1. copyright ed young, PhD 1 Organization Development and Training –Facilitating More Effective and Efficient Inter- organizational Integration for Enhanced Productivity. –Facilitating an Orientation to a Model of Continuous Self Modification for Enhanced Creativity. –Preparing for an Orientation to the Larger Community by Ed Young, Ph.D.

2. copyright ed young, PhD 2 ORGANIZATION STRUCTURES INTERACT WITH ORGANIZATIONAL SYSTEMS FACILITATING MORE EFFECTIVE AND EFFICIENT INTER-DEPARTMENTAL INTEGRATION FOR ENHANCED PRODUCTIVITY –Organizational structures consist of levels in which higher levels encompass and exert control over lower levels –Social structures consist of various interlocking systems, work settings, situations that occur within settings, and formal and informal roles

3. copyright ed young, PhD 3 Residents Tasks Each Person Performs and Each Task Is Performed Within Contextual Levels. Each contextual level encompasses, subsumes, and has influence over subsequent levels. Organizational Structures Consist of Levels in Which Higher Levels Encompass and Exert Control Over Lower Levels Job categories Roles and Functions Shifts Programs Resident Roles Context Sensitive Development and Training Institution Local Community Organization’s Superstructure Global Community Departments

4. copyright ed young, PhD 4 –Social structures consist of various interlocking systems, programs, settings, situations that occur within settings, and formal and informal roles. –Psychological structures consist of roles, relationships, and inner intentional, behavioral, and cognitive processes. –Each of these structures function as a dynamic whole. Institutional Structure Can Be Translated Into Social and Psychological Structures

5. copyright ed young, PhD 5 Structures Can Be Characterized By Levels The highest level involves setting the constraints for the rest of the organization: Mission, Plans, Goals, Priorities, and Policies. The lowest level involves the implementation of tasks necessary to achieve the goals within the constraints of the policies.

6. copyright ed young, PhD 6 Setting Policy, Mission, and Goals Vs. Implementation Constraints Situations Roles Relationships Individual intentional, behavioral & cognitive processes Structures & Systems Settings The demands from each level are accomplished by shaping the level below. The performance of the base or implementation level is a direct function of the structure and quality of successively higher levels. Knowledge of how these structures function and have their effect is of vital importance for determining the amount and quality of productivity. A dynamic tension always exists between the lower and higher levels in this hierarchy

7. copyright ed young, PhD 7 Residents Roles and Functions Tasks Departments Organizational Superstructures Programs Job Categories Institution Shifts Global community Local Community Resident Roles Decreased power to influence Gaining accommodation to each higher level requires understanding and facilitating the processes involved at each lower level. Power to control the nature and function of the encompassed lower level Accommodating to each higher level requires a comprehension of the purpose of the higher level Higher levels increasingly dependent upon compliance & accommodation of lower levels Conveying how all of the parts must accommodate to the whole Needing to comprehend how my part must fit with the other parts and ultimately into the whole Lower levels increasingly dependent on explicit communication of how their part fits into the whole BOTTOM GOING UP Constraints Structures & Systems Settings Situations Roles Relationships Individual Intentional behavioral and cognitive processes PERSPECTIVES : BOTTOM UP-TOP DOWN INTERNAL-EXTERNAL Tasks Roles and Functions Departments Organizational Superstructures Institution Shifts Global Community Local Community Residents Resident Roles Job Categories Programs TOP GOING DOWN

8. copyright ed young, PhD 8 NATURAL SYSTEMS SCHEMA Encompassing Environments Institution or Organization Setting within Institution Situation Dyadic Interaction Role/Relationship Physical/Verbal Behavior Cognition Emotion/Feelings Perception Background: Prior Schemata and Schemes Intentional Processes from Depth to Surface Organizational Structures from Global to Local

9. copyright ed young, PhD 9 FACILITATING AN ORIENTATION TO A MODEL OF CONTINUOUS SELF MODIFICATION FOR ENHANCED CREATIVITY Two Major Elements of a Model for Continuous Organizational Self Modification –Psychological Structures Involved in a Continuous Self Modification Model Consist of Relationships and Inner Intentional, Behavioral, and Cognitive Processes –Engineering the Relationship Between External Structures and Inner Intentional and Cognitive Processes

10. copyright ed young, PhD 10 Initial Elements Necessary for the Implementation of a Model for Organizational Continuous Self Modification Three Management Approaches Customized for Continuous Self Modification –Structural Analysis –Participatory Management –Management by Objectives Training-development Philosophy Oriented to Continuous Self Modification

11. copyright ed young, PhD 11 Psychological Structures Involved in a Continuous Self Modification Model Consist of Relationships and Behavioral, Inner Intentional, and Cognitive Processes The role of relationships and relationship skills in enhancing creativity, productivity, and self modification Addressing intentional processes to optimize creativity, productivity, and self modification Addressing cognitive processes to optimize creativity, productivity, and self modification

12. copyright ed young, PhD 12 The Role of Relationships and Relationship Skills in Enhancing Creativity, Productivity, and Self Modification Learning Empathy and Listening Learning Authenticity and Transparency Learning Negotiation, Shared Planning and Decision Making, and Interlocking Objectives

13. copyright ed young, PhD 13 Addressing intentional processes to optimize creativity, productivity, and self modification Sensitivity of intentional processes to structural change –Dynamic relations between structures and intentional processes –Degrees and types of structure and their effects –Depth of personal change when there is structural change –Persistence and Transferability of personal change from a structured to an unstructured environment Model of intentional processes –Elements of the model of intentional processes –Addressing the elements of intentional processes –Optimizing relations between structures and intentional processes

14. copyright ed young, PhD 14 Model of Intentional Processes Part I. Basic Elements of Intentionality World and External Environmenta l Context Perception Reception Retrieval of Internal Representations Assimilating or Accommodating Prior Schemata and Schemes Levels of Mental Assessment Individuation Physical and Cognitive Hedonic Tone States of Incorporation Envisioning Deciding Criteria for Fulfillment FORESHADOWING MASTERING Transcendence

15. copyright ed young, PhD 15 Environmental Structure and Systems in Interaction with Person Structures and Systems Encompassing Environments Institution or Organization Setting within Institution Situation Dyadic Interaction Role/Relationship Physical/Verbal Behavior Cognition Emotion/Feelings Perception Background: Prior Schemata and Schemes Environment A Environment B Right Front Right Back Left Front Left Back Right Front Right Back Left Front Left Back Brain of Person A in Environment A Brain of Person A in Environment B The structure of environment A encourages people to use their own judgment, make their own decisions, plan and execute future plans, cooperate with others, bond with others, be responsible for themselves, share a desire for mutual facilitation, share tasks and promote the good of the community. The structure of environment B takes care of people, assesses their needs for them, makes decisions for them, plans and executes activities for them, makes cooperative efforts with others unnecessary, assumes responsibility for the welfare of the community, assumes responsibility for all aspects of their lives, health, and well being. Unwittingly, makes it impossible to form bonds with others. Symptoms: Concern with others and tasks, time flying, unconcerned with body and health, active, healthy, happy. Symptoms: Focused on self, dependent, depressed, time drags, aches and pains, fears, anger, health degenerates.

16. copyright ed young, PhD 16 Model of Intentional Processes Part II A. The Perception and Response to Structural Change Model of Intentional Processes Part II A. The Perception and Cognitive Response to Structural Change Perception Retrieval Reception Internal representation of environmental context: Schemata for Social ‘Sets’ Assimilation Accommodation Levels of Assessment Extrosception Extroception Exteroception Interoception Introception Introspection Individuation based on physical and cognitive hedonic tone Intense Pleasure Moderate Pleasure Mild Pleasure Mild Pain Moderate Pain Intense Pain States of Incorporation Memory Patterns for Prior Schemata and Prior Schemes Pseudo Incorporation Heuristic Incorporation Incorporation Dis-Incorporation Heuristic Dis-Incorporation Pseudo-Dis-Incorporation Dys- corporation Pseudo-Dys- corporation

17. copyright ed young, PhD 17 Model of Intentional Processes Part II B. The Intentional and Behavioral Response to Structural Change Envisioning Environmental Conditions Time Perspective Level Perspective Strategy Implicit Other DECIDING ADVENTURING Bodily Experience Timing Temporal Experience Emotional By-products Re-engaging Dis-engaging Complete / Fail Exit Adventuring Mirroring Criteria for Fulfillment Foreshadowing REVISING STORAGE MASTERING Transcendence

18. copyright ed young, PhD 18 Constraints Situations Roles Relationships Individual intentional, behavioral & cognitive processes Structures & Systems Perception Retrieval Reception Internal representation of environmental context: Schemata for Social ‘Sets’ Memory Patterns for Prior Schemata and Prior Schemes Job categories Tasks Houston External environmental context Departments Projects Bechtel National Bechtel local Global, international community Bechtel International 1. Assimilation 2. Accommodation Inferring & constructing Traditional psychological change agents typically try to alter Y hoping for an indirect positive effect in X. Traditional management change agents try to alter X hoping for increased productivity in Y. Using the Natural Systems Structural Analysis and altering X with the effects of X on Y in mind, Y changes in the direction that produces required demands for X and, simultaneously, Y transmutes into the goals of the traditional psychological change agent. Y X CHANGE IN EITHER X OR Y LEADS TO TEMPORARY CONFUSION AND FRUSTRATION ORGANIZATION STRUCTURAL AND PSYCHOLOGICAL CHANGE

19. copyright ed young, PhD 19 Addressing cognitive processes to optimize creativity, productivity, and self modification Learning to manage the perspectives your mind takes on issues and problems Learning to manage the way your mind focuses on issues and problems Learning to manage the timing of perspective taking and mode of focus Learning to manage the cognitive operations to be brought into play for working on issues and problems Learning when and how to bring your mental processes into sync with the agenda and tasks of interdependent departments, projects, and co-workers Learning to integrate temporal, intentional, and cognitive processes with external structures

20. copyright ed young, PhD 20 Model of the Mind for Mind Management DIRECTION LEVEL ORGANIZATION COMPLEXITY INTENSITY PERSEVERANCE INTEGRITY BOUNDARY CONTENT MANAGEABLE PARAMETERS OF INNER AWARENESS AND FOCUS MANAGING THE CONSCIOUS MIND MANAGEABLE LEVELS OF ASSESSMENT MANAGEABLE PROCESSES OF ENVISIONING AND ADVENTURING IMAGINATION or ABSTRACTION CONCRETE VISUAL OR VERBAL CONCRETE PERCEPTIONS AND CONCEPTIONS OF THE EXTERNAL /SOCIAL STRUCTURES PERCEPTION OF THE EXTERNAL, IMMEDIATE PHYSICAL WORLD THE BODY'S SENSATIONS MIND'S FEELINGS AND CONCEPTS PERSPECTIVES ON YOUR OWN PERSONALITY HISTORY AND FUTURE PERSPECTIVES ON HISTORY AND THE FUTURE EXTROSPECTION EXTROCEPTION EXTEROCEPTION INTEROCEPTION INTROCEPTION INTROSPECTION MANAGEABLE DOMAINS OF FOCUS PRODUCT INTEGRATINGINTEGRATING

21. copyright ed young, PhD 21 InteroceptionIntroceptionIntrospectionExtroception MODES OF ASSESSING PERSPECTIVES INTERNALEXTERNAL Exteroception Extrospection INNER AWARENESS PARAMETERS OF AND FOCUS Direction Level Intensity Organization Complexity Perseverance Integrity Boundary COGNITIVE OPERATIONS Searching Analyzing Taking Perspective Synthesizing Transposing Quantifying Symbolizing Computing Abstracting Concretizing COGNITIVE MICRO-OPERATORS Holding Shifting Copying Overlaying (Dis)Assembling (Re)Ordering Queuing Transmoding Chunking Subsuming Tagging Substituting Iterating OPERATING ON THE FOLLOWING UNITS SUBJECT TOCOGNITIVE PROCESSES Wholes Units/Parts Patterns Relations Processes Qualities Quantities COGNITIVE PROCESSES AND OPERATIONS DOMAINS AND OPERATION SUBCATEGORIES SYMBOLIC involves abstracting and concretizing ANALYTICAL involves differentiating, comparing, contrasting, and reversing. COMPUTATIONAL involves addition, subtraction, and substitution. PERSPECTIVE involves micro-scoping and telescoping, temporal perspective, magnification and contraction, value, and personal and impersonal. QUANTIFICATION involves label, dimension and measure DOMAINS OF KNOWLEDGE Combinations of Operators, Operations, and Units are selectively involved in disciplines, domains, and tasks such as: Math Construction Language Imagistic domains Chronicity-History Experience

22. copyright ed young, PhD 22 TRAINING STAFF FOR CONCEPTUALLY TRANSITIONING BACK AND FORTH FROM INTERNAL TO EXTERNAL PERSPECTIVES AND FROM MICRO PROCESSES TO MACRO PROCESSES

23. copyright ed young, PhD 23 INTEGRATING WITHIN AND ACROSS LEVELS OF EXTERNAL STRUCTURES AND INTERNAL PROCESSES INSTITUTION DEPARTMENT PROGRAMS TASKS ORGANIZATIONAL STRUCTURE INTERPERSONAL INTERACTION INTENTIONAL PROCESSES COGNITIVE PROCESSES INTEGRATING

24. copyright ed young, PhD 24 Reserve ProspectiveDistant Personal Future Ongoing Personal Future Distal Project Completion Proximal Stages of Project PresentStrategies, Steps, Operations INDIVIDUAL TIME-TASK INTEGRATION Reserve ProspectiveDistant Personal Future Ongoing Personal Future Distal Project Completion Proximal Stages of Project PresentStrategies, Steps, Operations INDIVIDUAL TIME-TASK INTEGRATION Reserve Prospective Distant Personal Future Ongoing Personal Future Distal Project Completion Proximal Stages of Project Present Strategies, Steps, Operations INDIVIDUAL TIME-TASK INTEGRATION Reserve Prospective Distant Personal Future Ongoing Personal Future Distal Project Completion Proximal Stages of Project Present Strategies, Steps, Operations INDIVIDUAL TIME-TASK INTEGRATION PERSON A PERSON B PERSON C PERSON D COLLECTIVE TIME-TASK-PROJECT INTEGRATION STEPPING THROUGH THE PROCESS OF INTEGRATING ASPECTS WITHIN THE WHOLE

25. copyright ed young, PhD 25 Department BObjectivesTime Lines Sub Projects INSTITUTION Department AObjectivesTime Lines Sub Projects 1 2 3 4 5 IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals TIME AND MINDS The puzzle of how to coordinate sub projects of a major project translates into: A.How each individual mind works on its piece of the puzzle and dovetails with the timing and specifications of all related sub projects and individual minds? B.B. How each individual and project group relates to the mission, future direction, objectives, and time lines of the whole corporation?

26. copyright ed young, PhD 26 CONSTRAINTS STRUCTURES SYSTEMS SETTINGS SITUATIONS ROLES RELATIONSHIPS INDIVIDUAL INTENTIONAL, BEHAVIORAL & COGNITIVE PROCESSES Department AObjectivesTime Lines Sub Projects 1 2 3 4 5 IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals IndividualsIndividuals Tasks Resident and Roles Shifts Institution Job Categories Roles and Functions Departments Programs Global Community Organization Superstructure INTEGRATING EXTERNAL CONCEPTUALIZATIONS OF STRUCTURES AND INTERNAL PROCESSES

27. copyright ed young, PhD 27 PREPARING RESIDENTS WITHIN THE INSTITUTION FOR RE-ORIENTATION AND RE-ENTRY TO THEIR HOME NEIGHBORHOOD AND COMMUNITY LIVING

28. copyright ed young, PhD 28 HARRIS COUNTY COMMUNITY ORGANIZATIONS THE ULTIMATE OBJECTIVE PREPARING YOUTH TO RETURN TO THEIR HOME COMMUNITY AND BECOME POSITIVE, CONSTRUCTIVE CITIZENS FROM THE JUSTICE SYSTEM TO THE NEIGHBORHOOD AN INTEGRATED ORGANIZEDOPENPERSONALPRODUCTIVEREWARDING NEIGHBORHOOD ORGANIZATION AN INTEGRATED ORGANIZEDOPENPERSONALPRODUCTIVEREWARDING NEIGHBORHOOD ORGANIZATION J P D EXIT