WHAT I LEARNED BEST
WHAT I WANT TO LEARN MORE OF
WHAT I WANT TO LEARN LESS OF
Throughout this term, we talked about a lot of things but focused mainly on one important learning; CHANGE. I learned so much about the significance of change to organizations and how it greatly affects it both internally and externally. I also learned that going through change is healthy for any organization. Going through change does not necessarily mean that an organization is undergoing a crisis or immediately needs change. Organizational development may be for a new way of going about things or just to experiment different methods and plans for an organization.
It would be great if we learned a bit more about other methods and other ways of organizational development. It would also be better if we were exposed to more hands on material. More projects and more group research, allowing us to learn things on our own.
Lastly, I don’t think that there is anything less to learn about. Learning is a process that one must not stop. It should be a way of life and something that we must carry on even outside school.
Thursday, August 26, 2010
LESSON 19: LEARNINGS IN OCHANGE
LEARNINGS IN OCHANGE
Ochange is the next step to be taken after theoryo. There were parts during the whole class this term that we were able to make use of our knowledge from the theoryo class especially systems theory. It was also easier to understand other lectures in class since others were already discussed before in other major classes. Like for crisis management in organizations and what is a moral or better decision to make for an organization. Like the group activities that we did in class. Through this we were able to understand more.
Ochange is the next step to be taken after theoryo. There were parts during the whole class this term that we were able to make use of our knowledge from the theoryo class especially systems theory. It was also easier to understand other lectures in class since others were already discussed before in other major classes. Like for crisis management in organizations and what is a moral or better decision to make for an organization. Like the group activities that we did in class. Through this we were able to understand more.
LESSON 19: LEARNINGS IN OCHANGE
Learnings in OCHANGE
A lot has happened this term as well as learned in ochange class. We learned that there are a lot of things that not only can we make use of it or incorporate it in organizations but also we can make use of in our daily lives. Through the class we were also able to find out or understand ourselves more especially when we were asked to take the test and somehow maybe to the ones that really answered the survey/test sincerely they were able to get results that would really resemble who they are. Though at times there were a lot of readings that it was hard to read at times and understand. But overall, the ochange experience was really fulfilling that at the end of this term we are equipped with more skills and knowledge that could help us have the edge over the others especially in finding jobs after college. It was also a privilege to be able to be taught by a teacher like Ms. Fernando who is very patient with us, even though at times we become noisy in class and for that we thank her.
www.managementhelp.org
A lot has happened this term as well as learned in ochange class. We learned that there are a lot of things that not only can we make use of it or incorporate it in organizations but also we can make use of in our daily lives. Through the class we were also able to find out or understand ourselves more especially when we were asked to take the test and somehow maybe to the ones that really answered the survey/test sincerely they were able to get results that would really resemble who they are. Though at times there were a lot of readings that it was hard to read at times and understand. But overall, the ochange experience was really fulfilling that at the end of this term we are equipped with more skills and knowledge that could help us have the edge over the others especially in finding jobs after college. It was also a privilege to be able to be taught by a teacher like Ms. Fernando who is very patient with us, even though at times we become noisy in class and for that we thank her.
www.managementhelp.org
LESSON 18: THE LEARNING ORGANIZATION
THE LEARNING ORGANIZATION
I found an article that discusses different points from my previous blog entry.
There are 3 different definitions of learning organization.
Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge 1990: 3)
The Learning Company is a vision of what might be possible. It is not brought about simply by training individuals; it can only happen as a result of learning at the whole organization level. A Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself. (Pedler et. al. 1991: 1)
Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118)
These definitions are all correct but is looked upon at a different approach. Others describe it as a bottom-up approach and some look at the outcomes rather than the processes of learning.
Some problems and issues in this method is that it focuses mainly on the cultural dimension. In order to transform an organization it is necessary to attend to structures and the organization of work as well as the culture and processes. All dimensions should be studied and considered to be able to get the best of the organization. Another is that it favors individual and collective learning processes but does not connect them properly to the organization’s strategic objectives. It remains rather vague because the exact functions of organizational learning need to be more clearly defined.
http://www.infed.org/biblio/learning-organization.htm
I found an article that discusses different points from my previous blog entry.
There are 3 different definitions of learning organization.
Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge 1990: 3)
The Learning Company is a vision of what might be possible. It is not brought about simply by training individuals; it can only happen as a result of learning at the whole organization level. A Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself. (Pedler et. al. 1991: 1)
Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118)
These definitions are all correct but is looked upon at a different approach. Others describe it as a bottom-up approach and some look at the outcomes rather than the processes of learning.
Some problems and issues in this method is that it focuses mainly on the cultural dimension. In order to transform an organization it is necessary to attend to structures and the organization of work as well as the culture and processes. All dimensions should be studied and considered to be able to get the best of the organization. Another is that it favors individual and collective learning processes but does not connect them properly to the organization’s strategic objectives. It remains rather vague because the exact functions of organizational learning need to be more clearly defined.
http://www.infed.org/biblio/learning-organization.htm
LESSON 18: THE LEARNING ORGANIZATION
THE LEARNING ORGANIZATION
"The learning organization is a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations."
There are 5 disciplines in the learning organization:
1. SYSTEMS THINKING - generally oriented toward the long-term view
2. PERSONAL MASTERY - continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively
3. MENTAL MODELS - deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action
4. BUILDING SHARED VISION - it is the capacity to hold a share picture of the future we seek to create
5. TEAM LEARNING - the process of aligning and developing the capacities of a team to create the results its members truly desire
In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is they are responsible for learning.
The leader as the designer entails handling the organization’s policies, strategies and ‘systems’ as key area of design, at the same time, leadership goes beyond this. The task of the leaders is designing the learning processes whereby people throughout the organization can deal productively with the critical issues they face, and develop their mastery in the learning disciplines.
One of the important things to grasp when a leader is a steward is that stewardship involves a commitment to, and responsibility for the vision, but it does not mean that the leader owns it. Leaders learn to see their vision as part of something larger.
“Leader as teacher” is not about “teaching” people how to achieve their vision. It is about fostering learning, for everyone. Such leaders help people throughout the organization develop systemic understandings.
http://www.infed.org/thinkers/senge.htm
"The learning organization is a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations."
There are 5 disciplines in the learning organization:
1. SYSTEMS THINKING - generally oriented toward the long-term view
2. PERSONAL MASTERY - continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively
3. MENTAL MODELS - deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action
4. BUILDING SHARED VISION - it is the capacity to hold a share picture of the future we seek to create
5. TEAM LEARNING - the process of aligning and developing the capacities of a team to create the results its members truly desire
In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is they are responsible for learning.
The leader as the designer entails handling the organization’s policies, strategies and ‘systems’ as key area of design, at the same time, leadership goes beyond this. The task of the leaders is designing the learning processes whereby people throughout the organization can deal productively with the critical issues they face, and develop their mastery in the learning disciplines.
One of the important things to grasp when a leader is a steward is that stewardship involves a commitment to, and responsibility for the vision, but it does not mean that the leader owns it. Leaders learn to see their vision as part of something larger.
“Leader as teacher” is not about “teaching” people how to achieve their vision. It is about fostering learning, for everyone. Such leaders help people throughout the organization develop systemic understandings.
http://www.infed.org/thinkers/senge.htm
LESSON 17: OPEN SPACE TECHNOLOGY
OPEN SPACE TECHNOLOGY
Open space technology is often used when a large, complex operation needs to be thoroughly reorganized and reconceptualized. Open space technology also gives an opportunity to self-organize the organization into a new pattern. It was also discussed that when the organization is not sure where it stands, then open space can help the organization rethink of its current situation.
This method is not useful if the present and future state of the organization is already crystal clear. This means that the organization already knows where it wants to be in the future.
There are 4 key principles in which open space technology would become successful.
1. WHOEVER COMES IS THE RIGHT PEOPLE - get people who care to do something
2. WHATEVER HAPPENS IS THE ONLY THING THAT COULD HAVE - keeps people on the here and now
3. WHENEVER IT STARTS IS THE RIGHT TIME - alerts the people to pay attention to the clock
4. WHEN IT IS OVER, IT IS OVER - when it is done, move on to something more useful
I also learned about the law of two feet. This law means that anytime one is ready
to leave the session, he or she is free to do so. He/she is responsible for his/her actions when he/she leaves the session.
I discovered that this method is different from the others because it has no facilitator. Each and every participant of the organization can be a facilitator making the participants more flexible and free throughout the whole session.
Open space technology is often used when a large, complex operation needs to be thoroughly reorganized and reconceptualized. Open space technology also gives an opportunity to self-organize the organization into a new pattern. It was also discussed that when the organization is not sure where it stands, then open space can help the organization rethink of its current situation.
This method is not useful if the present and future state of the organization is already crystal clear. This means that the organization already knows where it wants to be in the future.
There are 4 key principles in which open space technology would become successful.
1. WHOEVER COMES IS THE RIGHT PEOPLE - get people who care to do something
2. WHATEVER HAPPENS IS THE ONLY THING THAT COULD HAVE - keeps people on the here and now
3. WHENEVER IT STARTS IS THE RIGHT TIME - alerts the people to pay attention to the clock
4. WHEN IT IS OVER, IT IS OVER - when it is done, move on to something more useful
I also learned about the law of two feet. This law means that anytime one is ready
to leave the session, he or she is free to do so. He/she is responsible for his/her actions when he/she leaves the session.
I discovered that this method is different from the others because it has no facilitator. Each and every participant of the organization can be a facilitator making the participants more flexible and free throughout the whole session.
LESSON 17: OPEN SPACE TECHNOLOGY
OPEN SPACE TECHNOLOGY
Open space technology is a facilitation method in which people can identify specific issues on a given topic, self-select into discussion groups, and work with the issue with people also concerned with that issue. It is a useful tool for any group of people who are really interested in exploring something that they all care deeply about. I learned that it is a fast, cheap and simple way to better and more productive meetings.
Open space technology was created by Harrison Owen in mid 1980s. He discovered that people attending his conferences loved the coffee breaks better than the formal presentations and plenary sessions.
The process includes 12 steps:
1. Complete the preparations
2. Welcome the participants
3. Create the space
4. State the theme
5. Describe the process
6. Name the 4 principles and the One Law
7. Invite people to write offerings and post them
8. Return to circle for final instructions
9. Invite people to sign up and enter the market place
10. Hold the space
11. Invite people to gather together for closure
12. Debrief with the client
The duration of this method depends on what the client wants to achieve, but it usually ranges from 1-3 days. The purpose of this method is for the members of the organization to get high learning, high play and high productivity but never pre-determined. I learned that it is a simple way of getting people and organizations moving.
Open space technology is a facilitation method in which people can identify specific issues on a given topic, self-select into discussion groups, and work with the issue with people also concerned with that issue. It is a useful tool for any group of people who are really interested in exploring something that they all care deeply about. I learned that it is a fast, cheap and simple way to better and more productive meetings.
Open space technology was created by Harrison Owen in mid 1980s. He discovered that people attending his conferences loved the coffee breaks better than the formal presentations and plenary sessions.
The process includes 12 steps:
1. Complete the preparations
2. Welcome the participants
3. Create the space
4. State the theme
5. Describe the process
6. Name the 4 principles and the One Law
7. Invite people to write offerings and post them
8. Return to circle for final instructions
9. Invite people to sign up and enter the market place
10. Hold the space
11. Invite people to gather together for closure
12. Debrief with the client
The duration of this method depends on what the client wants to achieve, but it usually ranges from 1-3 days. The purpose of this method is for the members of the organization to get high learning, high play and high productivity but never pre-determined. I learned that it is a simple way of getting people and organizations moving.
LESSON 16: WHOLE SCALE CHANGE
WHOLE SCALE CHANGE
Whole Scale Change consists of a series of small and/or large group interactions that enable the organization to undergo a paradigm shift. It seeks a paradigm shift or a new way of seeing the world. Once people see the world differently, they cannot be stopped from taking the actions that begin to transform their shared vision into their shared reality.
I learned that it works really well in both the public and private sectors, and is amenable to groups ranging in size from ten to several thousands, and can engage people from the top of the hierarchy down through the front line staff. Organizations most likely to consider a Whole Scale Change intervention are those that want to engage nearly everyone in creating their organizations processes and structures and those with a sense of urgency brought on by a challenging and quickly changing environment.
All in all, I learned that there are different interventions for different organizations and organizational needs. There is no perfect large-scale intervention built for organizational change. It depends on what change the organization wants and what change the organization needs.
Whole Scale Change consists of a series of small and/or large group interactions that enable the organization to undergo a paradigm shift. It seeks a paradigm shift or a new way of seeing the world. Once people see the world differently, they cannot be stopped from taking the actions that begin to transform their shared vision into their shared reality.
I learned that it works really well in both the public and private sectors, and is amenable to groups ranging in size from ten to several thousands, and can engage people from the top of the hierarchy down through the front line staff. Organizations most likely to consider a Whole Scale Change intervention are those that want to engage nearly everyone in creating their organizations processes and structures and those with a sense of urgency brought on by a challenging and quickly changing environment.
All in all, I learned that there are different interventions for different organizations and organizational needs. There is no perfect large-scale intervention built for organizational change. It depends on what change the organization wants and what change the organization needs.
LESSON 15: SIMUREAL
SIMUREAL
http://change-management-toolbook.com/mod/book/view.php?id=74&chapterid=125
It was said from this article that as for the outcome of when simureal is used it was said that SimuReal holds a “mirror” to the organization about how it actually works (or does not work). It can be a powerful change agent, because everyone sees the impact of the system and can self-organize to improve it. This as I understand it means that simureal is a very effective change intervention for organizations but simureal as discussed by the group in class said that simureal cannot be used if the organization is in a big crisis. This could be because it would be hard to solve a problem that is really big like bankruptcy in just one day, knowing that the simureal is a one day process.
http://change-management-toolbook.com/mod/book/view.php?id=74&chapterid=125
It was said from this article that as for the outcome of when simureal is used it was said that SimuReal holds a “mirror” to the organization about how it actually works (or does not work). It can be a powerful change agent, because everyone sees the impact of the system and can self-organize to improve it. This as I understand it means that simureal is a very effective change intervention for organizations but simureal as discussed by the group in class said that simureal cannot be used if the organization is in a big crisis. This could be because it would be hard to solve a problem that is really big like bankruptcy in just one day, knowing that the simureal is a one day process.
LESSON 15: SIMUREAL
Simureal
I learned that it would be best to use Simureal if the organization would want to shorten the time that they implement or make decisions in the company. Another is that one or an organization can make use of simureal to “test drive” a restructuring plan before it is implemented in the organization. Since simureal is a fast process since the action learning is in hyperdrive, it also takes less time for the organization to undergo this process. It is only a 1 day event that is organized for the organization. Also, the facilitators are key factors to the success of the event. Since it is through their event planning and analysis that the organization depends on.
http://www.docstoc.com/docs/34480391/SimuReal-Action-Learning-in-Hyperdrive
I learned that it would be best to use Simureal if the organization would want to shorten the time that they implement or make decisions in the company. Another is that one or an organization can make use of simureal to “test drive” a restructuring plan before it is implemented in the organization. Since simureal is a fast process since the action learning is in hyperdrive, it also takes less time for the organization to undergo this process. It is only a 1 day event that is organized for the organization. Also, the facilitators are key factors to the success of the event. Since it is through their event planning and analysis that the organization depends on.
http://www.docstoc.com/docs/34480391/SimuReal-Action-Learning-in-Hyperdrive
LESSON 14: PREFERRED FUTURING
PREFERRED FUTURING
Taking Harvard dining into the next level with Preferred Futuring by Paul King
This article talks about how Ted Mayer handled and carried a staff of 500 union employees and some 60 management personnel into the next decade and beyond. He used preferred futuring because "it solidifies a lot of the things that already had taken place here under Michael Berry's direction". Michael Berry was the one who created the Harvard dining program.
"We need to build an organization that has the capacity to learn and change, to adapt to the things around us." Being in the restaurant field, it is important that the organization adapts to the environment, to the demands of the consumers. The consumers are the ones who make the operation of the business continuous.
"Our management approach is based on two assumptions, 'One is that successful strategizing comes from envisioning the preferred future. The second is that people will commit to a plan they help to design'." The management used preferred futuring to be able to sustain what Berry has started which is to revamp menus to reflect students' changing tastes and setting up a retail program that is one of the best in the country. If the people around would commit to a design plan, then there would be cooperation and at the same time, the preferred future would be easily attained.
Source: http://findarticles.com/p/articles/mi_m3190/is_n30_v32/ai_20981208/
Taking Harvard dining into the next level with Preferred Futuring by Paul King
This article talks about how Ted Mayer handled and carried a staff of 500 union employees and some 60 management personnel into the next decade and beyond. He used preferred futuring because "it solidifies a lot of the things that already had taken place here under Michael Berry's direction". Michael Berry was the one who created the Harvard dining program.
"We need to build an organization that has the capacity to learn and change, to adapt to the things around us." Being in the restaurant field, it is important that the organization adapts to the environment, to the demands of the consumers. The consumers are the ones who make the operation of the business continuous.
"Our management approach is based on two assumptions, 'One is that successful strategizing comes from envisioning the preferred future. The second is that people will commit to a plan they help to design'." The management used preferred futuring to be able to sustain what Berry has started which is to revamp menus to reflect students' changing tastes and setting up a retail program that is one of the best in the country. If the people around would commit to a design plan, then there would be cooperation and at the same time, the preferred future would be easily attained.
Source: http://findarticles.com/p/articles/mi_m3190/is_n30_v32/ai_20981208/
LESSON 14: PREFERRED FUTURING
PREFERRED FUTURING
Preferred Futuring is a way to mobilize action for planned change. It is also a solution for managers for leaders and managers to involve people more widely in linking planning action, improving the development of breakthrough solutions or focusing the team in a strategic direction.
This method was created by Ronald Lippitt and Ed Lindaman. They have been working together to get organizations to have a preferred future rather a predicted future. Predicted future is when the organization's future will most likely turn out how they solve their problems. On the other hand, preferred future is the future that the organization wants to have. I believe that preferred futuring is better than predicted because preferred futuring would enable the members of the organization to work hard and their best to achieve the desired future. If the organization would just rely on the predicted future, then the organization would not succeed in terms of change.
Preferred Futuring has 8 steps:
Preferred futuring should be used when the organization needs strategic planning processes, developing a work design that would cater to the stakeholder's needs and integrating priorities. However, this should not be used when organizational members don't want to let go of some existing values and would rather stick with the predicted future.
To be able to sustain the results of the process, the organizations should continue to monitor and support functions. Also, data gathering is important so that mid course corrections can be made if necessary.
Preferred Futuring is a way to mobilize action for planned change. It is also a solution for managers for leaders and managers to involve people more widely in linking planning action, improving the development of breakthrough solutions or focusing the team in a strategic direction.
This method was created by Ronald Lippitt and Ed Lindaman. They have been working together to get organizations to have a preferred future rather a predicted future. Predicted future is when the organization's future will most likely turn out how they solve their problems. On the other hand, preferred future is the future that the organization wants to have. I believe that preferred futuring is better than predicted because preferred futuring would enable the members of the organization to work hard and their best to achieve the desired future. If the organization would just rely on the predicted future, then the organization would not succeed in terms of change.
Preferred Futuring has 8 steps:
- History
- Current state
- Core values and beliefs
- Events, trends, and developments
- Preferred future vision
- Action goals
- Plan and rehearse
- Implement and follow up
Preferred futuring should be used when the organization needs strategic planning processes, developing a work design that would cater to the stakeholder's needs and integrating priorities. However, this should not be used when organizational members don't want to let go of some existing values and would rather stick with the predicted future.
To be able to sustain the results of the process, the organizations should continue to monitor and support functions. Also, data gathering is important so that mid course corrections can be made if necessary.
LESSON 13: FAST CYCLE FULL-PARTICIPATION
The participants that are involved in the process are consultants, in-house representatives, and members of the organization. The FCFP chooses only the members of the organization to participate because it can be accomplished in a short amount of time and in order to have high levels of participation and commitment.
FAST CYCLE FULL-PARTICIPATION
There are different roles in the process:
The FCFP is used when an organization needs redesigning and when they need to work together collectively in the future. This method works well for organizations because it is grounded on 2 well-validated approaches to system change which is, sociotechnical systems theory and search conference.
FCFP is not used when the task is essentially about solving current problems versus creating a different future. Also, when there is pervasive ill will in the organization. Lastly, when there is no need for work system redesign.
I learned that the common mistakes in this method is not using the whole method. The organization only chooses less than the required 5 elements given in the method. It is important to follow all the 5 elements because it is related to one another and the process will not be successful if it is not followed.
The organization can sustain the results of the FCFP by bringing people together in large meetings to work on issues that will enable organizations to keep moving forward. They would have to talk about solutions to these problems/issues.
FAST CYCLE FULL-PARTICIPATION
There are different roles in the process:
- sponsor
- facilitator
- participants
- data integrator
- between-meeting communicator
The FCFP is used when an organization needs redesigning and when they need to work together collectively in the future. This method works well for organizations because it is grounded on 2 well-validated approaches to system change which is, sociotechnical systems theory and search conference.
FCFP is not used when the task is essentially about solving current problems versus creating a different future. Also, when there is pervasive ill will in the organization. Lastly, when there is no need for work system redesign.
I learned that the common mistakes in this method is not using the whole method. The organization only chooses less than the required 5 elements given in the method. It is important to follow all the 5 elements because it is related to one another and the process will not be successful if it is not followed.
The organization can sustain the results of the FCFP by bringing people together in large meetings to work on issues that will enable organizations to keep moving forward. They would have to talk about solutions to these problems/issues.
LESSON 13: FAST CYCLE FULL-PARTICIPATION
FAST CYCLE FULL-PARTICIPATION
Fast Cycle Full-Participation is a method used to improve the effectiveness of an organization by using its output metrics as basis. It also redesigns the work systems in order to improve and produce higher outcomes.
This method is created by Alan Scott Fitz and Gary R. Frank. They both guide clients through major systems change to create high-performance work systems.
The main difference between Fast Cycle Full-Participation with other methods is that it is about work system design, an adaptation of socio-technical systems analysis and design, instrumented, highly flexible and can yield depth quickly.
There are 3 steps in the process:
There are also 5 meetings:
Fast Cycle Full-Participation is a method used to improve the effectiveness of an organization by using its output metrics as basis. It also redesigns the work systems in order to improve and produce higher outcomes.
This method is created by Alan Scott Fitz and Gary R. Frank. They both guide clients through major systems change to create high-performance work systems.
The main difference between Fast Cycle Full-Participation with other methods is that it is about work system design, an adaptation of socio-technical systems analysis and design, instrumented, highly flexible and can yield depth quickly.
There are 3 steps in the process:
- PRODUCING SYSTEMS - it takes items from the environment and converts them into products and services that are desired by the environment
- ORGANIZATION'S CORE PROCESS - the success of the organization will depend on this
- DESIGN THE CORE PROCESS - let every other design support fully the core process
There are also 5 meetings:
- Meeting 1 - Organizational Search
- Meeting 2 - External Expectations
- Meeting 3 - Technical Work System
LESSON 12: WHOLE SYSTEMS APPROACH
WHOLE SYSTEMS APPRAOCH
A whole systems approach uses aligning internal systems with external forces and engages the hearts and minds of every person in the organization therefore transforming any business into a thriving organization. It is supposed to effectively intertwine organizational initiatives into a well created, highly effective organization-wide change, allowing creation of a new, shared meaning around the workplace and sustainability.
I learned that this is one of the bigger large-scale interventions. It involves connecting people from the entire organization and that the preparation takes such a long time. Unlike other interventions wherein the whole process is done in just one day, whole systems approach takes months or even years. Though it is a bit time consuming and risky for the organization to do should it not be successful, the whole systems approach is an ideal intervention for a system-wide change. It touches the whole organization making sure that every part of it has change to look forward to.
A whole systems approach uses aligning internal systems with external forces and engages the hearts and minds of every person in the organization therefore transforming any business into a thriving organization. It is supposed to effectively intertwine organizational initiatives into a well created, highly effective organization-wide change, allowing creation of a new, shared meaning around the workplace and sustainability.
I learned that this is one of the bigger large-scale interventions. It involves connecting people from the entire organization and that the preparation takes such a long time. Unlike other interventions wherein the whole process is done in just one day, whole systems approach takes months or even years. Though it is a bit time consuming and risky for the organization to do should it not be successful, the whole systems approach is an ideal intervention for a system-wide change. It touches the whole organization making sure that every part of it has change to look forward to.
LESSON 11: GEMBA KAIZEN
GEMBA KAIZEN
http://www.shingijutsu-global.com/gembakaizen.html
From this article I was able to see the Gemba Kaizen process in action and what it was able to do for the organization. It was said from the article that Addressing problems on this level can make a dramatic difference -- the difference of success.
As you will see, personally experiencing the results of Kaizen activity is worth a thousand words, as both staff and management, together, recognize the benefits of Gemba Kaizen.
So for the organization the Gemba Kaizen was a success and they were able to have a better workplace.
http://www.shingijutsu-global.com/gembakaizen.html
From this article I was able to see the Gemba Kaizen process in action and what it was able to do for the organization. It was said from the article that Addressing problems on this level can make a dramatic difference -- the difference of success.
As you will see, personally experiencing the results of Kaizen activity is worth a thousand words, as both staff and management, together, recognize the benefits of Gemba Kaizen.
So for the organization the Gemba Kaizen was a success and they were able to have a better workplace.
LESSON 11: GEMBA KAIZEN
Gemba Kaizen
I learned that through Kemba Kaizen, the results are rapidly seen as the team or the organization improves. The aim of Gemba Kaizen is based on developing people who are problem solvers focused on serving customers and improving performance through waste elimination. I also think that with Gemba Kaizen you can also make use of it especially at the home because it could create a more organized atmosphere for the family. This could be used for tasking of the household choirs at the home.
http://practicethis.com/2008/11/14/gemba-kaizen-three-step-approach-for-kick-5-ss-management/
I learned that through Kemba Kaizen, the results are rapidly seen as the team or the organization improves. The aim of Gemba Kaizen is based on developing people who are problem solvers focused on serving customers and improving performance through waste elimination. I also think that with Gemba Kaizen you can also make use of it especially at the home because it could create a more organized atmosphere for the family. This could be used for tasking of the household choirs at the home.
http://practicethis.com/2008/11/14/gemba-kaizen-three-step-approach-for-kick-5-ss-management/
LESSON 10: PARTICIPATIVE DESIGN WORKSHOP
PARTICIPATIVE DESIGN WORKSHOP
I found an article in the net, Participative Design Approach by Frank Heckman. Some of the things he mentioned in the article were not discussed during the group report so I want to share it with the others.
"Instead of constantly trying to adapt to change, why not change to being adaptive?" is the opening line to his article. It struck me because it is true that most organizations are constantly trying to adapt to change but usually fail because they are not used to the situation. By being adaptive, the organization will be able to cope up with the changes that might face them in the future because they are ready for the change.
There are 2 design principles:
In DP1, there is a redundancy of parts. This means that in order for organizations to respond adequately to market demand, they need to behave flexibly and adaptively. This behavior is only possible through a degree of redundancy. An example is the traditional assembly line, where a worker is limited to a segmented piece of work, and can be easily replaced by another worker who needs little, if any, training to do the simple tasks.
On the other hand, in DP2, there is a redundancy of functions. This means that by adding extra functions to each operating part, employees broaden their roles outside of sheer job classifications. Being skilled in a wide variety of social and technical tasks, it is now much easier to respond adequately, and flexibly to demands placed on the system.
To summarize PDW, the process of learning becomes as important as the final organizational solution.
Source: http://www.worldtrans.org/qual/workplac.html
I found an article in the net, Participative Design Approach by Frank Heckman. Some of the things he mentioned in the article were not discussed during the group report so I want to share it with the others.
"Instead of constantly trying to adapt to change, why not change to being adaptive?" is the opening line to his article. It struck me because it is true that most organizations are constantly trying to adapt to change but usually fail because they are not used to the situation. By being adaptive, the organization will be able to cope up with the changes that might face them in the future because they are ready for the change.
There are 2 design principles:
- DP1 - produces a bureaucratic organization where responsibility for coordination and control are located one level above where the work is being done
- DP2 - produces a democratic organization in which people are skilled in a wide variety of social and technical tasks and functions
In DP1, there is a redundancy of parts. This means that in order for organizations to respond adequately to market demand, they need to behave flexibly and adaptively. This behavior is only possible through a degree of redundancy. An example is the traditional assembly line, where a worker is limited to a segmented piece of work, and can be easily replaced by another worker who needs little, if any, training to do the simple tasks.
On the other hand, in DP2, there is a redundancy of functions. This means that by adding extra functions to each operating part, employees broaden their roles outside of sheer job classifications. Being skilled in a wide variety of social and technical tasks, it is now much easier to respond adequately, and flexibly to demands placed on the system.
To summarize PDW, the process of learning becomes as important as the final organizational solution.
Source: http://www.worldtrans.org/qual/workplac.html
LESSON 10: PARTICIPATIVE DESIGN WORKSHOP
PARTICIPATIVE DESIGN WORKSHOP
Participative Design Workshop is a process in which employees redesign the organizational structure to be much more self-managed, with those doing work coordinating their own work flow.
Fred Emery was an Australian psychologist and was one of the pioneers in the field of OD. He created this workshop to replace the method experts used in the 1960's which is the STS. The first PDW was conducted in Australia in 1971.
The purpose of PDW is to produce an organizational system that is participative and democratic. Also, to create changes in assumptions and evolving new behaviors.
There are 3 main steps in the process:
2. REDESIGN - redesign own structures to produce the best possible design for everyone
3. IMPLEMENT - goals must be clear, specific, realistic and challenging
The number and type of participants need in the PDW are 15-200 people which consists of teams covering levels and as many functions and skills as possible. There is no hierarchy but there must be representatives from different departments. The preparation period usually takes weeks and months to prepare while the session itself lasts for only 1-3 days.
The PDW should be used when an organization wishes to increase productivity and innovation but shouldn't be used when above conditions are not in place. This process will only be successful if any existing command and control culture is replaced with a collaborative one where people control their own work.
Participative Design Workshop is a process in which employees redesign the organizational structure to be much more self-managed, with those doing work coordinating their own work flow.
Fred Emery was an Australian psychologist and was one of the pioneers in the field of OD. He created this workshop to replace the method experts used in the 1960's which is the STS. The first PDW was conducted in Australia in 1971.
The purpose of PDW is to produce an organizational system that is participative and democratic. Also, to create changes in assumptions and evolving new behaviors.
There are 3 main steps in the process:
- ANALYZE - introduction and discussion of agenda
- Autonomy - make their own decisions and have control over their work
- Learning - feedback from the results to make necessary adjustments
- Variety - needed to avoid boredom and fatigue
- Mutual support and respect - collaboration is more important than competition
- Meaningfulness - knowing one's worth in the society
- Desirable future - opportunities to pursue aspirations and opportunities
2. REDESIGN - redesign own structures to produce the best possible design for everyone
3. IMPLEMENT - goals must be clear, specific, realistic and challenging
The number and type of participants need in the PDW are 15-200 people which consists of teams covering levels and as many functions and skills as possible. There is no hierarchy but there must be representatives from different departments. The preparation period usually takes weeks and months to prepare while the session itself lasts for only 1-3 days.
The PDW should be used when an organization wishes to increase productivity and innovation but shouldn't be used when above conditions are not in place. This process will only be successful if any existing command and control culture is replaced with a collaborative one where people control their own work.
LESSON 9: FUTURE SEARCH
EXAMPLE OF FUTURE SEARCH CONFERENCE
I found a site which presented examples of future search conference used to catalyze change in health care. Here is the first example:
Building a Healthy Ocean County, New Jersey, November 1993:
"One health care facility cannot change the health status of the whole community alone," says CMC�s Debra Levinson. "We wanted a different way of involving the community at large to help make decisions." The original sponsors pulled together a 22-member planning group that included representatives of government agencies (such as the Board of Social Service and local school systems), politicians, members of the media, clergy, and business people, as well as the other three hospitals in the area. In the end, 72 people spent three days together with a facilitator from the National League of Cities.
The result: The whole group met for a reunion conference in November of 1994, over 150 people are involved in seven cross-sectoral work groups - and the planning committee continues to meet and help coordinate activities. "We had the fear that no one would want to come," says Levinson. "We wound up having people hear about it on the day of the conference, and demand to know why they weren't invited."
Another example for future search in health care is:
The Work Setting and the Community: Sisters of Mercy Health System - St. Louis, December 1994:
As one step in a major change initiative aimed at renewing an eight-state, 15-institution system, Sisters of Mercy in St. Louis brought together not only system executives, physicians, and board members, but also such stakeholders as government leaders and heads of educational institutions from the areas they served. It was a great success, according to Diane Carter who helped facilitate it, and some parts happened much faster than many such conferences, because success because it was not an isolated event: "The people who came were much better informed, because of the larger process. They understood what was changing. About 20 of the participants had already been involved in community forums or on our task force looking at work issues. They already knew where they were stuck - which came out pretty clearly in the 'prouds and sorries' part."
These are some of the examples for future search conference that were not mentioned in the group report. This would help me and others better understand the purpose and process of future search conference.
To check out other examples of future search conferences, check out this website:
http://www.well.com/~bbear/weisbord_examples.html
LESSON 9: FUTURE SEARCH
FUTURE SEARCH
Future search is a large scale group planning meeting that brings a "whole system" into the room to work on a task-focused agenda. In a future search, people have a chance to take ownership of their past, present, and future; confirm their mutual values, and commit to action plans grounded in reality.
It is created by Marvin Weisbord and Sandra Janoff. They are co-directing the Future Search Network, formerly known as SearchNet, an international non-profit dedicated to community service and learning.
The purpose of Future Search is to make a community healthier and get people into common ground.
There are 8 steps in the process of Future Search:
Future search is a large scale group planning meeting that brings a "whole system" into the room to work on a task-focused agenda. In a future search, people have a chance to take ownership of their past, present, and future; confirm their mutual values, and commit to action plans grounded in reality.
It is created by Marvin Weisbord and Sandra Janoff. They are co-directing the Future Search Network, formerly known as SearchNet, an international non-profit dedicated to community service and learning.
The purpose of Future Search is to make a community healthier and get people into common ground.
There are 8 steps in the process of Future Search:
- The Past - key events in their lives (these data are important because it create symbols)
- Mind Map - create maps of trends affecting us right now
- Beginning the search for common ground - interpret the mind maps
- Proud and Sorry - be in touch with what you are proud of and sorry about
- Getting into reality - share what they have learned
- Creating a vision - create an ideal future for the community (scenarios)
- Getting down to it - rearrange the lists and bring common themes together
- Action - report action plans from their group and diverse groups
The type of participants needed for the Future Search should be diverse to have a global perspective. The bigger the group, the more small groups formed, the harder it is to have a dialogue. Typical duration for this process is 16 hours. There are five tasks to complete, each lasting around three to four hours.
Future Search is for diverse groups and should be used when an organization wants to get commitment from stakeholders and to generate energy for action. The participants should be cooperative to have a successful Future Search conference.
LESSON 8; SEARCH CONFERENCE
SEARCH CONFERENCE
A Search Conference is another form of large-scale intervention. The goal is to produce an adaptive relationship between an organization and it's uncertain, changing environment. It's designed to identify a desired endpoint and increase the effectiveness of strategic planning by giving those actually affected by change more control over their purposes and directions.
I learned that the process emphasizes collaborative, experiential learning and community planning. It allows the creation of shared visions and initiates the deployment of those visions by creating self-managing teams responsible for working the specifics of how to make the plan happen. I also learned that it takes the form of a jigsaw puzzle method of solving or getting information which I find sort of cool because the method is used for big organizations but jigsaw puzzles are for children.
A Search Conference is another form of large-scale intervention. The goal is to produce an adaptive relationship between an organization and it's uncertain, changing environment. It's designed to identify a desired endpoint and increase the effectiveness of strategic planning by giving those actually affected by change more control over their purposes and directions.
I learned that the process emphasizes collaborative, experiential learning and community planning. It allows the creation of shared visions and initiates the deployment of those visions by creating self-managing teams responsible for working the specifics of how to make the plan happen. I also learned that it takes the form of a jigsaw puzzle method of solving or getting information which I find sort of cool because the method is used for big organizations but jigsaw puzzles are for children.
LESSON 8: WORLD CAFE
WORLD CAFÉ
Upon hearing “world café”, the first thing that comes to mind is far from what it really is. Personally, I thought that it definitely had some connection with coffee, and it indeed did. Apparently, it involves people divided into small groups of 4 or 5 and they have to share stuff about the topic at hand. After the sharing of every person or group, a synthesis is done based on all the ideas gathered in the event.
I learned that this just one of the effective ways of getting information needed to come up with a workable plan for change in the organization. Aside from sharing knowledge from person to person, it also builds a sense of community and allows people who are only meeting for the first time, to engage in active conversation. These are key components in making a successful large- scale intervention in an organization.
Upon hearing “world café”, the first thing that comes to mind is far from what it really is. Personally, I thought that it definitely had some connection with coffee, and it indeed did. Apparently, it involves people divided into small groups of 4 or 5 and they have to share stuff about the topic at hand. After the sharing of every person or group, a synthesis is done based on all the ideas gathered in the event.
I learned that this just one of the effective ways of getting information needed to come up with a workable plan for change in the organization. Aside from sharing knowledge from person to person, it also builds a sense of community and allows people who are only meeting for the first time, to engage in active conversation. These are key components in making a successful large- scale intervention in an organization.
LESSON 7: LARGE SCALE OD INTERVENTIONS
LARGE SCALE OD INTERVENTIONS
http://alumnus.caltech.edu/~rouda/T5_LSRTOD.html
From this article I was able to understand more what Large Scale intervention is and how it could really save time for the organization. According to this article a Large scale intervention means that the organization would come to one place at the time that they chose to meet and as a whole, the organization would fix the issue/problem that should be fixed for the improvement of the organization. The preparation process for large scale interventions is very crucial since it could make or break the success of the intervention to be done to the organization. In addition to this, the fascilitators also play a crucial role in this since they are the ones that handle the process or guide the change process during the intervention.
http://alumnus.caltech.edu/~rouda/T5_LSRTOD.html
From this article I was able to understand more what Large Scale intervention is and how it could really save time for the organization. According to this article a Large scale intervention means that the organization would come to one place at the time that they chose to meet and as a whole, the organization would fix the issue/problem that should be fixed for the improvement of the organization. The preparation process for large scale interventions is very crucial since it could make or break the success of the intervention to be done to the organization. In addition to this, the fascilitators also play a crucial role in this since they are the ones that handle the process or guide the change process during the intervention.
LESSON 7: LARGE SCALE OD INTERVENTIONS
Large Scale OD Interventions (Characteristics, Elements, Areas of Change)
Results of Large Group Interventions
From the lesson given in class I was able to learn a lot about OD interventions and how it could be of big help to organizations. As I was going through the readings it made me want to look for what the major features are of Large Scale OD interventions. Luckily i was able to find this and from it I was able to understand more.
FEATURES:
1. the theory-base uses less action research and discrepancy theory, and focuses on application of systems theory
2. the data base source is no longer internal to the organization, but now involves both the organization and its environment (an open-systems approach)
3. the data base, which formerly had limited availability, is now widely shared throughout the organization
4. time: what was formerly a slow "waterfall" process is now a fast, quick response which results in immediate action taking place
5. learning moves from the individual or unit to the whole organization
6. the responsibility and accountability moves from senior management to a mixture of senior management plus the whole system
7. the consultant role, formerly reserved for data collection and feedback, now also includes structures and facilities for data analysis and action planning
8. the change process moves from incremental change to fundamental, organization-wide change"
http://www.managementhelp.org/org_chng/lrg_scale/lrg_scale.htm
Results of Large Group Interventions
From the lesson given in class I was able to learn a lot about OD interventions and how it could be of big help to organizations. As I was going through the readings it made me want to look for what the major features are of Large Scale OD interventions. Luckily i was able to find this and from it I was able to understand more.
FEATURES:
1. the theory-base uses less action research and discrepancy theory, and focuses on application of systems theory
2. the data base source is no longer internal to the organization, but now involves both the organization and its environment (an open-systems approach)
3. the data base, which formerly had limited availability, is now widely shared throughout the organization
4. time: what was formerly a slow "waterfall" process is now a fast, quick response which results in immediate action taking place
5. learning moves from the individual or unit to the whole organization
6. the responsibility and accountability moves from senior management to a mixture of senior management plus the whole system
7. the consultant role, formerly reserved for data collection and feedback, now also includes structures and facilities for data analysis and action planning
8. the change process moves from incremental change to fundamental, organization-wide change"
http://www.managementhelp.org/org_chng/lrg_scale/lrg_scale.htm
Monday, August 16, 2010
LESSON 6: VISION AND MISSION
MCKINSEY FRAMEWORK
The McKinsey Framework is also known as the 7S. It includes 7 elements which are:
The McKinsey Framework is also known as the 7S. It includes 7 elements which are:
- STRATEGY - plan devised to maintain and build competitive advantage over the competition
- SKILLS - actual skills and competencies of the employees in the organization
- STRUCTURES - way the organization is structures and who reports to whom
- SYSTEMS - daily activities and procedures that staff members engage in to get the job done
- STYLE - style of leadership adopted
- STAFF - employees and their general capabilities
- VALUES - core values of the organization that are evident in the corporate culture and work ethic
The McKinsey framework was developed by Tom Peters and Robert Waterman in the 1980s. They are two consultants working at the McKinsey & Company consulting firm. The basic premise of the framework is to align all the seven elements in order for the framework to be successful. This model can be used to improve the performance of a company, examine future changes in the company, align departments or processes during a merger or acquisition, and determine how to implement best a proposed strategy.
First, Strategy is the plan of action an organization prepares in anticipation to changes in its external environment. This is different from each organization. It depends on how they create their tactics or operational actions based on past experiences. Strategy is designed to transform the organization from present to future state as described by the objectives of the organization. Second, for Skills, questions like 'What are the strongest skills represented within the company?' and 'How are skills monitored and assessed?' are asked to be able to understand the situation. Next, the Structure of the company often dictates the way it operates and performs. Different organizations have different structures based on their culture and objectives. As for Systems, every organization has a system which they follow and base their day-to-day activities. Customers play an important role in the system because the organization considers creating products and services that are user friendly to their customers. Next, Style means the distinct culture and management style of the organization. The organization's style affects how the members interact and spend their time with others. As for Staff, these are the people who make up an organization. These members are the ones who contribute to the success of the organization. Lastly, Values are which the members of the organization share and are also considered guiding concepts in which the organization is built.
First, Strategy is the plan of action an organization prepares in anticipation to changes in its external environment. This is different from each organization. It depends on how they create their tactics or operational actions based on past experiences. Strategy is designed to transform the organization from present to future state as described by the objectives of the organization. Second, for Skills, questions like 'What are the strongest skills represented within the company?' and 'How are skills monitored and assessed?' are asked to be able to understand the situation. Next, the Structure of the company often dictates the way it operates and performs. Different organizations have different structures based on their culture and objectives. As for Systems, every organization has a system which they follow and base their day-to-day activities. Customers play an important role in the system because the organization considers creating products and services that are user friendly to their customers. Next, Style means the distinct culture and management style of the organization. The organization's style affects how the members interact and spend their time with others. As for Staff, these are the people who make up an organization. These members are the ones who contribute to the success of the organization. Lastly, Values are which the members of the organization share and are also considered guiding concepts in which the organization is built.
LESSON 6: VISION AND MISSION
VISION AND MISSION
Vision is an expression that doesn't merely state what products and services an organization intends to deliver. It states that organization's dreams in action, and also, a picture of a desired or preferred state in the future. It is known as a statement that captures the organization's human meaning and value. The members of the organization revolves around the vision of the organization to be able to know how to act inside the organization itself and be able to deliver and achieve the desired state of the organization. The functions of the organization is to inspire the employees to do their best and at the same time energize them to make a difference in the organization through their work. With a vision in the organization, it helps and guides members in decision making and also instructs them to make the right decisions and stay on the same course.
Mission is a synthesis of what members and customers see as the business of the organization. It is built on core values which the members of the organization base their approach to the customers. The elements of an effective mission includes a clear statement on what, who, how and why of the organization. What - is what the customers need in terms of products and services; Who - the customers that are involved in the organization be it internal or external; How - these are the methods in which the organization conducts its business; and, Why - this is the belief system of the organization, where overriding purpose in actions and commitments take place.
Mission is a synthesis of what members and customers see as the business of the organization. It is built on core values which the members of the organization base their approach to the customers. The elements of an effective mission includes a clear statement on what, who, how and why of the organization. What - is what the customers need in terms of products and services; Who - the customers that are involved in the organization be it internal or external; How - these are the methods in which the organization conducts its business; and, Why - this is the belief system of the organization, where overriding purpose in actions and commitments take place.
LESSON 5: APPRECIATIVE INQUIRY
THE APPRECIATIVE INQUIRY PROCESS
There are four processes in AI:
I learned that these processes are important in AI because it allows and engages you to change. The first process, Discovery means appreciating life itself, discovering the best of what it is. This involves a diligent search for what is the best in the organization and what people appreciate the most in themselves and also inside the organization. It is when the members of the organization feel most alive deep inside. This also includes identifying what works well in the organization. The second process, Dreaming talks about after knowing what is best, these possibilities should be turned into reality. In an organization, there are different possibilities that are already there, just waiting to pop into becoming a reality. Third, Design means that the organization should plan and prioritize processes that work well in the organization. The dream will be design in order to make that dream possible and turn into a reality. Lastly, Destiny talks about the implementation and execution of the proposed design.
There are four processes in AI:
- DISCOVERY - "What gives life?"
- DREAM - "What might be?"
- DESIGN - "What should be the ideal?"
- DESTINY - "How to empower, learn, and adjust/improvise?"
I learned that these processes are important in AI because it allows and engages you to change. The first process, Discovery means appreciating life itself, discovering the best of what it is. This involves a diligent search for what is the best in the organization and what people appreciate the most in themselves and also inside the organization. It is when the members of the organization feel most alive deep inside. This also includes identifying what works well in the organization. The second process, Dreaming talks about after knowing what is best, these possibilities should be turned into reality. In an organization, there are different possibilities that are already there, just waiting to pop into becoming a reality. Third, Design means that the organization should plan and prioritize processes that work well in the organization. The dream will be design in order to make that dream possible and turn into a reality. Lastly, Destiny talks about the implementation and execution of the proposed design.
LESSON 5: APPRECIATIVE INQUIRY
APPRECIATIVE INQUIRY
Appreciative Inquiry assumes that every living system has hidden and under utilized, rich core of strengths (POSITIVE CORE) which, when removed and tapped, provides a sustainable source of positive energy for both. It is the art of practice and asking questions that strengthen a system's capacity in positive ways.
MAIN TOOLS OF APPRECIATIVE INQUIRY
PRINCIPLES OF APPRECIATIVE INQUIRY
I learned that the basic premise in AI is to find out what works in the organization and figure out ways to do more of it or improve it. It is the art and practice of asking questions that strengthen a system's capacity in positive ways. In short, AI deals about positivity in the organization. The main points in AI are asking the right questions because it would help the organization succeed in particular areas because they have already tried and tested them before. This way, it builds up their confidence that there is an ability to succeed in the future.
For the principles of AI, constructionist means that we live in a world our questions create. The world we live in is based on the things/questions we ask ourselves and the people around us. Next, simultaneity talks about the seeds of change, which are the things that people think and talk about, what people discover and learn, and inform dialogue and inspire images of the future. Here, we visualize stories and information out of the things that we discuss and construct. Next, anticipatory is when deep change occurs first in our images of the future. We anticipate what will happen in the future in our mind. Next, positive means that the more questions there are, the greater and longer-lasting the change will be. Lastly, wholeness which means that all the members in the organization will be involved.
Appreciative Inquiry assumes that every living system has hidden and under utilized, rich core of strengths (POSITIVE CORE) which, when removed and tapped, provides a sustainable source of positive energy for both. It is the art of practice and asking questions that strengthen a system's capacity in positive ways.
MAIN TOOLS OF APPRECIATIVE INQUIRY
- asking the right questions
- narrating positive stories (qualitative data)
PRINCIPLES OF APPRECIATIVE INQUIRY
- CONSTRUCTIONIST - knowledge and organizational destiny are interwoven
- SIMULTANEITY - implicit in the first questions asked
- ANTICIPATORY - deep change occurs first in the images of the future
- POSITIVE - the more the question, the greater and longer-lasting the change
- WHOLENESS - quantum change that is sought
I learned that the basic premise in AI is to find out what works in the organization and figure out ways to do more of it or improve it. It is the art and practice of asking questions that strengthen a system's capacity in positive ways. In short, AI deals about positivity in the organization. The main points in AI are asking the right questions because it would help the organization succeed in particular areas because they have already tried and tested them before. This way, it builds up their confidence that there is an ability to succeed in the future.
For the principles of AI, constructionist means that we live in a world our questions create. The world we live in is based on the things/questions we ask ourselves and the people around us. Next, simultaneity talks about the seeds of change, which are the things that people think and talk about, what people discover and learn, and inform dialogue and inspire images of the future. Here, we visualize stories and information out of the things that we discuss and construct. Next, anticipatory is when deep change occurs first in our images of the future. We anticipate what will happen in the future in our mind. Next, positive means that the more questions there are, the greater and longer-lasting the change will be. Lastly, wholeness which means that all the members in the organization will be involved.
Friday, July 16, 2010
LESSON 4: SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY
CONCEPTUAL BLOCKS
These are the four main conceptual blocks and I will give examples for each block. There are two examples for complacency: vertical thinking and single-thinking language. Vertical thinking is when a problem is defined in a single way and alternative decisions are not considered. Another example is single-thinking language which means that people think of problems in terms of verbal language. Here, words create worlds because it uses words to create language reality. For commitment, stereotyping based on past experiences and ignoring commonalities are examples of this. Stereotyping as we all know influences people to think and define problems based on their past experiences which causes organizational members to stay committed to the organization. Ignoring commonalities on the other hand means that since the person is already committed to a perception, he is unable to connect and identify commonalities. Next, there are two examples for compression: artificial constraints and separating figure from ground. Artificial constraints are what people often set around problems which causes them to impossible solve a problem. These constraints are based on the assumptions people in the organization make. While separating figure from the ground means that the organizational members should separate information that would not help solve the problem so that it would be easier for them to find a solution to it. Lastly, noninquisitiveness and bias against thinking are examples of complacency. Problems are sometimes not solved because the members of the organization lack questioning. They are not willing to ask questions because of fear that they might look ignorant of the problem. Bias against thinking involves cultural bias as well as personal bias. I learned that several conceptual blocks prevent members from solving problems creatively because of the limitations to the alternative solutions.
- CONSTANCY - an individual becomes wedded to one way of looking at a problem or to using one approach to define, describe or solve
- COMMITMENT - once individuals become committed to a particular point of view, definition, or solution, it is likely that they will follow through on the commitment
- COMPRESSION - individuals look too narrowly at a problem, screen out too much relevant data, and make assumptions that inhibit problem solution
- COMPLACENCY - occurs because of fear, ignorance, insecurity, or just plain mental laziness of the individuals
These are the four main conceptual blocks and I will give examples for each block. There are two examples for complacency: vertical thinking and single-thinking language. Vertical thinking is when a problem is defined in a single way and alternative decisions are not considered. Another example is single-thinking language which means that people think of problems in terms of verbal language. Here, words create worlds because it uses words to create language reality. For commitment, stereotyping based on past experiences and ignoring commonalities are examples of this. Stereotyping as we all know influences people to think and define problems based on their past experiences which causes organizational members to stay committed to the organization. Ignoring commonalities on the other hand means that since the person is already committed to a perception, he is unable to connect and identify commonalities. Next, there are two examples for compression: artificial constraints and separating figure from ground. Artificial constraints are what people often set around problems which causes them to impossible solve a problem. These constraints are based on the assumptions people in the organization make. While separating figure from the ground means that the organizational members should separate information that would not help solve the problem so that it would be easier for them to find a solution to it. Lastly, noninquisitiveness and bias against thinking are examples of complacency. Problems are sometimes not solved because the members of the organization lack questioning. They are not willing to ask questions because of fear that they might look ignorant of the problem. Bias against thinking involves cultural bias as well as personal bias. I learned that several conceptual blocks prevent members from solving problems creatively because of the limitations to the alternative solutions.
LESSON 4: SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY
STEPS IN ANALYTICAL PROBLEM SOLVING
STEP 1: DEFINING THE PROBLEM
STEP 2: GENERATING ALTERNATIVES
STEP 3: EVALUATING ALTERNATIVES
STEP 4: IMPLEMENTING THE SOLUTION
STEP 1: DEFINING THE PROBLEM
- factual information is differentiated from opinion or speculation
- all individuals involved are tapped as information sources
- the problem is stated explicitly
- the problem definition clearly identifies what standard or expectation has been violated
- "whose problem is this?"
- the definition is not simply a disguised solution
STEP 2: GENERATING ALTERNATIVES
- the evaluation of each proposed alternative is postponed
- alternatives are proposed by all individuals involved in the problem
- alternative solutions are consistent with organizational goals or policies
- alternatives take into consideration both short-term and long-term consequences
- alternatives build on one another
- alternatives solve the problem that has been defined
STEP 3: EVALUATING ALTERNATIVES
- alternatives are evaluated relative to an optimal rather than a satisfactory standard
- evaluation of alternatives occur systematically
- evaluated in terms of goals of the organizations and individuals involved
- evaluated in terms of probable effects
- alternative ultimately selected is stated explicitly
STEP 4: IMPLEMENTING THE SOLUTION
- occurs at the right time and in the proper sequence
- occurs using a "small-wins" strategy
- includes opportunities for feedback
- participation by individuals affected by the problem solution
- ongoing monitoring system
- evaluation of success is based on problem solution not on the side benefits
Problems can't be eliminated in the workplace. To be able to solve the problem, it is best to follow the different steps so that the problem will be solved immediately and efficiently. By defining the problem, the organization will be able to know the real problem but entails a lot of information. In order for the organization to know that it is a real problem, they have to get information about the said problem and start generating alternatives for it. Here, the more alternatives there is, the better. This will give the organization a wider scope on how to solve the problem. "Judgment and evaluation should be postponed so the first acceptable solution suggested is not the one immediately selected." Alternatives should not be evaluated as it is proposed because the first one evaluated is chosen. Evaluating alternatives means weighing out the advantages and disadvantages of each alternative. This takes a lot of time because the people involved will judge each alternative and should be accepted by everyone as the best alternative to solve the problem. The last step is implementing the alternative. This involves following up on the solution to check if it solved the problem.
Thursday, July 15, 2010
LESSON 3: DEVELOPING SELF AWARENESS AND MANAGING SELF
Reference: http://www.psychologytoday.com/articles/200509/managing-the-self
Managing the self, in doing so first you look at your appearance and how you are perceived by the people around you. This is also related to self awareness because It does not only mean that you are aware of your attitude but you are also aware of yourself physically. Managing the self is a continuous process that one goes through daily. I feel that it would take more than a day to just understand and analyze how you are perceived by others. But one thing that I understand and believe in is that you cannot please everyone. There would always be this one person that would not approve of you. I think that in managing the self it is also important to consider one’s reaction to critique by others because a remark given would not mean that it is always positive, it is inevitable that in life there would always be negative criticisms. What one can do is to make use of these to help them be better individuals.
Managing the self, in doing so first you look at your appearance and how you are perceived by the people around you. This is also related to self awareness because It does not only mean that you are aware of your attitude but you are also aware of yourself physically. Managing the self is a continuous process that one goes through daily. I feel that it would take more than a day to just understand and analyze how you are perceived by others. But one thing that I understand and believe in is that you cannot please everyone. There would always be this one person that would not approve of you. I think that in managing the self it is also important to consider one’s reaction to critique by others because a remark given would not mean that it is always positive, it is inevitable that in life there would always be negative criticisms. What one can do is to make use of these to help them be better individuals.
LESSON 3: DEVELOPING SELF AWARENESS AND MANAGING SELF
Reference: http://www.pathwaytohappiness.com/self-awareness.htm
From the topic self-awareness what I got from the lecture was that it would be really helpful for one to know or be aware about their self. By knowing their strengths and weaknesses and what skills they have or their edge over others. Especially in finding a job after college it would be good if you know yourself and what you can impart to the company your working for. In knowing the self you will be able to know or understand yourself more. Like in class when we were asked to take the test geared towards the self, I was able to find out and understand more my way of thinking. I was also fascinated that the results of the test were actually right about me. Also, there are some tests that could be taken online that suggest what you can do to improve yourself more especially the attitude and way of thinking. Also it would help to once a week relax and just think of the things that you have done and reflect more on how you can do better or improve.
From the topic self-awareness what I got from the lecture was that it would be really helpful for one to know or be aware about their self. By knowing their strengths and weaknesses and what skills they have or their edge over others. Especially in finding a job after college it would be good if you know yourself and what you can impart to the company your working for. In knowing the self you will be able to know or understand yourself more. Like in class when we were asked to take the test geared towards the self, I was able to find out and understand more my way of thinking. I was also fascinated that the results of the test were actually right about me. Also, there are some tests that could be taken online that suggest what you can do to improve yourself more especially the attitude and way of thinking. Also it would help to once a week relax and just think of the things that you have done and reflect more on how you can do better or improve.
Wednesday, July 14, 2010
LESSON 2: ORGANIZATIONAL DIAGNOSIS
OD interventions
In terms of collection, there are various methods of obtaining the data that ODs need to know exactly what change the organization needs. Included in this list are questionnaires, interviews, observations and unobtrusive measures. There are also different methods in analyzing the data collected. Qualitative analysis is one, and quantitative is the other. Both methods can be mixed in one analysis which is actually better in terms of getting better results.
After the data collection, the OD then does his intervention which is a sequence of activities, actions and events intended to help the organization improve their performance and effectiveness. For these interventions to be effective, there are 3 factors that they focus on. The first is the extent to which it fits the needs of the organization. The next is the degree to which it is based on causal knowledge if intended outcomes. And the last, is the extent to which it transfers change-management.
In this part of the lesson, I learned that it is essential for an OD to intervene with the organization so that their problems and setbacks may be solved. For the OD to know what to work on, he/she must first research and study what exactly the organization needs so that he/she may know exactly what to do about the organization. Through different methods, the OD will be able to obtain the information that he/she will need about the organization and it will be easier to come up with an intervention plan.
LESSON 2: ORGANIZATIONAL DIAGNOSIS
The OD process: Focus in Organizational diagnosis
Diagnosis is basically a process of assessing the functioning of the organization to discover the sources of problems and areas for improvement. It is also a process of understanding how the organization is currently functioning and it provides the information necessary to design change interventions.
A diagnosis focuses mainly on external factors potentially affecting an organization such as its financial status and also focuses on results of organizational activities such as the quality and quantity of products and services.
In making the assessment, key areas are the systems and policies of the organization and their organizational procedures. These include things like their reward system, performance system and career system and also their decision making, communications, job design, and bureaucracy.
In this specific part of the lesson, I learned the importance of diagnosing things before anything else. We must always know the strengths and weaknesses as well as the threats and opportunities that an organization might have. Executing change without knowing exactly what needs to be changed would prove to be futile to an organization. Going through change is not a simple thing to do and must be carefully planned and executed in order to achieve the development the organization needs.
Tuesday, July 13, 2010
LESSON 1: THE NATURE OF PLANNED CHANGE
THE GENERAL MODEL OF PLANNED CHANGE
1. ENTERING AND CONTRACTING
2. DIAGNOSING
3. PLANNING AND IMPLEMENTING CHANGE
4. EVALUATING AND INSTITUTIONALIZING CHANGE
1. ENTERING AND CONTRACTING
- entering an organization involves gathering initial data to understand the problems facing the organization
- problems and opportunities are discussed with the different members of the organization to develop a contract or agreement
- the contract contains: future change activities, resources that will be committed to the process and how the OD practitioner and members would be involved in the process
2. DIAGNOSING
- focuses on understanding organizational problems (causes and consequences)
- one of the most important activities in organizational development (OD)
- includes choosing: appropriate model for understanding the organization and gathering, analyzing, and feed back information to members of the organization about their problems
3. PLANNING AND IMPLEMENTING CHANGE
- There are four major types of OD interventions:
- HUMAN PROCESS INTERVENTIONS - individual, group, and total system levels
- MODIFY ORGANIZATION'S STRUCTURE AND TECHNOLOGY
- HUMAN RESOURCE INTERVENTIONS - seek improvement in member performance and wellness
- STRATEGIC INTERVENTIONS - managing the organization's relationship to the external environment and internal structure
- organizational members and OD practitioners join together in planning and implementing OD interventions
- they will create interventions to achieve the organization's vision and make action plans to implement them
4. EVALUATING AND INSTITUTIONALIZING CHANGE
- involves evaluating the effects of the intervention and managing the institutionalization of successful change programs
- feedback information about the OD interventions would determine if the change should be continued, modified or suspended
- reinforcement through feedback, rewards, and training
I learned that there are 4 steps in the general model of change, namely: entering and contracting, diagnosing, planning and implementing change, and evaluating and institutionalizing change. Each of these steps are essential in the ODI process. The intervention would not be complete without following all the steps and change can't occur if one step is not done. First, entering the organization means gathering sufficient information about the organization and the problem. If data is already gathered, the signing of the contract will take place to make sure that the organization agrees to this change. The second step is diagnosing which is the most vital step because the OD practitioner will evaluate how the organization's system functions. From there, the OD practitioner will be able to create change plans in line with the organization's operation. Implementing the change would entail different types of intervention as mentioned above. The last step in this model is evaluation and institutionalization which involves evaluating the change that occurred and if it showed visible change effects in the organization.
LESSON 1: THE NATURE OF PLANNED CHANGE
THEORIES OF PLANNED CHANGE
Theories or frameworks of planned change focus on activities that must take place inside the organization to have successful organizational change. There are two theories of changing: Lewin's Change Model and the Action Research Model.
LEWIN'S CHANGE MODEL
- Lewin's model is composed of a particular set of behaviors at any moment which results to two group of forces:
- those striving to maintain the status quo
- those pushing for change
- There are three steps in the change process:
- UNFREEZING - reducing forces that maintain the organization's behavior at its present level
- MOVEMENT - shifts the behavior of the organization, department, or individual to a new level
- REFREEZING - stabilizes the organization at a new state of equilibrium
ACTION RESEARCH MODEL The Action Research Model is aimed at helping the organization implement planned change as well as develop more general knowledge which can be applied to other settings.
- There are eight steps in this model:
- PROBLEM IDENTIFICATION - key executive senses that there are problems that can be solved with the help of an OD practitioner
- CONSULT WITH OD PRACTITIONER - the client and OD practitioner assess the problem together
- GATHERING OF DATA AND INITIAL DIAGNOSIS - gathering appropriate information and analyzing it to determine the underlying causes of the organizational problem
- CLIENT GROUP FEEDBACK - the client and OD practitioner will determine the strengths and weaknesses of the organization with the data gathered
- JOINT PROBLEM DIAGNOSIS - the client and the OD practitioner discusses the feedback and explore if they want to work on the problems
- JOINT PLANNING OF CHANGE ACTIONS - the OD practitioner and the client both agree on further actions to be taken
- ENGAGEMENT IN CHANGE ACTIONS - actual change from one organizational state to another
- POST ACTION DATA GATHERING AND EVALUATION - data should be gathered after the process to determine the effects to the organization
There are two theories of planned change discussed in class, namely, Lewin's Change Model and The Action Research Model. These models are ways in which an organization will go through to achieve successful organizational change. The two models have different approaches.
First, Lewin's Change Model has three steps: unfreezing, movement, and refreezing. Unfreezing talks about the way things are right now. In other words, it asks the question: "What is working well in the organization?" in terms of procedures and instructions. This is also the stage wherein the organization establishes the need for change inside the organization. Second, movement is the act of cutting or translating the restraining forces (unfreezing) into driving forces (refreezing). This also sets a new behavior through cognitive restructuring, which means changing mindsets of the members of the organization. Lastly, refreezing asks the question: "What is not working well in the organization?" also in terms of procedures and instructions. At this last step, the integration of new behavior into social and organizational relationships occur. I learned that there is a way on how an organization can tweak things to be able to turn the negative forces into positive forces for the organization.
The next model is the Action Research Model. There are 8 steps in this model as shown above. First, the members of the organization should identify the problem inside the organization. After identification, the members of the organization should approach and consult an OD practitioner to be able to know what kind of change they need in the organization. Next, the OD practitioner would gather enough data and information about the problem and its underlying causes. The OD practitioner and the organizational members would then talk about the information gathered and evaluate these. After evaluation, both parties would agree if they would like to continue and solve the problem through OD intervention. If both parties agree, then planning and engaging in the change actions will be the next two steps. After that, feedback and evaluation will be done to check if the change is effective. I learned that it is not easy having ODIs because there are steps involved in the process.
First, Lewin's Change Model has three steps: unfreezing, movement, and refreezing. Unfreezing talks about the way things are right now. In other words, it asks the question: "What is working well in the organization?" in terms of procedures and instructions. This is also the stage wherein the organization establishes the need for change inside the organization. Second, movement is the act of cutting or translating the restraining forces (unfreezing) into driving forces (refreezing). This also sets a new behavior through cognitive restructuring, which means changing mindsets of the members of the organization. Lastly, refreezing asks the question: "What is not working well in the organization?" also in terms of procedures and instructions. At this last step, the integration of new behavior into social and organizational relationships occur. I learned that there is a way on how an organization can tweak things to be able to turn the negative forces into positive forces for the organization.
The next model is the Action Research Model. There are 8 steps in this model as shown above. First, the members of the organization should identify the problem inside the organization. After identification, the members of the organization should approach and consult an OD practitioner to be able to know what kind of change they need in the organization. Next, the OD practitioner would gather enough data and information about the problem and its underlying causes. The OD practitioner and the organizational members would then talk about the information gathered and evaluate these. After evaluation, both parties would agree if they would like to continue and solve the problem through OD intervention. If both parties agree, then planning and engaging in the change actions will be the next two steps. After that, feedback and evaluation will be done to check if the change is effective. I learned that it is not easy having ODIs because there are steps involved in the process.
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