Outline First Question - SAODN€¦ · Nadler-Tushman Congruency Model Weisbord’s 6-Box Model Burke-Litwin Model Four Frames Model for Change Implementation Quality & Equality Ltd

The changing context, the The changing context, the The changing context, the The changing context, the

evolving field, and the developing evolving field, and the developing evolving field, and the developing evolving field, and the developing

practice practice practice practice –––– our role in getting our role in getting our role in getting our role in getting

ourselves futureourselves futureourselves futureourselves future----ready?ready?ready?ready?

Quality & Equaltiy LtdOrganisation Development, Consultancy and Training Services

Suite 10, Innovation House, John Smith Drive Oxford, OX4 2JY United Kingdom

Tel: +44 (0) 1865-744618

E-Mail: [email protected]

Website http://www.quality-equality.com

Dr L Mee-Yan Cheung-Judge

Greetings from OxfordGreetings from OxfordGreetings from OxfordGreetings from Oxford

OutlineOutlineOutlineOutline

First Question:First Question:First Question:First Question:What is happening in the world? What impact these macro trends have on organisations?

Second Question:Second Question:Second Question:Second Question:Is the field of OD, as it stands now, able to support the evolution of organisation? • Diversity of our theoretical orientation• Diversity of our intervention methodologies• Diversity of our institutional development.

Third Question: Third Question: Third Question: Third Question: What can we do better?

How to leverage our diversity for sustainability?

Fourth Question: Fourth Question: Fourth Question: Fourth Question: Would a deeper and different USE OF SELF help to push the frontier of the field and increase the impact OD has in the world?

Two mini activitiesTwo mini activitiesTwo mini activitiesTwo mini activitiesQuality & Equality Ltd

First QuestionFirst QuestionFirst QuestionFirst Question

What is happening in the world?

What impact these macro trends have on organisations?

Quality & Equality Ltd

Two types of CONTEXT:Two types of CONTEXT:Two types of CONTEXT:Two types of CONTEXT:

1. The socio-political-economic

context

2. The complexity emerges from the combustible interaction between key MACRO factors


Macro factors that shape the Macro factors that shape the Macro factors that shape the Macro factors that shape the

context in which we work? context in which we work? context in which we work? context in which we work?

• The decrease in global financial resources

• The growth of Information technology

• Demanding and highly aware customers/consumers

• Impact of endemic population movement

• Changing population profiles……and more. Quality & Equality Ltd

The “Infinite game” The “Infinite game” The “Infinite game” The “Infinite game”

• Many factors influence events and yet important factors are unknown

• Causes are effects and effects are causes

• Change is nonlinear, no single/identifiable root cause for what happens

• The goal for many organisations is not to win but stay in the game.

• There are rules but they are constantly changing

• It is very hard to predict specific outcomes of a chosen intervention.

(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting

Reactive Adapting Overhauling

Response to Infinite ChangeResponse to Infinite ChangeResponse to Infinite ChangeResponse to Infinite Change

Adapted from: Champions of Change, Nadler, D.A. 8

Anticipatory

Nadler-Tushman Congruency Model Weisbord’s 6-Box Model

Burke-Litwin Model Four Frames Model for Change

Implementation


Quality impact of the organisation at the cultural

level of nature and world

Quality of interaction throughout organisation and impact of

organisation on quality of life in society

Quality impact of organisation on

society and communities

Enabling evolution of organisation. Getting all

parts working together to increase creative

solutions.

Customer service

Product delivery

Maximising

results

Identify problems and create solutions

Focus on measurements

Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams

Learning from every encounter

Constant reflection to learn from experience

and mistakes

Vision, accountability

Risking collaboration

Seeing parts re whole

Generativity

Courtesy

Efficiency

Contribution

Recognition

Interpersonal skills

Drive for insight

Creative sharing, Self-reflection

Managing group conflict

Balancing work and leisure

Partnership style

Quality control

Planning

Performance

management

Mission Context Preoccupation

Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation

Map of Organisations

Source: R. Brian Stanfield

The Art of Focused Conversation (2000)10

Evolu

tion o

f organis

ati

on

11

Future organisationFuture organisationFuture organisationFuture organisation

Hierarchical organisation

Institutional organisation

Collaborative organisation

Learning organisation

Virtual organisation

Holacracies organisation

Wirearchies organisation

Network organisation


Flatarchy organisation

HolacracyHolacracyHolacracyHolacracy SystemSystemSystemSystem

1. Roles vs job description

2. Circle structure vs layers

3. Mandate vs delegated authority

4. Circles evolution vs big re-organisation

12Quality & Equality Ltd

13

WirearchiesWirearchiesWirearchiesWirearchies –––– key practice principles …..

1. Organising principles around a networked

world

2. NO to imposed centralised control; YES to

centralised support

3 The autonomous nature of sub-units;

4 High connectivity between the sub-units;

5 The webby nonlinear causality of peers

influencing peers

6 Fluid border to achieve KEY RESULT.


Stuart Kauffman (1984) identified 5 pre-conditions for organisations to secure a better chance for survival:--

1. Safe, nutrient rich environment to foster creativity and innovation.

2. Drive for fitness with the environment

3. High level of diversity

(multiple voices and

perspectives)

4. Complexity of

connections – highly

knitted

5. Being at the edge of chaos (operate in the boundary

between complexity and chaos – able to break out from

unfit behaviour entrenchment to agility)

Does it still Hold TRUE today?Quality & Equality Ltd

Second QuestionSecond QuestionSecond QuestionSecond Question

Is the field of OD, as it stands now, able to support the evolution of organisation?

1. Diversity of our theoretical orientation

2. Diversity of our intervention methodologies

3. Diversity of our institutional development.


1. Diversity of our theoretical orientation?

17

Lewin 1943-44:169

‘‘There is nothing as

practical as a

good theory’’


What is Theory? What is Theory? What is Theory? What is Theory? In behavioural scienceIn behavioural scienceIn behavioural scienceIn behavioural science

� Cognitive mapping of complex and interlocking variables and the nature of their relationship.

� Tend to provide a framework to understand and analyse complex phenomenon

� Lend itself for applicability to real life situation.

18© Quality & Equality Ltd

Classical Theories of Organizations

Max Weber Frederick Taylor

Henri FayolContingency

Theories


Human Relations Approach

PsychodynamicAppreciative

InquirySocial

Constructionism

Group Dynamics Action Research Gestalt System


Psychoanalytical

Social DiscourseSystem I, II

Daniel Kahneman

Human Systems Dynamics

Cynefin Framework, ‘Sense making’


Complexity & Chaos Dialogical OD

OD Practices

Psychodynamic Theory

• Tavistock Work

• Family Therapy

Psychoanalytical Theory

• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm

• Freud System Theory

• Ludwig von Bertalanffy

• Katz & Kahn

Group Dynamics

• How groups form and function

• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin

Complexity & Chaos Theory

• Stacey

• Wheatley

• Black

• Morgan

• Snowdon

Social Constructionism Theory•Berger

•Luckmann

•Mead

•Vygotsky

•Fisk

Appreciative Inquiry•Watkins•Cooperrider


23


Social Constructionism

Theory

Appreciative

Inquiry

Psychoanalytical

TheoryAction Research

Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol

Classical Theories of

Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories

Using multiple lensesUsing multiple lensesUsing multiple lensesUsing multiple lenses

2. Diversity in our intervention

methodologies OD

Participatory Inquiry• Dewey: Advocated involving people in

the use of the scientific method to

develop intelligence, and not just

knowledge, about things: (Teacher of

Benne* and Bradford*)

• Lewin: Advocated action research as a

process to involve people in

addressing their own issues in the real

world. (Teacher of Lippitt*)

• Democratisation of research and

knowledge generation as best way to

develop and advance social systems

Client Centred

• Knowledge about the situation and

solutions reside in the client system

• Seek to develop the short and long

term capacity of the client system

• Consultant is a partner or collaborator

with the system bringing applied

behavioural science expertise

Process v. Content

• People are inherently good and are capable of developing themselves in a supportive

environment

• Theory Y versus Theory X

• People are capable of making choices and advancing themselves and are not solely controlled

by inner drives, external incentives, or fate

Humanistic, Developmental and Positive Orientations

Four Roots of ODFour Roots of ODFour Roots of ODFour Roots of OD

• Attention is placed on facilitating a good process of inquiry and choice rather than developing

the right answer for the system to implement.

• Expertise is in types of processes or intervention approaches to address different types of

development and change issues and opportunities

• OD consultant is more facilitator and coach than expert or director of change and development © Bob Marshak 26

27

Field of Experience

Focal System

© Marshak & Katz 2001

Levels of InterventionLevels of InterventionLevels of InterventionLevels of Intervention

28

Nine Levels of SystemsNine Levels of SystemsNine Levels of SystemsNine Levels of Systems

Intra-personal level

Interpersonal level

Intra-group level

Intergroup level

Intra-unit level

Inter-unit level Bounded

system level

System network level

Total system in its environment

level

© Phil Mix

Step 2: After 3 minutes, share with 1 person what you have put down.Ask each other what would clients benefit if the two of you mix and/or integrate your theoretical orientation and your expertise in what levels of intervention

An ActivityAn ActivityAn ActivityAn ActivityStep 1: 1. Use the work sheet2. Write down your primary theoretical

orientation.3. Write down you key/expertise in what

Levels of intervention.

30

My

theoretical

lenses


Nine Levels of SystemsNine Levels of SystemsNine Levels of SystemsNine Levels of Systems1. Intra-personal level

2. Interpersonal level

3. Intra-group level

4. Inter-unit level

5. Intra-unit level

6. Intergroup level

7. Bounded system level

8. System network level

9. Total system in its

environment level


3. Diversity of our institution

development?

Diversity in our Institutional DevelopmentDiversity in our Institutional DevelopmentDiversity in our Institutional DevelopmentDiversity in our Institutional Development




Asian ODN

Why Institutional Development is Why Institutional Development is Why Institutional Development is Why Institutional Development is

SO important? SO important? SO important? SO important?

---- EducationEducationEducationEducation

---- ResearchResearchResearchResearch

---- OD practitioner talent pipeline OD practitioner talent pipeline OD practitioner talent pipeline OD practitioner talent pipeline

Third QuestionThird QuestionThird QuestionThird Question

What can we do better?

How to leverage our diversity for sustainability of the future of OD?


1. OD Theories

2. OD Intervention

3. OD Institution building• OD Education

• OD research

• Talent Pipeline


Three Areas we can do betterThree Areas we can do betterThree Areas we can do betterThree Areas we can do better 1. How to leverage the diversity of 1. How to leverage the diversity of 1. How to leverage the diversity of 1. How to leverage the diversity of OD TheoriesOD TheoriesOD TheoriesOD Theories

A. New theories


Evolu

tion o

f organis

ati

on

39












B. How to leverage such diverse B. How to leverage such diverse B. How to leverage such diverse B. How to leverage such diverse

theoretical Orientation to give theoretical Orientation to give theoretical Orientation to give theoretical Orientation to give new perspectives?new perspectives?new perspectives?new perspectives?

�OD (+ dialogical OD)

�Gestalt (both individual and organisation level)

�Complexity and Chaos theories

�Human system dynamic

�Design thinking

�Organisation design

�Psychodynamics

�Behavioural economist.


C. Working TheoriesC. Working TheoriesC. Working TheoriesC. Working Theories

•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD

2. How to leverage the 2. How to leverage the 2. How to leverage the 2. How to leverage the

Diversity of OD InterventionDiversity of OD InterventionDiversity of OD InterventionDiversity of OD Intervention

44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix

3.3.3.3. How to leverage our How to leverage our How to leverage our How to leverage our

professional institution to grow professional institution to grow professional institution to grow professional institution to grow

the fieldthe fieldthe fieldthe field

OD Education – build a pathway

OD Research – what are the big research questions that will advance our understanding? Eg Use of self

OD Talent Pipeline

Fourth QuestionFourth QuestionFourth QuestionFourth Question

Would a deeper and different USE OF SELF USE OF SELF USE OF SELF USE OF SELF help us to push the

frontier of the field and increase the impact OD has in

the world?


The concept of “Self as Instrument” The concept of “Self as Instrument” The concept of “Self as Instrument” The concept of “Self as Instrument” ––––from the founders’ mouth

“Perhaps the most powerful instrument we have in helping our clients navigate change is ourselves” (Curran, Seashore and

Welp)

© Quality & Equality Ltd 48

“The principle instrument that we have to use in this field is ourselves. We do have the tool kit, but the effective use of that tool kit depends upon us…. Very much depends on us and who we are” (Tannenbaum, 1979:5-6)

‘The primary instrument in OD work is the consultant practitioners’ (Burke, 1982: 358)

‘The bias of this book is that the OD consultant should be a finely tuned instrument’ (Burke, 1982:350-351).

‘The use of self as a concept is central to the current practice of OD’ (L. Proter).

49

Self has been a key conceptSelf has been a key conceptSelf has been a key conceptSelf has been a key concept

among many theoristsamong many theoristsamong many theoristsamong many theorists

• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness

• Self differentiation

• Self management

• Self as instrument

• Self as intervention

• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix

What is “use of self” / “presence”?What is “use of self” / “presence”?What is “use of self” / “presence”?What is “use of self” / “presence”?

� How one acts upon one’s observations, values,

feelings, etc. in order to affect a person or system.

� Having an impact by putting oneself on the line

� The intentional use of our higher order of self in

order to shift the system we work in.

� To give a collective leadership vision and presence

that is otherwise missing in the system we work in,

we are part of the community.


NEW NEW NEW NEW

TRUTHS TRUTHS TRUTHS TRUTHS

BEGIN AS BEGIN AS BEGIN AS BEGIN AS

HERESIESHERESIESHERESIESHERESIES

Thomas HuxleyQuality & Equality Ltd

Thomas Huxley once said …….Thomas Huxley once said …….Thomas Huxley once said …….Thomas Huxley once said …….


A heretic is someone who sees a truth that contradicts the conventional wisdom of the institution – yet remains loyal to both the institution and the new truth

NEW NEW NEW NEW



HERESIESHERESIESHERESIESHERESIESMany!!!


Do we have among ourselves Do we have among ourselves Do we have among ourselves Do we have among ourselves

abundance of heretics …….abundance of heretics …….abundance of heretics …….abundance of heretics …….

Do better in leverage diversity to Do better in leverage diversity to Do better in leverage diversity to Do better in leverage diversity to

achieve sustainabilityachieve sustainabilityachieve sustainabilityachieve sustainability

• Judith Katz and Fred Miller - Joining vs Judging

• Barry Johnson - Working with the tension of Polarity

• David Osborne – working with the dynamics of change dials.


© ChangeFusion


What can we do more in current What can we do more in current What can we do more in current What can we do more in current

sociosociosociosocio----politicalpoliticalpoliticalpolitical----economic context?economic context?economic context?economic context?Power law

Per BakConducted studies with sand

piles and pendulums.

Determined that large systems

have a tendency to evolve into

a poised “critical state” where

minor disturbances lead to

events of all sizes.

Albert-Laszlo BarabasiDiscovered the scale-free

network concept predicting

that growth and preferential

attachment are jointly

responsible for the emergence

of the scale-free property in

real networks.

Change Fusion @

Just imagine …………Just imagine …………Just imagine …………Just imagine …………

If we all work together to leverage

our diversity to achieve the

sustainability of the future of OD –

what impact OD will have in……….

Thank youThank youThank youThank you

and continue to and continue to and continue to and continue to

have a great have a great have a great have a great

conferenceconferenceconferenceconference







Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix






OD Talent Pipeline




the world?




Welp)






49



• Self

• Use of the self

• Use of self

• Self reflection

• Self awareness


• Self management



• Jung

• Alexander

• Goffman

• Rogers

• Argyris

• Schön

• Bowen

• Weir

• Nevis

• Weisbord

Philip Mix











NEW NEW NEW NEW








NEW NEW NEW NEW













© ChangeFusion

















real networks.

Change Fusion @
















Tel: +44 (0) 1865-744618


















context

















(James Carse, 1968)

Incremental/

Continuous

Discontinuous/

Radical

Tuning Redirecting




Anticipatory



Implementation










solutions.

Customer service

Product delivery

Maximising

results



Day to day survival

Bottom line driven

Moving

toward

inter-

dependent

fully

integrated

individual

Empathetic

communi-

cations

throughout

Up, down

and

sideways

information

shared freely

with

everyone

Creative, self-

actualising,

self-starting

worker

Takes

ownership

and respon-

sibility

From the

top with

feedback

from

below

Follows

directions

Defined roles

Fulfil job

description

Top down

structured

reporting

Receive

orders. Do

your job.

Complete

task.

Security Focused

on prob-

lems

Centralised

directive

Rigid,

dominated

by power,

status

Manage-

ment

through

coordi-

nation and

objectives

Efficient

bureau-

cracy

Highly

struc-

tured

Visionary,

empathetic

leadership

Managers facilitate

and encourage

innovation

Lattice

organisation

Cross

functional

teams and

projects

Great

structural

flexibility

Servant

leadership

Layered

mentoring

Enabling

others to

lead

collabora-

tively

Inter-

dependent

network of

individuals

and teams



and mistakes




Generativity

Courtesy

Efficiency

Contribution

Recognition


Drive for insight




Partnership style

Quality control

Planning

Performance

management


Co

mm

un

ica

tio

nT

he

Wo

rke

r Stru

cture

Lea

de

rship

Values Skills

Phase 1

The Hierarchical

Organisation

Phase 2

The Institutional

Organisation

Phase 3

The Collaborative

Organisation

Phase 4

The Learning

Organisation




Evolu

tion o

f organis

ati

on

11


















13



world


centralised support




influencing peers








perspectives)

4. Complexity of


knitted












17

Lewin 1943-44:169


practical as a

good theory’’










Theories




InquirySocial

Constructionism



Psychoanalytical


Daniel Kahneman





OD Practices


• Tavistock Work

• Family Therapy


• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm



• Katz & Kahn

Group Dynamics


• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin


• Stacey

• Wheatley

• Black

• Morgan

• Snowdon


•Luckmann

•Mead

•Vygotsky

•Fisk



23



Theory

Appreciative

Inquiry

Psychoanalytical


Psychodynamic

Theory

Lewin Theories

Group Dynamics


Economic

behaviour

Gestalt

Cynefin Framework

Sense making

Max Weber

Frederick Taylor

Henri Fayol


Organization

Human Relations

Approach

Human Systems

Dynamics

Contingency

Theories

What

theoretical

lenses inform

your practices?

System Theory


Dialogical OD

Theories



methodologies OD













Client Centred








Process v. Content


environment











27

Field of Experience

Focal System



28



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix





30

My

theoretical

lenses





4. Inter-unit level

5. Intra-unit level

6. Intergroup level




environment level



development?





Asian ODN










1. OD Theories

2. OD Intervention


• OD research

• Talent Pipeline



A. New theories


Evolu

tion o

f organis

ati

on

39


















�Design thinking


�Psychodynamics




•National

•Cultural

•Sectorial

•Scale

•Level of system


Chris Argyris




OD



44



Interpersonal level

Intra-group level

Intergroup level

Intra-unit level


system level



level

© Phil Mix

Documents

Outline First Question - SAODN€¦ · Nadler-Tushman Congruency Model Weisbord’s 6-Box Model Burke-Litwin Model Four Frames Model for Change Implementation Quality & Equality Ltd