1. Learning History

2. Learning History: series of short stories recounting particular episodes. Segments below focus on dilemmas, questions, & anecdotes within these stories.
Full Column Prologue: derived from significant and noticeable results of the events for the organization & participants
Left Column: commentary, insights, comments, reflections & perspectives brought forward to consider the implications of the story
Right Column: The personal stories from different groups of stakeholders (identified by role)

4. Organizational LifeLine
Women Officers
Uniform, promotion
Community
Policing
Wilson Death
Sokolov field training model
CLEFS
Grant
FTO Program
1982
1992 ?
Militich Admin
Lyons
Admin
Waller
Admin
Early OD efforts
Mandatory
Domestic arrest
12-hour
shifts
Equipment
Vests
Automatics
Training
Spouse support
New hopes
Balance
Support

5. Value Chain Analysis Pre- placement Referral intake Assessment Week 1
Discharge
Outcome Criteria:
timeliness
accuracy
thoroughness
integrated
consistency
relevant to purpose
staff support
pride in product & process
Process
backward reconstruction: what must precede this?
what is done at each stage?
what is the value of that task (criteria)?
where are the bottlenecks?
what can be streamlined without decreasing value?

6. Reflective Learning Cycle

7. Fishbowl The Fishbowl Technique What to observe: communication
power & influence
roles
conflict
norms
decision making
problem solving
leadership
goal clarity
task/maintenance
Debriefing
share observations
explore interpretations
consider application

8. Process Consultation Models for OD Exchange model:
Expert information and/or service is being bought by the client. For a successful outcome, this model depends on:
whether the manager has correctly diagnosed his own needs
whether he has correctly communicated these needs to the consultant
whether he has accurately assessed the capability of the consultant to provide the right kind of information or service
whether he has thought through the consequences of having the consultant gather information, and/or the consequences of implementing changes which may be recommended by the consultant."

9. doctor-patient model:
a consultant or team of consultants are brought in by executives to "look them over," much as a patient might go to the doctor for an annual physical. The consultants are supposed to find out what is wrong with which part of the organization, and then, like a physician, recommend a program of therapy.

10. Process Consultation
Process consultation, by contrast to both of these models, focuses on joint diagnosis, and the passing on to the client of diagnostic skills. The key assumption is that the client sees the problem for himself, shares in its diagnosis, and is actively involved in generating a remedy.
Edgar Schein

12. Solution focused problem solving
Traditional problem solving:
what’s wrong?
how did it happen?
how can we fix it?
fix it!
did we fix it?

13. Solution Focused Change
Exception Question Sequence:
1. When don't you have that problem?
2. What's different about those times? What occurs instead?
3. How can that be made to occur more often? Who needs to do what?
4. How will you begin to notice that the problem is being solved? What will be different?
Miracle Question Sequence:
1. If a miracle occurred tonight, and when you woke up tomorrow the problem was solved,
what would be the first just noticeable indication that things were different?
2. What will have to be different for that to begin happening?
3. When does that already happen, even if only a little? Who will have to do what to make
that happen more?
4. What will be an indication to you and others that the problem is really solved?
Coping Question Sequence:
1. Why aren't things worse than they are?
2. What are people doing to prevent things from getting worse?
3. How are those things helpful? What else would be helpful?
4. What needs to happen for those things to continue?
Pessimistic Question Sequence:
1. What do you think will happen if things don't get better?
2. What will happen after that? What next? Then what?
3. If the problem solvers start to become more optimistic (or at least dissatisfied with their
negative premonitions), shift to the constructive question sequences above.

14. The problem with a problem-centered approach
problems statements are not necessarily related to the solution
focusing on the problem can reinforce it
complex problems require a shift in frame
trying to remove problem elements may elicit resistance
absence of a problem does not mean high level functioning
many solved problems simply maintain the status quo

15. Solution focused change
emphasizes second-order change
utilizes ongoing change
makes distinctions that make a difference
provides goal well-formedness (clear favorable outcome)

16. Solution focused questions
Exception
Miracle
Coping
Pessimism
When don’t you have it?
What would be first noticeable?
Why aren’t things worse?
What will happen if things don’t get better?
What’s different about those times?
What would have to be different for that to happen?
What do people do to keep things from getting worse?
What after that? What next? Then what?
What occurs instead?
When does that already happen, even a little?
How are those things helpful?
If more optimistic shift to exception sequence
How can that be made to occur more often?
What can make it happen more?
How can they continue or expand?
Who needs to do what?
What will indicate it’s solved?
What will be different?

17. Appreciative Inquiry Discover: appreciating & valuing what is
Dream: envisioning what might be
Design: dialoging what should be
Delivery: innovating what will be