DC EAPA Chapter October 21, 2010 Presented by Becky Choi and Shirley Gross

 Show of Hands: ◦ EAP? ◦ Psychologists? ◦ Therapists? ◦ OD professionals? ◦ From private industry? ◦ From government? ◦ From non-profit? ◦ Other?  Who is familiar with OD?

 Planned organization-wide effort to increase an organization’s effectiveness and viability.  A long range effort to improve an organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture.

 A response to change.  A complex organizational strategy intended to change the beliefs, attitudes, values and structures of an organization so they can better adapt to new technologies, marketing, and challenges, and the dizzying effect of change itself.

 OD is a particular kind of change process designed to bring about a particular kind of end result.  OD can involve interventions in the organization's processes, using behavioral science knowledge, organizational reflection, system improvement, planning, and self-analysis.

 OD includes new and emerging fields of study such as systems thinking, leadership studies, organizational leadership, and organizational learning whose perspectives are steeped in the behavioral sciences as well as multi-disciplinary and inter- disciplinary approaches.

 is the concept of organization, defined as two or more people working together toward one or more shared goal(s).  The development in OD is the notion that an organization may become more effective over time at achieving its goals.

 Anything done to better an organization  The training function of the organization  Human resources function of an organization  Business advice

 When is OD appropriate?  Exercise In small groups discuss the following: What are you hearing and seeing that makes you think that something more, like an OD intervention, is needed?

 Be curious and ask questions when presented with an issue.  Seek to understand the presenter’s view not what you assume to be their view.  Listen carefully - don’t offer to solve things.  Raise awareness and provide resources.

What does that mean? What have you observed? What have you tried? What is your role in this issue? What outcome would you like? What are you seeing and/or hearing that makes you think that is needed? Are there patterns of behavior and/or does the same thing happen again and again? What’s not going the way you want it to? What is working well? What is stopping that from happening more?

 Assessment  Feedback  Coaching  Leadership development  Team development OD is an on-going experiential process of intentional steps. (See OD Map)

 Data Gathering – questions/interviews; surveys  Assessments (individual and group) – 360’s, MBTI, DISC TKI, FIRO-B, etc.  Ladder of Inference (See Handout)  New Leader Transition Process  Team Development – facilitated meetings with simulations and/or working with the client’s own information  Leadership Development – individual and group coaching

Approach Listens to feelings as clues for how to get the client into action and leads the client to an action step Listens for feelings as symptoms of underlying dysfunction and follows the client on any valid exploration of their feelings Typically directs the client to return to action Often directs the client to go deeper into feelings Helps client get clear on their own values and align their actions to them Helps client correct cognitive disorders in order to change their behavior Encourages and requests proactive behavior Counsels on becoming less reactive

Focused on learning and developing potential Focused on healing and restoring function Main tools include data gathering, inquiry, curiosity, goal-setting, and strategic planning Main tools include listening, reflecting, confrontation, and interpretation Other tools depend on consultant’s training and expertise, e.g., Myers Briggs, 360 feedback, appreciative inquiry, journaling, etc. Other tools depend on therapist’s training, e.g. EMDR, sand tray, or hypnosis Deals mainly with external issues; looks for external solutions to internal blocks Deals mainly with internal issues; looks for internal resolution Process * Adapted from Madelyn Griffith-Haynie, Optimal Functioning Institute.

Alliance designed jointly by consultant and client Nature of alliance largely designed by therapist Discourages transference as inappropriateEncourages transference as a way of objectifying issues to be explored Sessions may be in person or by telephoneSessions conducted face-to-face Sometimes deductible as a business expense Often reimbursed or deductible as a medical expense Relationship & Structure

 OD (often uses process consulting)  Management (may be the same as OD)  Business  Expert  Process

 Ask people you know and trust for references.  Contact CBODN for a list of consultants.  Interview two or three consultants to determine his/her expertise in the area needed as well as fit for the client and organization.  Get client references.

 Any OD consultant you know and trust  Chesapeake Bay Organization Development Network (CBODN)  OD Network (ODN)  Becky and Shirley

 Organizational Consulting and Change Leadership (OCCL)  7 month program – follows the phases of consulting  Meets 3 days per month (4 days the first month)  Provides supervised experience with a real client  Begins: January 2011  Tuition: $  Website: organizational-consulting-and-change-leadership organizational-consulting-and-change-leadership

 Shirley Gross - Starr Group   Becky Choi – groupforward, LLC  