepared to face them head on in a better understand the big picture result have more work to do. Nevertheless, it pragmatic, scientifically responsible way. where the new construct fits. Try to is useful to ensure that your approach This paper has provided an example of understand an overarching model and is considering both transformational how our organization dealt with the “digi- philosophy first. It may enable you to and transactional variables (Burke & tal” ask. It is important to remember, how- take a multi-prong approach to solv- Litwin, 1992) and fits within the con- ever, that the same question could have ing the challenge (some with immedi- text of your organizational culture. been framed in terms of other BSOs (or anti-talent management) concepts such as , curiosity, engagement, learn- Figure out your short-term response while working on the long- ing agility, etc. None of these are inher- term in the background. It is possible to respond to urgency ently good or bad, however these and many others do require careful thought with a well thought out “quick fix,” while using core OD tools and review we would argue before fully like interviews, focus groups, surveys and targeted whole group embracing them in an existing organiza­ tional ­ecosystem. interventions to better understand the big picture result where In closing, listed below is a sum- the new construct fits. Try to understand an overarching model mary of the steps in our approach that we hope will help other OD professionals and philosophy first. (whether internal or external) the next time they are approached with a new construct ate results such as an app, and some Think through how the intervention/ to address: with longer term such as assess- tool etc. might apply at multiple levels 1. Define the construct:Before jumping in, ment or large-scale OD intervention) (e.g., individual, group, organizational go to the published literature. Check while keeping good change manage- culture), and reflects capability broadly past issues of the OD Review. Do your ment, learning, and I/O psychology in to support both development and deci- research on what exists in terms of mind. Building a model or framework sion-making models over time. Lastly, measurement tools and definitions. to help contextualize the construct is and just as importantly, do not forget to Next, ask yourself “What does this/ also important for alignment and over- have some fun along the way! We cer- would this concept look like if applied all continuity purposes with others. Of tainly enjoyed expanding our own digi- in my organization?”How do existing course, it is not scientifically sound nor tal fluency while exploring the construct leadership frameworks, competencies, legally defensible to embrace a new itself. values, EVPs change how this con- construct for certain types of uses with- struct/tool would be interpreted in my out proper validation. However, if using References workplace? Take a good look at what tools for development only (e.g., discon- is readily available in your company, nected from talent management deci- Alziari, L. (2001, December 17). One- as well as what is already being mea- sion making), it may not be necessary on-one with Lucien Alziari. Building sured or rewarded. Are you addressing to validate in that context. This was a leadership innovation at PepsiCo: Lead- the topic in a different way that could central question in our pilots, for exam- ership from Heidrick & Struggles [Spe- be adapted to fit these needs? To avoid ple, and as a result of our decision not cial section]. BusinessWeek. duplicity and connect the dots organi- to use the information, we have pro- Burke, W. W., & Litwin, G. H. (1992). A zation-wide, determine what resources tected confidentiality of the mini-sur- causal model of organizational perfor- exist today that you might be able to vey and not shared individual data with mance and change. Journal of Manage- leverage, map, and convert first before anyone else internally. ment, 18, 523–545. launching something new. 3. Build the solution at a systems level: In Catlin, T., Scanlan, J. &Willmott, P. (2015). 2. Never forget to “Feed the Beast.” our example, we took our existing lead- Raising your digital quotient. McKinsey Speed and responsiveness are key in ership competency model and linked it Quarterly.

When External Trends and Internal Practice Collide: Is There an App for That? 53 Allan H. Church, PhD, is Senior Vice President of Global Talent Assessment & Development at PepsiCo. Over the past 19 years he has held a variety of roles in organization development and talent management in the company. Previ- Church, A. H., & Burke, W. W. (2017). Four trends shaping the future of organiza- ously he was with Warner Burke Associates for almost a decade, and before tions and organization development, that at IBM. He is currently on the Board of Directors of HRPS, the Conference OD Practitioner, 49(3), 14–22. Reprinted Board’s Council of Talent Management, an Adjunct Professor at Columbia in 2018 in the 50th Special Anniver- University, and Associate Editor of JABS. He has been a former Chair of the sary Edition of the OD Practitioner, Fifty Mayflower Group. Church received his PhD in Organizational Psychology from years chronicling our field and learning Columbia University, and is a Fellow of SIOP, APA and APS. He can be reached from our experiences, 50(4), 48–56. Church, A. H., Dawson, L. M., Barden, K. at [email protected]. L., Fleck, C. R., Rotolo, C. T., & Tuller, James A. Scrivani, PhD, is a Director in PepsiCo’s Global Talent Assessment & M. D. (2018). Enhancing 360 feedback for individual assessment and organi- Development COE. He has over 16 years of combined experience as an internal zation development: Methods and les- HR business partner, organizational development practitioner and external sons from the field. In D. A. Noumair talent management consultant. He currently oversees PepsiCo’s award-winning & A. B. Shani (Eds.), Research in orga- suite of multi-trait, multi-method Leadership Assessment & Development nizational change and development, 26, (LeAD) programs. He has an MA in Organizational Management from The 47–97, Bingley, UK, Emerald Group George Washington University and a PhD in Industrial/Organizational Psychol- Publishing Limited. Church, A. H., & Rotolo, C. T. (2016). Lift- ogy from the California School of Professional Psychology. He is adjunct faculty ing the veil: What happens when you at Sacred Heart University. He is reachable at [email protected]. are transparent with people about their future potential? People & Strategy, Breanna M. Paynter, MA, is an Associate Manager on the Global Talent 39(4), 36–40. Assessment and Development team at PepsiCo. Previously, she has worked in Church, A. H., & Waclawski, J. (2010). different aspects of HR at an HR tech start-up and a multinational media con- Take the Pepsi Challenge: Talent devel- glomerate, and before that, counselling, and in the US and opment at PepsiCo. In R. Silzer, & B. Australia. She received her Master degree in I/O Psychology from NYU and is a E. Dowell (Eds.). Strategy-Driven Talent member of SIOP. She can be reached at [email protected]. Management: A Leadership Imperative, SIOP Professional Practice Series, 617– 640. San Francisco, CA: Jossey-Bass. Rigby, D., Sutherland, J., & Noble, A. (2018, Tichy, N. M., & DeRose, C. (1996), ‘The Happich, K., & Church, A. H. (2016). May/June). Agile at Scale. Harvard Busi- Pepsi challenge: Building a leader- Going beyond development: Key chal- ness Review, 88–96. driven organization’, Training and Devel- lenges in assessing the leadership Rotolo, C., T., Church, A., H., Adler, S., opment, 50(5), 58–66. potential of OD and HR practitioners. Smither, J. W., Colquitt, A. L., Shull, A. OD Practitioner, 49(1), 42–49. C., Paul, K. B., & Foster, G. (2018). Put- Kashdan, T. B., Disabato, D. J., Goodman, ting an end to bad talent management: F. R., & Naughton, C. (2018, Septem- A call to action for the field of industrial ber/October). The Five Dimensions and organizational psychology. Indus- of Curiosity. Harvard Business Review, trial and Organizational Psychology: Per- 58–60. spectives on Science and Practice, 11(2), 176–219.

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54 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Guidelines for Authors

The Organization Development Review suggested changes and the timeline »» Presents applied research, innova- brings together academic perspectives for making the changes. Once the tive practice, or new developments and practitioner experiences to foster author has made the changes to the in the OD field dialogues that inform both theory and satisfaction of the two Review Board »» Includes cases, illustrations, and practice. We publish applied research, members, the ODR Editor will work practical applications innovative approaches, evidence based with the author to prepare the article »» References sources for ideas, theo- practices, and new developments in for publication. ries, and practices the OD field. »» Reflects ODN values: respect We welcome articles by authors Process 2 (double blind peer review): and inclusion, collaboration, who are OD practitioners, clients of This option is offered to meet the authenticity, self-awareness, and OD processes, Human Resource staff standards for academic institutions. empowerment. who have collaborated with OD prac- Authors submit articles with a cover titioners or are practicing OD, and page that includes the article’s title, all Stylistic academics who teach OD theory and authors’ identifying and contact infor- »» Clearly states the purpose and con- practice. As part of our commitment mation, and brief biographies for each tent of the article to ensure all OD Network programs of the authors with any acknowledge- »» Presents ideas logically and with and activities expand the culture of ments. Two members of the review clear transitions inclusion, we encourage submissions board will independently receive the »» Includes section headings to help from authors who represent diver- article without the author’s informa- guide the reader sity of race, gender, sexual orientation, tion and without knowing the identity »» Is gender-inclusive religious/spiritual practice, economic of the other reviewer. Each reviewer »» Avoids jargon and overly formal class, education, nationality, experi- will recommend accepting the article expressions ence, opinion, and viewpoint. for publication, rejecting the article »» Avoids self-promotion with explanation, or sending the arti- The Review Process cle back to the author for revision and Article Length resubmittal. Recommendations for Articles are usually 4,000 – The ODR is a peer reviewed jour- revision and resubmittal will include 5,000 words. nal. Authors can choose between two detailed feedback on what is required review processes and should notify the to make the article publishable. Each Preparing the Article Editor which they prefer when they ODR Board member will send their for Submission submit an article: recommendation to the ODR Editor. If the Editor asks the author to revise and Citations and References Process 1 (open peer review): Two resubmit, the Editor will send the arti- The ODR follows the guidelines of board members are assigned an arti- cle to both reviewers after the author the American Psychological Associa- cle. Each, individually, reviews the has made the suggested changes. The tion Publication Manual (6th edition). article. They contact each other by two members of the Review Board will This style uses parenthetical reference e-mail and telephone to discuss their work with the author on any further citations within the text and full refer- reactions to the article and to decide changes, then send it to the ODR Edi- ences at the end of the article. Please whether the article is publishable tor for preparation for publication. include the DOI (digital object identi- with changes or should be rejected. fier;http://www.apastyle.org/learn/faqs/ If they decide the article is publish- Criteria for Accepting an Article what-is-doi.aspx), if available, with ref- able with changes, one of the Review »» Is accessible to practitioners erences for articles in a periodical. Board members will email and/or call the primary author to discuss the (continued next page)

Organization Development Review Guidelines for Authors 55 Guidelines for Authors (contd.)

Graphics materials first published in theODR Submission Deadlines Graphics that enhance an article are in another publication as long as the Authors should email articles to the encouraged. The ODR reserves the ­publication gives credit to the ODR as editor, John Vogelsang, at jvogelsang@ right to resize graphics when neces- the original place of publication. earthlink.net. The deadlines for submit- sary. The graphics should be in a pro- ting articles are as follow: October 1 gram that allows editing. We prefer Policy on Self-Promotion for the winter issue; January 1 for the graphics to match the ODR’s three-, Although publication in the ODR is spring issue; April 1 for the summer two-, or one-column, half-page or full- a way of letting the OD community issue; and July 1 for the fall issue. page formats. If authors have ques- know about an author’s work, and is tions or concerns about graphics or therefore good publicity, the purpose computer art, please contact the Editor. of the ODR is to exchange ideas and information. Consequently, it is the Other Publications policy of the OD Network to not accept The ODR publishes original articles, articles that are primarily for the pur- not reprints from other publications pose of marketing or advertising or journals. Authors may publish an author’s practice.

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56 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 »» Developing Essential Leadership Skills through Simulation By Bette Gardner »» Leadership Culture by Design By Matthew J. Painter »» The Imperative for Adaptive Organizations: Is Self-Management a Viable Model? By MJ Kaplan »» Employees Need Us to Prevent Conflict, Not Just Resolve It By Liane Davey

Welcome to Practicing OD, a collection of short Submit Microsoft Word electronic copies only to: articles (900–1200 words) on useful ideas, lessons Stacey Heath ([email protected]) learned, and practical suggestions for managing the day to day challenges of doing OD. We welcome brief Deb Peters ([email protected]) case studies; guidelines and tips for applying proven or Rosalind Spigel ([email protected]) cutting-edge methods, principles, processes, practices, interventions, and tools; and thought-provoking Include your name, phone number, and email address. If your essays on practice-related challenges, questions that article is accepted for publication, you will be notified via emerged from a client engagement, or new trends email. We look forward to hearing from you. and technologies that will influence the practice of OD.

Submission Guidelines

»» Articles should be practical and short (900–1200 words; »» Articles can be written from various perspectives, 3–4 pages single-spaced) ­including but not limited to: • Write in your own (first-person) voice using simple, • Brief case studies that highlight useful concepts, direct, conversational language. applied theories, lessons learned, and implications for future practice. • Focus on what you are discussing, how it works, or can be used, and why it works (what you believe or • Guidelines and tips for applying proven or cutting- how theory supports it). edge methods, principles, processes, practices, inter- ventions, and tools. • Use bulleted lists and short sections with subheads to make it easier to read. • Thought-provoking essays on practice-related chal- lenges, questions that emerged from a client engage- • Include everything in the text. No sidebars. No or very ment, or new trends and technologies that will limited graphics. influence the practice of OD. • Do not use footnotes or citations if at all possible. ­Citations, if essential, should be included in the text »» Include a short (25–50 word) author bio with your email with a short list of references at the end of the article. so readers can contact you.

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57 “In today’s fast-paced business environment, how can leaders and emerging leaders boost competencies in areas that require not easily acquired on the job or in the classroom?”

Developing Essential Leadership Skills through Simulation

By Bette Gardner Many essential leadership skills are learned field for skill building and a catalyst for on the job through experience, feedback change. A business simulation is a simpli- and practice. Early in my career as a man- fied model of reality that can replicate chal- ager, for example, I was counseled that I lenges common in organizations while was perceived by coworkers as aloof. That eliminating extraneous “noise.” In a simu- feedback shifted my mental model - a dose lation experience, time and space are com- of reality that spurred me to change and pressed so learners can try out ideas and resulted in my increased effectiveness see the consequences of their actions. as a leader. Friday Night at the ER®, a team-­ That’s a simple example with an easy learning simulation created to build skills solution. Yet in complex, dynamic orga- around systems thinking, accelerates per- nizations, learning is often interrupted formance improvement in diverse orga- because the results of our actions are nizations. It is a scenario-based, tabletop unspoken, unseen, or obscured by inter- exercise that challenges teams to man- vening factors like process delays, change, age a fictitious hospital during a simulated overlapping initiatives and the fog of abun- 24-hour period that takes one actual hour. dant-yet-unsorted data. Learning by experi- The hospital setting is familiar to people in ence on the job can be slow or impossible. all industries and cultures, so it works well In today’s fast-paced business envi- as a universal learning tool. ronment, how can leaders and emerging Guided by a trained facilitator, four leaders boost competencies in areas that players per table each play the role of a require soft skills not easily acquired on the hospital department manager. Each player job or in the classroom? How can they lern handles patient flow and staffing, deals to apply systems thinking? Critical think- with emergency situations that arise and ing? Change management? documents performance as if it’s happen- ing in real time. Patients and staff arrive One solution: the Friday Night at the ER® and depart, workloads are uneven, events team-learning simulation pop up unexpectedly, department manag- ers make decisions and communicate, and One solution is to engage people in a sim- scores accumulate. ulation experience designed as a practice

58 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Bette Gardner is the creator of ­Friday Night at the ER®. She designed the simulation based on Players perform distinct functions, yet success, that can later be examined with her interest in creating innovative come to realize they also depend on each receptivity to change. tools that employ principles of other. They discover that quality and cost During the experience, pressure to systems thinking to manage within problems can be solved only when they col- perform leads initially to frustration, laborate and share responsibility for per- then gives rise to breakthrough idea complex systems. She can be formance beyond their own departments, generation among team members, and reached at [email protected]. remain open to new ideas and use data for is followed by testing new behaviors decision-making. These are three essen- to learn what works. The simulation is tial behaviors for putting systems thinking designed for the following to occur: 3. Distill lessons to a core, memorable set of into practice. • Silo thinking gives way to systems guidelines. From the many reactions Originally designed to help people thinking as players discover they and ideas that surface, the facilitator apply core concepts of systems thinking, must let go of their own turf and now brings the attention of participants Friday Night at the ER® is also used to teach reach across boundaries to solve into focus by distilling success fac- , distributed leadership, systemic problems. tors into a concise set of key learnings. prioritization, change management, effec- • Mindsets become open to change as The learning from this exercise usually tive communication and other essential pressures build and it becomes evi- focuses on the three essential behaviors leadership competencies. dent that unconscious bias is in the noted above -- collaboration, innova- way of needed improvements. tion, and data-driven decision making – The learning process • Data replaces instinct in the face of for putting systems thinking and other uncertainty about the best course of improvement disciplines into practice. The simulation and debrief create a multi- action to achieve desired results. 4. Integrate and apply to reality. A final dimensional learning process in four 2. Facilitate reflection and idea-sharing. stage moves participants to create con- stages. The experience is followed by reflec- crete ways to put their learning into 1. Engage learners in a motivating and tion that begins to transition learners practice on the job. The facilitator may revealing experience. The learning starts from the practice experience to rele- choose to use gap analysis, or force field by immediately engaging participants vance in their real world. What worked work or other techniques to assist the in a hands-on exercise that replicates well in the simulation? What were the practical challenges of behavior change challenges on the job. The experience “aha” moments? What felt like their for individuals and teams. feels “real,” activating both visceral and reality on the job? The facilitator guides thinking processes. Participants are participants in conversations that lead Impact in the workplace motivated to excel by key performance to shared understanding and idea indicators. They exhibit natural behav- generation. A challenge with a learning tool for build- iors and ideas, with varying degrees of ing capacity around soft skills is the diffi- culty measuring its impact on workplace success. There is no effective way to con- trol the multitude of individual and orga- nizational factors that influence behavioral change to isolate a simulation’s impact. Yet according to participant evaluations, this simulation is effective in helping identify leadership behaviors and skills, and put them into practice by considering alternate perspectives, and logistical coordination.

Conclusion

Simulation is no longer limited to technical skills and can be a dynamic way to develop leadership skills. By providing a prac- tice field for learners to replicate common workplace challenges, test new solutions and receive immediate feedback, organiza- tions can accelerate the learning process Figure 1. Friday Night at the ER® for current and future leaders.

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Developing Essential Leadership Skills through Simulation 59 “When mission, values, actions, structure, and are synchronized, amazing outcomes happen opening the way to successful interventions.”

Leadership Culture by Design

By Matthew J. Painter Does your organization have a leadership drive behaviors toward the organization’s culture? A leadership culture has a cer- mission or purpose as well its operations. tain interplay of mission, values, actions, Oftentimes, what an organization says structure, and accountability at every level. its values are, its espoused values, do not When synchronized carefully, the inter- drive actions or behaviors. For example, an play results in a culture marked by high organization may say it values innovation, employee engagement and organizational but in practice new ideas are unsupported performance. As an OD practitioner, I often or criticized. find that organizations are not effective Since culture is pervasive and reinforc- because they do not have this synchroniza- ing, it is very hard to change and also pres- tion, and this is also why our interventions ents an opportunity. Human Resources fall short. To mitigate this problem, there cannot fix culture any more than a new is a roadmap that can help us foster a lead- training program or quality initiative can ership culture and it should be considered if senior leaders are not involved. In a syn- before other interventions take place. chronized leadership culture, senior man- The roadmap starts with understand- agers actively manage culture, set the stage ing culture. Culture is complicated and for what is rewarded and punished, and there are many perspectives. Organiza- model what is acceptable in the organiza- tional culture guru MIT Professor Emeri- tion. If senior leaders help define the new tus Edgar Schein, defines culture as “a vision, are hungry to change, and take pattern of shared basic assumptions …, deliberate action, the organization can take which has worked well enough to be con- great strides toward the new culture in a sidered valid and therefore, to be taught short time. The executive team must be to new members as the correct way to per- ready and should partner with OD practi- ceive, think, and feel …” tioners on this culture-forming process. Culture is a reinforcing mecha- nism— whether it’s good OR bad. For Start with Vision and Mission example, we act in accordance with the reinforcing mechanism of culture because Vision is the foundation as it is the ulti- that’s the way things work here. Efforts mate driver. Vision is future focused and to change an organization’s culture must describes where and what the company include an evaluation of the values that wishes to be in years to come. The mission drive the actions. These values should is ‘why’ an organization exists. It focuses

60 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 on the present and describes the business »» Have the values, actions, and associ- »» What reinforcing talent structures pro- of the organization. Ensure there is clar- ated behaviors been communicated (i.e. mote a culture of values-based actions? ity and alignment on vision and mission expectations set) with all stakeholders? throughout the organization. The task for senior managers is to devise In the absence of clarity, each person inter- a strategy to communicate values and Key questions: prets behavioral norms differently based on accountabilities, and consistently commu- »» What is our future state? cues from the top leaders. This creates con- nicate this new standard. Communicat- »» What are we really trying to fusion, cultural disparities, and promotes ing new standards should be replicated accomplish? clashing micro-cultures. Everyone in an at every level through detailed, top-down »» How do we add value to the market? organization needs to know what the expec- workshops. tation is regarding each value. An organiza- Define the Values tion’s senior leaders must clearly articulate Emphasize Accountability an expectation to follow to have a cohesive Values represent what is important and leadership culture. Senior leaders role-model and reinforce dictate how an organization operates. To While it might be tempting, we cannot accountability. design a culture of leadership, an organi- possibly dictate or express every behavioral zation needs to define how values are put norm. For example, an article in Strategy + Key questions: into action. Business, ‘10 Principles of Organizational »» What accountability mechanisms are in place to hold people to defined actions? »» Does every employee have a role- In a synchronized leadership culture, senior managers actively model for these actions during culture manage culture, set the stage for what is rewarded and change? »» Are employees empowered and have punished, and model what is acceptable in the organization. the psychological safety to act? If senior leaders help define the new vision, are hungry to »» Is accountability of values-based actions a standard practice? change, and take deliberate action, the organization can take great strides toward the new culture in a short time. If an organization values innovation, look at how it is reflected in action. If innova- The executive team must be ready and should partner with tion is espoused but innovators are pun- OD on this culture-forming process. ished, then status quo is the true value. In order to hold people accountable, leaders must role-model and encourage behavioral Key questions: Culture,’ suggests focusing on a few criti- expectations. This also includes willing- »» How do we want to operate? cal behaviors. The goal of narrowing the ness and diligence to have difficult perfor- »» Are our espoused and real values the focus is to provide sufficient understanding mance conversations up to and including same? How do we know? or detail to consistently execute on actual termination. »» Do our values support how outcomes values without confusion. “Organizational are achieved? Culture,” (Katzenbach, 2016). Assess Outcomes

Describe Actions Create Structure Evaluation is an important step in any intervention. If progress is made in a way Values result in actions. Actions are how Once values and actions have been defined, that is contrary to its values, outcomes are we execute on our values to achieve our there must be reinforcing mechanisms in at risk of being short-term. Ultimately, the mission. For example, what actions result place to ensure they are communicated to misalignment between values and actions in trust? all stakeholders and executed consistently. may derail success. If the desired outcomes are not realized, then we are measuring the Key questions: Key questions: wrong things (not aligned to our values) or »» What does each value look like in »» Are we recruiting, hiring, onboarding, there is a breakdown at some point in this action? and promoting based on our values? process. Get to the root cause and start at »» Is there stakeholder agreement on »» Are all stake-holding groups getting the the top. those actions? same message?

Leadership Culture by Design 61 Matthew Painter is an Organiza- tion/Leadership Development manager. He received a Work- Key questions: culture that exists before attempting to exe- force Magazine Game-Changer »» Is the organization making progress cute short-lived remedies. award, presented at conferences, towards its vision and in what ways? published articles, conducted »» Are the process and the values in References alignment? webinars, and is a Six-Sigma yellow »» Are we measuring the right things? Katzenbach, J., Oelschlegel, C. & Thomas, belt. He has BS degree-Business/ J. (2016). 10 Principles of Organiza- Health Care Management, a Conclusion tional Culture. Strategy+Business, 82. MS-Strategic Leadership, and Retrieved from https://www.strategy-busi- a Ph.D.-Business Administra- An intentional culture change with lead- ness.com/article/10-Principles-of-Organi- tion: Organizational Psychology. ers growing leaders at every level creates zational-Culture. a culture of leadership meant to drive a Schein, E. (2004). Organizational culture [email protected]. healthy organization. When mission, val- and leadership (3rd ed.). San Francisco, ues, actions, structure, and accountability CA: Jossey-Bass. are synchronized, amazing outcomes hap- Ulrich, D., Smallwood, W., & Sweetman, K. pen opening the way to successful inter- (2008). The leadership code: Five rules to ventions. Executives and OD practitioners lead by. Boston, MA: Harvard Business alike should first think about the type of Press.

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62 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 “The timing may be right to dismantle archaic bureaucratic structures and practices that trace back to the industrial age. Is self-management a viable alternative?”

The Imperative for Adaptive Organizations

Is Self-Management a Viable Model?

By MJ Kaplan Meg Wheatley and Myron Kellner-Rogers replaced in the next decade. The timing made the case in a 1996 article that self- may be right to dismantle archaic bureau- organization is the ‘irresistible future of cratic structures and practices that trace organizing’ because work systems, like back to the industrial age. Is self-manage- nature, are complex and must adapt as ment a viable alternative? circumstances evolve. The metaphor of organizations as living systems gained W.L. Gore and The Morning Star Company popularity, but self-management did not follow suit at the same pace. The context W.L. Gore and The Morning Star Company for accelerating this framework maybe were early adopters of self-management. more relevant today as forces such as glo- Each company developed unconventional balism, emergent technologies, chang- approaches to work that have resulted ing workforce demographics, and market in decades of success. They share core volatility conspire to drive enterprises to principles: reconsider basic assumptions about how »» clear purpose unifies and enables to design work. employees and teams to operate Self-management addresses two fun- independently; damental business imperatives: »» decentralized teams have extensive 1. to unleash the talent, creativity and decision rights and accountabilities; engagement of people and teams to »» employees are responsible for their innovate and produce value; and work, behavior and results – not bosses; 2. to design a highly adaptive architecture »» teams operate as close to the customer and culture to respond to unpredictabil- as possible with end-to-end accountabil- ity and complexity. ity and persistent feedback loops; and »» culture is highly people-centric, empha- Survival itself may be at stake as compa- sizing shared responsibility, creativity nies struggle to adapt to competitive pres- and passion. sures. Corporate longevity has shortened from 61 years in 1958 to 24 years in 2016, Bill Gore had a vision for a non-hierarchical according to Innosight. At the current company and a ‘conscious culture’ when he churn rate, about half the S&P 500 will be founded W.L. Gore in 1958. The company’s

The Imperative for Adaptive Organizations: Is Self-Management a Viable Model? 63 ‘lattice’ structure combines with a culture by someone’s work must accept the CLOU Self-governance drives many of Loo- that values individual freedom and fairness before it proceeds. The CLOU consent pro- mio’s positive results: to encourage experimentation and empow- cess balances individual autonomy and col- »» highly engaged, independent and versa- erment. There are no or bosses and lective coordination. tile team members; compensation and promotions are deter- »» rapid, customer-centric product devel- mined by peer rankings. The company gen- Personal Experience at Loomio opment using agile methodologies; erates $3 billion annual revenues and its and The Ready »» customer satisfaction based on persis- 10,000 Associates are part owners through tent feedback loops and exceptional a stock plan. W.L. Gore has demonstrated I work with two companies that are self- service; that a version of self-management can scale managed, Loomio and The Ready. I’ve »» lean operations; and grow for decades. gained first hand experience that it takes »» strategic partnerships that amplify rep- The Morning Star Company, the larg- commitment, openness, comfort with fail- utation and reach; est tomato processing company in the ure, and humility to apply these principles »» global growth responsive to emerging world, adopted self-management in 1990. and practices. Loomio is a worker-owned trends; and »» resilience, a critical factor for start-up survival. Decentralized teams unleash the collective talent and capabilities of the group, minimizing burdensome and costly Last year I joined The Ready, an organi- zation transformation consultancy. The oversight. Teams that are decentralized with substantial Ready is also a self-managed network. Most autonomy demonstrate high energy, engagement and of our clients are large legacy companies still mired in dysfunctional silos and com- accountability that translate to positive results. Distributed mand-and-control culture. Leaders engage teams also eliminate organizational debt – processes us because they appreciate the gap between their company’s enduring bureaucracy and that drain the bottom line such as layers of approval and the imperative to become nimble. The OD dysfunctional meetings. journey begins when executives and intra- preneurs – we call them “insurgents with influence” – are ready to challenge deeply The company boasts strong growth, solid cooperative that produces open-source entrenched mindsets. We start small. Exec- profits and low employee turnover. These software for collaborative decision-mak- utive sponsorship is always critical, but impressive results are in a blue-collar ing. I was on the team for three years and our approach to change happens inside- industry with a reputation for treating joined the board in 2017. Loomio was a out rather than top-down. Teams identify workers as expendable costs rather than career pivot for me after 25 years as an primary tensions and commit to pilots to valued assets. The workforce swells from OD consultant. I took the leap from con- experiment with new practices and behav- 600 full time employees to 4,000 seasonal sultant to social entrepreneur after writ- iors. Change cascades team by team. workers during the harvest. Notably, the ing a case study about Loomio and being Decentralized teams unleash the col- highest-paid employee makes just six times inspired by the bold vision to run the lective talent and capabilities of the group, what the lowest-paid earns. This ratio con- company collectively. minimizing burdensome and costly over- trasts CEO pay at S&P 500 firms that is Loomio is owned and managed by sight. Teams that are decentralized with 361 times higher than the average worker. members. Project teams identify short- substantial autonomy demonstrate high The Morning Star Company has two fun- term deliverables during disciplined, bi- energy, engagement and accountability damental principles: no one has power or weekly meetings. Retrospective meetings that translate to positive results. Distrib- coercion over anyone else and people must take place regularly to assess results, learn uted teams also eliminate organizational keep their commitments to each other. and revise work rapidly. Team composition debt – processes that drain the bottom line Policies and practices reinforce these prin- adjusts as needs change. People assume such as layers of approval and dysfunc- ciples. No one at the company has a boss roles rather than jobs. Without managers, tional meetings. The cost of unproduc- or title. Employees negotiate and set indi- team members support each other through tive meetings alone is staggering – more vidual responsibilities with their fellow a stewarding system so everyone has an than $37 billion per year in the U.S. When workers. The Colleague Letter of Under- ally to work through challenges. Regular teams have authority to choose their pri- standing (CLOU) is a personal statement retreats contribute to the yearly cadence, orities, productivity, creativity and morale that employees write to document their creating space for reflection and planning improve. commitments. Associates who are affected as well as fun and renewal.

64 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 MJ Kaplan is an organization and community transformation consultant, social entrepreneur, Conclusion References speaker and writer. She is a Partner with The Ready, Asso­ Businesses face more and more unpredict- Anthony, S.D., Viguerie, S.P., Schwartz, ciate: Berkman Klein Center for ability that emanates from market volatility, E.I., Van Landeghem, J. (2018). Corpo- ­ socio-political instability, dramatic weather rate Longevity Forecast: Creative Destruc- Internet and Society at Harvard events, and global interdependence like a tion is Accelerating. Retrieved from University and Board Member: Federal Government shutdown, California https://www.innosight.com/insight/ Loomio, Commerce RI, Social fires, and cyber attacks. Complexity instills creative-destruction Enterprise Greenhouse. To contact persistent internal uncertainty as well. Corporate Rebels. (2016, November 14). MJ: [email protected] Adaptability must be a core competence to Morning Star’s Success Story: No Bosses, or @mjkaplan. respond swiftly and astutely to unplanned No Titles, No Structural Hierarchy [Blog circumstances. Highly functional teams of post]. Retrieved from https://corporate- teams operate like a nervous system. They rebels.com/morning-star/ act locally to serve the interests of the com- Hamel, G. (2010, September 23). Inno- Larsen D. (2017, January 17). Are Meetings pany as a whole as circumstances shift. vation Democracy: W.L. Gore’s Orig- Costing Your Business Too Much Money? Self-managed teams drive improved pro- inal Management Model [Blog [Blog post]. Retrieved from https://www. ductivity, customer satisfaction, employee post]. Retrieved from https://www. concur.com/newsroom/article/are-meet- engagement and retention, and innova- managementexchange.com/story/ ings-costing-your-business-too-much-money tion. They may be the key to organiza- innovation-democracy-wl-gores-original- Wheatley, M., Kellner-Rogers, M. (1996). tional resilience to evolve amidst micro management-model The Irresistible Future of Organizing. and macro changes. Harter, J. (2017). Dismal Employee Engage- Retrieved from https://www.margaret- Transforming a company to become ment is a Sign of Global Mismanagement. wheatley.com/articles/irresistiblefuture. a network of teams with significant auton- Retrieved, from https://www.gallup. html omy is an emergent process. No organi- com/workplace/231668/dismal-employee- zation’s journey is the same nor are the engagement-sign-global-mismanagement. design, culture and practices. Self-manage- aspx ment is not a panacea. Wheatley and Kell- Hembree, D. (2018, May 22). CEO ner Rogers suggested that organizations Pay Skyrockets To 361 Times That can learn greatly from nature. With certain Of The Average Worker. Retrieved conditions such as shared purpose, open from https://www.forbes.com/sites/ information, diversity and emergent learn- dianahembree/2018/05/22/ceo-pay- ing, we may discover that self-management skyrockets-to-361-times-that-of-the-average- is irresistible. worker/#105bc0a776dd

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The Imperative for Adaptive Organizations: Is Self-Management a Viable Model? 65 “By setting much clearer expectations up front and reframing discussions as healthy tension rather than unhealthy friction, I finally got the frequency of true conflict to a manageable level at work.”

Employees Need Us to Prevent Conflict, Not Just Resolve It

By Liane Davey As a team effectiveness facilitator, I spend They also lack the will. The result is one most of my days helping teams work their of two scenarios: 1) they smile, nod, and way through unpleasant conflicts. The leave our conflict training with absolutely underlying issue has often been left to fes- no intention of ever applying what they ter beneath the surface, creating what I call just learned; or 2) they give productive con- a “conflict debt.” By the time I arrive, that flict the ol’ college try but quickly become conflict debt has cost the team in produc- exhausted and overwhelmed by the gump- tivity and compounded into disengagement tion it takes to face so many uncomfortable and eroding trust. Once a conflict has been situations head on. avoided for a while, it is time-consuming, Instead, our focus could be on reduc- delicate work to extricate the team from the ing the need to have uncomfortable conver- mess. Of course, there are also cases where sations. That’s where my work has taken the conflict has already erupted. Then the me: How do we, as OD practitioners, do challenge is unwinding entrenched views things that will help employees face fewer and mending the hurt feelings. unpleasant and uncomfortable conflicts? I’ll focus on two opportunities to reduce Our Insufficient Answer unpleasant and unproductive conflict in the workplace. For the most part, the OD answer to unpro- ductive conflict has been to teach people Neutralize Potential Conflicts how to have conflict more constructively. We’ve been fortunate to have excellent The frenetic culture in many ­organizations books and training roadmaps like Difficult causes leaders to shortchange upfront Conversations, Fierce Conversations, Cru- planning to get things moving faster. cial Conversations, and Radical Candor. I The irony is that failing to clarify expecta- like each of these approaches and call on tions actually slows things down and also their insights and techniques frequently. sets up an uncomfortable dynamic (i.e., The problem is that we are building a one of judgment, disappointment, and skillset that many people are loath to apply. negative feedback). Yes, it’s true they lack the skills to work We can prevent these misunderstand- through uncomfortable conversations. ings by helping leadership teams clarify

66 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Liane Davey, PhD, is the New York Times bestselling author of You First and The Good Fight: Use Pro- roles and set expectations from the outset. I unique value of each role and the tensions ductive Conflict to Get Your Team use a process that works teams through the that should exist among them. For each and Your Organization on Back following questions: role, ask: on Track. She can be contacted at 1. What is the value you are expected to 1. What is the unique value of your role add in the value chain? on this team? What are you paying [email protected] or 2. What do you need from your leaders to attention to that no one else is? What @LianeDavey on Twitter. be able to add your full value? would we miss if your role wasn’t here? 3. What can you delegate to your direct 2. Which stakeholders do you focus on reports? most in your role ? Who do you serve? the first place and share them with others 4. What are your expectations of Who measures your success? who are conflict-avoidant like me. By set- high quality work from individual 3. What is the most common tension you ting much clearer expectations up front contributors? put on team discussions? What one and reframing discussions as healthy ten- 5. What value are front-line managers thing do you have to say in your role sion rather than unhealthy friction, I finally expected to add in first-level review? that frequently makes others bristle? got the frequency of true conflict to a man- 6. What value does your team add even if ageable level at work. Now when I need to front-line managers have done a great As each team member answers these ques- gather my strength and courage to address job? tions, they see how their different roles are conflict, I can. I’m just glad those situa- 7. What types of issues or decisions must supposed to be in tension with one another. tions are now few and far between. you escalate to the layer above? I particularly like to use this exercise to open up discussion such as: someone References Answers to these questions can be used to who is advocating too hard for their nar- address several very common sources of row point of view; a team member who Patterson, K. (2012). Crucial conversations: team conflict and dysfunction such as: an has stopped adding unique value and has Tools for talking when stakes are high. absentee boss delegating without provid- left the team exposed in some way; an New York, NY: McGraw-Hill. ing direction or context, a micro-managing imbalance with multiple incumbents on a Scott, K. M.. (2017). Radical candor: How boss disempowering the team, a manage- team in one role who overpower the sin- to be a kick-ass boss without losing your ment layer unable or unwilling to dele- gle-incumbent roles; and, conflicting per- humanity. New York, NY: St. Martin’s gate, and resistance or backlash to feedback formance objectives that encourage siloed Press. from above. I have seen this conversation thinking. Scott, S. (2002). Fierce conversations: Achiev- surface many misunderstandings and pro- With heightened awareness and a ing success at work & in life, one conversa- vide the framework for conversations that shared language, your client will start to tion at a time. New York, NY: Viking. set up everyone for future success. realize that much of what they have been Stone, D., Patton, B., & Heen, S. (2000). interpreting as interpersonal friction Difficult conversations: How to discuss Bottom line: If everyone is clear on their has actually been perfectly healthy role- what matters most. New York, NY: Pen- roles and the value they are expected to based tension. guin Books. add, they will be less likely to disappoint, or be disappointed by others in the group. Bottom line: Conflict and tensions are not the antithesis of cross-func- Normalize Required Conflicts tional teams, they are some of the main benefits. The language and metaphors we use to talk about teams in the workplace also set up Prevent Unproductive Conflict conflict issues. Our images of teams are all about getting along and going in the same I admit much of my work on productive direction, not about conflict. My personal conflict has been to meet my own needs. favorite, the one that drives me completely I’ve always been conflict averse and early in mad, is the office poster with rowers mak- my career I paid the price for getting into ing serene and synchronous ripples in the conflict debt. I saw the impact on my busi- calm blue water. It has the word “teamwork” ness, my team, and my stress levels. I got in big letters below. If that’s hanging on the a little better as I learned the skills of pro- wall of the conference room, it’s no sur- ductive conflict, but conflict still took a lot prise people have problems with conflict. out of me. Practitioners can normalize team con- The secret was learning how to pre- flict by using an exercise to map out the vent the vast majority of team conflicts in

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Employees Need Us to Prevent Conflict, Not Just Resolve It 67 Member Benefits

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68 ORGANIZATION DEVELOPMENT REVIEW Vol. 51 No. 2 2019 Agility & Resilience Navigating Complexity & Transformation 2019 OD Network Annual Conference