Worcester
Local Area Group

On
May 9, 2007 twenty seven persons gathered in Worcester, comprising
present, past, and prospective Learning Group members to explore the
idea of an ODLG Worcester local area group. The meeting was convened
and
led by
Mike
Halperin of Fallon
Clinic and Virginia
Swain of the Institute
for Global Leadership.
Those attending found considerable value from the meeting, and there was much
enthusiasm over having a continuing group to provide learning and
networking that would supplement the current ODLG offerings and be
especially accessible to those in Metro Worcester area. Accordingly
the Coordinating Committee
has approved our first local area group (and is very interested in
applying this model to other regions). The Worcester group is
currently presenting bimonthly in person program meetings and bimonthly
meetings in Second
Life and started a branch of our
Mentoring Program.
Next
Worcester In-person Meeting
What:
Systemic Project Leadership
When: March 5, 2008, 5:30 PM to 8:30 PM (first 30 minutes
networking)
Location: Fallon Clinic Training Center, 640
Lincoln Street, Worcester
Parking: Available free at the location free
Public Transportation: The location can be reached by WRTA buses 23
and 26,
but you will need a ride back.
Cost: Free for members; $20 for nonmembers
RSVP to: worcester@learninggroup.org
Ken
Kerber and Carol
Sharicz Zulauf will lead this program on why and how OD is
necessary for successful project management. They will reprise
learning from Ken and Joe's October 2007
program on this topic and cover new developments and thinking on
project management leadership and systems thinking.
The
Systemic Project Leadership model was developed by these three
presenters in the course of joint consulting. The highly interactive
session will deal with the questions of which projects are essential
for organizational success, what are the implications for those
projects on organizational change, and how we can assure that these critical
projects are completed successfully.
Those attending will discover
how organizations can apply this model so that they compete in our
complex, fast-changing technological, political, economic, and
cultural environment. The will find out to how to achieve
competitive advantage in this environment via a blend of
sophisticated skills at multiple organizational levels. They will
learn the tools necessary for leaders to ensure that the best
business decisions are fully and effectively implemented by
integrating systems thinking and organizational change with project
management.
Participants will improve
their ability to deliver critical projects on time, within cost and
scope, and with high quality. They will develop their skills in
ensuring that affected processes and systems are managed when
implementing project results and in planning and guiding the
requisite organizational changes that are associated with the
implementation of key projects and initiatives. They will become
more proficient at identifying interdependencies within the
organization, seeing the consequences of important business
decisions, integrating critical projects with corporate strategy,
and bringing organizational change, and project management to bear
when making important business decisions. Whatever your
organizational role, you will gain practical applications and new
insights.
Ken
Kerber is Founder and Principal of Kerber and Associates, a
consulting firm focused on organizational change, team development,
management development, and executive coaching. He presented at our October
2007 "Systemic Project Leadership" program and has
donated to our Library.
Carol
Sharicz
Zulauf is Associate Professor of Education
and Human Services
at Suffolk
University, where she co-designed the Master’s Degree Program
in Adult and Organizational Learning. She led our December 2001
“System Thinking,” July
2002 “Systems Thinking II,” and January
2003 “The Power of One Person” programs, co-facilitated the section on
“OD and Project Management” at our June 2008 “Broadening the Scope of OD
Practice” program, was
interviewed in our March
2005 newsletter, and received our April 2003 Member
Recognition Award.
-
- -
Meeting
notes for December 4, 2008
Our
second Worcester meeting in Second Life considered the topic of
"Reflection in Second Life". We noted some aspects of
Second Life that make for a more reflective conversation, as well as
some that are disadvantages in that respect.
In
the latter category, the absence of true nonverbal communication
makes it harder to related to others in the conversation. Indeed,
many of the special effects possible in SL, especially when one has
not been accustomed to them, can be diversionary from reflective
conversation.
For
the most part, though, we saw this environment as inherently more
reflective. The ability to make one's avatar like or unlike one's
self makes for a more intentionally grounded interaction. The shared
space makes for a more connected conversation, one that (unlike
phone and video conferencing) is "embodied".
The
use of the chat function can actually promote reflection. A slower
mode of conversation tends to be more reflective. The fact that past
comments can be read enhances the ability to think. And being able
to have effective side conversations can promote better mutual
understanding.
Being
able to create an environment means that one can have a setting that
is more conductive to reflection. Indeed, some islands in Second
Life have been built explicitly for the purpose of reflection.
"Reflection
Island" is an obvious example.
A
richer conversation is also possible on account of Second Life's
easy ability to important media. And tools such as Babbler
(a translation utility) can also enhance discussion.
This
was the first Learning Group discussion meeting in Second Life.
Those attending felt it to be an enjoyable and rewarding experience
and to be fruitful thought about one of the most important OD
skills. Indeed, the ability to have conversation that is both fun
and meaningful was cited as another advantage of Second Life as an
aid to reflective thinking and organizational development.
Meeting
notes for September 10, 2008
This
meeting. "Three Levels of Learning," again was in the
three small group format. Each section explored a different aspect
of learning as its related to OD.
Independent
consultant by Polly
Silva
facilitated the section on "Mentoring". For the outline
for this discussion, click
here.
Hugh
McGill of AstraZenica
facilitated
the section on "Organizational Learning". For the outline
for this discussion, click
here.
Debora
Bercume, Principal of Bercume
Associates, facilitated the section on "Team
Learning". For
the outline for this discussion, click
here.
Meeting
notes for August 7, 2008
The
August 7 meeting was on "Careers and Work in OD". This was
in our small group format, with three groups followed by reports
back to and discussion by the whole group.
Dan
Nicholes, then Director of the Center
for Business and Industry at Worcester State College,
facilitated the section on "Finding a Job in OD". For the
outline for this discussion, click
here.
Sharon
Brownfield, Partner at Brownfield
and Lent, facilitated the section on "OD Consulting". For
the outline for this discussion, click
here.
Mike
Halperin, Director of Customer Service at Fallon
Clinic, facilitated the section on "Working as an
Internal". For
the outline for this discussion, click
here.
Meeting
notes for June 3, 2008
The
June 3 Worcester meeting features Paul
Kampas of Kampas
Research on "A Visual Language and Framework for
Organization Diagnosis and Design". We learned a new
methodology for understanding organizations and change management,
as well as for examining the place of OD inside organizations. For
the presentation piece, click
here.
Meeting
Notes for April 3, 2008
Our
April 3 meeting was "Shared Learning in Three
Areas of OD". Participants has their choice of one of three small group
discussions, which were followed by reports back and discussion by
the whole group.
"Culture Change"
was facilitated by Anne
Perschel of Germane
Consulting). For
the outline for this discussion, click
here.
"Leadership Development"
was facilitated by Dan
Nicholes, then of the Center
for Business and Industry at Worcester State College. For
the outline for this discussion, click
here.
"Team Building"
was facilitated by Leslie
Zobler of Fallon
Clinic. For
the outline for this discussion, click
here.
Meeting
Notes for January 10, 2008
Our
January 10 meeting was on "Dialogue". It was facilitated
by Jim
Murphy, a member of our Coordinating
Committee and the Chief Learning Officer of Management
2008.
Jim
told of how his interest in Dialogue led him to attend our June
1999 "Dialogue" meeting and then become a Learning
Group member. In that year, Dialogue, which had earlier in that
decade been introduced
to the world by physicist turned philosopher David
Bohm, had received a boost from two important books: David
Yankelovich's The
Magic of Dialogue and William Isaac's Dialogue
and the Art of Thinking Together.
Many OD practitioners found Dialogue to be a powerful tool for
organizational change and development and were then hoping that it
would gain mainstream acceptance. Alas, though many gains have been
made using dialogue in the public sphere, there has been less
use of Dialogue in the organizational realm, despite its endorsement by
leaders such as Ed
Schein, Peter
Senge and Otto Scharmer.
It
could be that Dialogue, which emphasizes depth of thought and
breadth of viewpoints, is up against an average organizational
culture in which quick decision making and "strong
leadership" do not permit deep and diverse thinking. Even the
Learning Group's Dialogue Group is
presenting languishing, though we are working on bring back as a Second
Life-based SIG. But our Deeper Inquiry Group
often uses Dialogue for its meetings.
The
basic idea of Dialogue is a conversation in which the participants
agree follow "guides," a set of principles or rules, in
the interest of a deeper and richer discussion. A dialogue group
(best practice recommendations for learning Dialogue suggest six to
twelve people who agree to at least six sessions no less than
monthly) frequent works out their own guidelines. But because
certain of these are almost universal and in the interest of time,
Jim asked the group to endorse the following set:
FOCUS
ON SHARED MEANING AND LEARNING
BALANCE
INQUIRY AND ADVOCACY
RESPECT
DIFFERENCES
SUSPEND
JUDGMENT
TALK
TO THE WHOLE GROUP
SPEAK
WHEN THE SPIRIT MOVES YOU
LISTEN
WITHOUT RESISTANCE
Dialogue
groups often use tools such as a talking stick, a centering devise
or candlelight to aid reflection. At first these may seem unnatural
and some individuals may never become comfortable with some of them,
but they can add to the experience of dialogue. However, again
considering that this was a new experience for almost all of those
attending, none were used on this occasion.
Another
issue for Dialogue groups is whether to have a topic question or
not. Many practitioners feel that "pure" dialogue, without
a topic, is better. One method is "jump start" after
introductions by asking if anyone a burning issue that they would
like to bring up.
We
used "pure" dialogue at this meeting but some of the small
groups did ultimately find themselves pursuing a specific theme.
This is common and often the flow of conversation meanders,
sometimes coming back to end to where it started.
In
the concluding debrief session, participants felt that they had seen
the value of this different way of conversing, in some cases finding
a rich experience. In considering how Dialogue might be used
in the workplace, however, there was less unanimity, some thinking
of applications (focus groups and even training) and other feeling
"they would never give us the time do it".
Meeting
Notes for November 27, 2007 Virginia
Swain led the November 27 meeting on "Why Mission
Statements Matter". Co-founder of the Worcester Local Area
Group, Virginia is CEO and Director of the Institute
for Global Leadership. Participants received
an overview of and experiential learning on the mission statement
process and how it helps us dig below the surface of our lives and
refocus on our core values and principles. Virginia
began by asking why those attending had come. Some of the answers
were as follows:
-
The
company I work for is doing some work in this area, but I am
also interested in defining my own personal mission.
-
I
am doing workshop on these issues.
-
I
am seeking an example of a mission statement.
-
I
am a Learning Group member new to the Worcester meetings.
-
The
location is convenient to me!
-
Being
in transition, mission is a topic relevant to me.
Virginia
then cited two of her influences in her work on mission issues:
Virginia's
chief interest has been the question "Why am I here?" She
notes that there are three categories of people, based on they feel
about that: traditionalists, modernists, and cultural
creatives. It is with the third of these that her work is most
focused on. Cultural
creatives are people who are in service to others. Mission
statements, which provide goals, objectives and action steps are a
great aid to them. Virginia
then gave us an exercise: to write down one word that best describes
you. A way to see what our mission should be! We
then considered the first handout, "The Seven Stages of
Transition". Based on Life
Changes, by Sabrina Spencer and John Adams, this model can
be applied to individuals or organizations. The seven steps, which
lead to a new vision, are as follows:
1.
Losing focus
2.
Minimizing impact
3.
Chaos
4.
Letting go of the past
5.
Testing limits
6.
Searching for meaning
7.
Integrating
The
different stage of this transition cycle requires different styles
of leadership, as shown in the second handout,
"Personal/Institutional/National/Global Life Cycle Model".
Adapted by Virginia from the life cycle model of Arlin
Rothauge, this identifies the following needs:
-
Formation
requires a leader with creative growth, who can establish a
tradition.
-
Stabilization
requires leader who is a manger who can both conserve and
innovate, securing a sound future.
-
Decline
requires a leader who is non-judgmental, a healer, teacher and
companion.
-
Chaos/death
requires a leader who models letting go and forgiveness, as a
parent, teacher and companion.
-
Renewal/birth
requires a leader who is a catalytic and entrepreneurial, with
resilience and imagination.
Virginia
described the role of celebrations at the different steps, an idea
she developed from work she did at the United Nations. A ceremony
she arranged was so moving that it "converted" an opponent
of the change effort. Techniques
for gaining insight and self-awareness help us to determine our
mission. But we also need to plan how to create our vision into
action. The underlying questions are "What am I? and "Why
I am I here?" We
then did an exercise in pairs, each person choosing a defining life
moment (possibly not recognized as such at the time) and telling the
other about it. The listener then told their reaction and
understanding - and we all found that this "feedback" made
us realize things that we had not understood before. In
analyzing what it was like to listen to the other person's story, we
found that the experience felt meaningful and challenging. The
feedback added to our mental model and was a "gift".
Knowing who you are enable you to help others find out who they are. Virginia
asked us to consider our idea of ourselves: how it relates to what
we were in the past, are in the present and will be in the future.
Our mission statement tells us what has to happen for that future to
be realized. In conclusion, she asked to reflect on our feedback
impacted our understanding of our life purpose. In
reviewing the meeting, those participating found it to be give
valuable insight and learning. For more in Virginia's work on
personal and organizational mission, see the 2008
IGL event listing and her article "Mission
"Possible".
Meeting
Notes for October 17
The
Worcester October 17 meeting featured Leslie
Zobler, Leadership and Organizational Development Specialist,
Fallon Clinic, on "A Day in the Life of a Shadow Coach".
Leslie described innovation in customer feedback at Fallon and how
it is an example of a large-scale organizational change.
A
particular highlight of the Fallon system is the
"shadowing" of health care workers (doctors, nurses, and
other staff) for one whole day. Two persons watch and record all
interactions of the care provider with each patient. Data is also
collected from patients via a survey.
The
shadow data template emphasizes the Fallon organizational standards
for customer service. These in turn are based on best practice
recommendations derived from research emphasizing that success in health
care delivery is very dependent on how the patient perceives the
doctor and other providers.
The
shadowers thus act as the "eyes of the patient". It was
noted that the patient is otherwise always with only one other
person (e.g., doctor or nurse) so that this is only way that
accurate information on these interactions can obtained.
Feedback
is given from the compiled reports to staff. At first, it was feared
that those receiving these might be defensive or unreceptive, and
efforts is made to make sure that the positive aims of this process
are emphasized. But in fact even those getting those most negative
feedback have proved to be aware of the value of being able to see
themselves as others see them.
The
process has thus led to change by providers and their supervisor, in
clinic procedures, in the organizational culture, and in the data
collection process itself. In addition, those attending were able to
provide comments and suggestions that Leslie felt would be valuable
for Fallon to consider. The program thus illustrated the Learning
Group as a community for shared learning.
Leslie
also asked us to consider some other organizational settings in
which such shadowing would be valuate. The following list was thus
obtained:
-
Service
sector (e.g., auto service centers)
-
Stores
-
Colleges/schools/teachers
-
Airports
-
Finance
-
Technology
service providers/call centers
-
Executives/CEO's
-
Restaurants
(cf. Phantom Gourmet)
-
Social
services
-
The
court system
-
Police
-
Educational
institutions
-
OD
consulting
-
Elected
officials
For
Leslie's presentation piece, click
here!
Meeting
Notes for August 1
Our
August 1 presenter was Gary Segal, featured Gary Segal, Senior Director, Staffing and Development, Fallon
Clinic
on
“Personal Transformation”. Gary explained that his presentation
was a shortened version of a two and half day residential program
based on the classic workshops of NTL.
Considerable
psychological research indicates that our basic personalities,
belief systems, and values are former between the ages of eight and
twelve. However, significant emotional events can alter these
traits.
Gary
explained this process by describing some of events that influence
his life . He then led us through exercise in which we considered
and discussed our life histories in small groups, paying
attention to the time period in which we were eight to twelve. In
particular we examined the following and how they affected our
personality:
-
Homelife
-
School
-
World
events
-
Friends
-
What
we were like
-
Family
-
Other
We
also discussed significant events since that period and how they
affected us. Overall, these are what determines how we see the
world.
Gary
also walked us through some of the other parts of these
transformation workshops, including the following:
-
The
role of peak experiences
-
How
we make choices
-
Outcomes
as our response to events
-
Fantasy
work situations
-
Making
an inventory of what we like to do
-
Constructing
a self-portrait
-
Examining
the roles that we play
-
Considering
the constraints that hold us back
-
Forming
a support group
-
Keeping
a diary
-
Doing
a retrospective of the rest of your life
-
Restating
the life/work situation
-
Writing
a letter to one's self
Gary
noted that these exercises are "not for the faint of
heart". Going though them requires honesty and courage and may
raise privacy or boundary issues.
For
Gary's masterly PowerPoint presentation piece, click
here. Warning: You may wish to download before viewing, as the
file is so large as to take a long time to access.
Meeting
notes for June
19
The
theme of this meeting at Worcester
State College, facilitated by Mike Halperin and Virginia Swain,
was "Our Passions and OD". The pre-meeting recommended
reading for the session was Michael
Doyle's highly prescient 1986
article "Now is the Time for All Good OD Practitioners to Come
to the Aid of
Their Planet".
Breaking
into small groups, those attending discussed the following
questions:
1.
What are you passionate about?
2. What is the meaning of passion in OD/change work?
3. How would you connect your passions to the levels described by
Doyle?
4. What issues are important to focus on?
5. What skills do we need to operationalize our passion?
We
then reported on our discussions to the whole group.
On
passions, some of the answers that were given were as follows:
-
Be
a change agent/dealing with people
-
Being
a catalyst for change/coaching
-
Seeing
people experience creativity (at the group level)
-
Personal
growth in my work/dream analysis in my personal life
-
Total
change education/lifelong learning
-
Helping
picture see where they fit into the organizational "big
picture"
-
Teaching
-
Growing
things (organically)
-
Exploring
different cultures and appreciating them through understanding
-
Change
for improvement/helping individuals and organizations change
-
Being
values-driven/integrity
-
Building
new things with public purpose
-
Service
to patient/collaboration/helping them get to the best place
-
Helping
people move beyond where they are
-
Walking,
beer
-
Swimming
-
Participatory
workplaces and dialogic communication
In
relating passions to OD, the following some connections that were
were noted were these:
-
OD
people are committed to helping others.
-
OD
practitioners help systems and the organizations within them
become better.
-
Passion
with respect to authenticity and objectivity can be
"transferred" from the individual practitioner to the
organization.
-
You
can be passionate about the need for OD!
On
connecting our passions to the levels noted in the Doyle article,
some observations were as follows:
-
We
need to help organizations realize that giving back to the
community and the planet is good business.
-
We
need to find the energy to change the social structure.
-
We
can help people know who they really are and to find inner
peace.
-
Climate
change is an issue being recognized in the business world and on
which OD practices can applied.
-
How
can we use our OD tools to influence practical decision making?
-
It
is difficult to find metrics that demonstrate the benefits of
changes that have had a positive impact on the wider community.
-
Organization
capabilities support risk taking.
-
We
need to create safe environments to share ideas and to have
trust and integrity.
-
Change
in role expectations is constant.
As
to the skills needed to operationalize our passions, suggestions
included these:
-
Story-telling,
especially about successes
-
Meeting
the new generation and helping
them grasp the value of collaboration
-
Building
team skills, beginning with children
-
Compassion
(giving vs. getting)
-
Identifying
connections between mission and outcome
-
Balancing
individual and organizational missions
-
Intervention:
reframing situations
-
Presencing,
listening
-
Entering
with compassion
-
Recognizing
why are where you fit
-
Awareness
to collaborate and learn together
In
reviewing the meeting, there was agreement that it was a good
learning experience. The hope was expressed that members can help
the group to continue and to grow.
Meeting
notes for May 9
The
May 9 meeting, hosted by Fallon
Clinic in Worcester, featured a World Cafe format,
conducted by Mike and Virginia, for discussion on the
issue of change. The first question was, "What drew
you here and what would you like to get out of this meeting?" Answers
were as follows:
-
I
was free.
-
I
attended other ODLG meetings and enjoyed them.
-
I
was coming from Logan Airport.
-
I
came from Boston – comfortable ride.
-
Came
to network, has been very successful.
-
Hope
to meet new people who are doing inspirational work.
-
Wanted
to see some new faces, meet people I know.
-
It
is wonderful to see the Worcester group succeed.
-
Mike
wanted me.
-
We
need a formal process for folks for networking in the OD
profession in Worcester and Rhode Island.
-
To
meet creative people in a non-formal and flexible environment.
-
To
understand the practices of dialogue
and World Cafe.
-
The
ease of time and location.
-
To
have fun.
-
To
understand how creativity is integrated.
-
In
the hope of establishing a continuing connection.
-
To
learn current practices and obstacles.
-
Opportunity
to network with other professionals.
-
Connecting
with local OD professionals.
-
Opportunity
to get fresh fresh ideas.
-
Looking
for a job.
-
Looking
for new contacts for consulting.
-
Focus
on central Massachusetts rather than Boston.
-
To
get new contacts.
-
To
learn strategies.
-
To
get a sense of how the group may evolve.
-
To
know if this organization is a good fit for me.
-
To
learn different ideas for and approaches to change.
-
To
broaden my knowledge of opportunities in Central Massachusetts.
-
To
reconnect with the group (involved before).
-
Job
hunting - making connections.
-
For
a support group in this location.
-
Intellectual
stimulation.
-
Meet
and create a new network.
-
Fresher
ideas to look at issues.
-
Difficulty
in getting to Boston regularly.
-
Network
- each meeting is different - I learn a lot.
-
Looking
for an easily accessible location.
-
People
are helpful - I get great tips.
-
Able
to go the both groups - Boston and Worcester.
-
All
good things come from networking.
-
Learning.
-
To
integrate OD work with other work.
-
To
learn and teach problem solving skills.
-
Moving
from profit to nonprofit.
-
Personal
growth.
-
Networking
and learning new techniques.
-
Networking
and relationships.
-
To
meet others and see what we can do together.
-
To
learn new things.
-
To
learn and get new perspectives.
In
the second round the question was "What are the conditions that
will increase your personal receptivity to change?" Response
were as follows:
-
Freedom
from fear.
-
Ability
to be as creative as desired.
-
See
an opportunity for growth (personal and professional).
-
Having
an understanding of the expected change and its benefits.
-
Degree
of connectivity - the greater the connectivity, the greater I embrace
change, whether in the heart or in the head.
-
AFOG
-
Not
wasting the trip - empowering change where the support structure
is moving in a positive direction for the right reasons, not
just going through the motions.
-
Depends
on priorities and capacity.
-
Lower
risk.
-
It
has a benefit for me.
-
Fear
of consequences.
-
If
there is a common understanding among the team.
-
If
the consequences are greater (if fear is increased).
-
Change
is good if I learn a new skill and it fits with my values.
-
If
it includes a plan and I know why and how.
-
I
like change! Don't need "conditions".
-
I
weigh the risks and benefits and evaluate.
-
Sense
of possibility.
-
Systems
view - need for change, connections among changes, energy for
change.
-
Individual
receptivity enabled by organizations that are built to change -
change is social!
-
Self-organization:
capacity of individual and organizations to change.
-
Availability
of information and technology.
-
Recreate
ourselves individually to support organizational change.
-
Excited
about change, new things.
-
"Big
picture" strategies.
-
Shake
up and move on.
-
Involvement
- "people support what they help to create".
-
Knowing
why the change is happening.
-
Engagement.
-
Opportunity
to help the change.
-
Excitement
- "bring it on!"
-
Challenge.
-
Getting
unstuck.
-
Trust
- to eliminate pain and fear.
-
I
thrive on change and get bored with the status quo.
-
When
I have a challenge - curiosity about what could be better.
-
I
always assume that there could be something better.
-
"The
challenge"
-
To
be the designer.
-
Sense
of wonder.
-
Understanding
- not a mystery.
-
Guilt
can lead to change.
-
Daunting
change can be less positive.
-
When
I have partners whom I can talk to about it.
The
next question was, "Given the conditions that influence your
personal receptivity to change, how can you maximize the success for
organizational change?" These responses were given:
-
Give
people the freedom to create change from within.
-
Opportunity
to look for solutions vs. to implement solutions.
-
Helping
people understand and make sense of the change process creates
resilience.
-
Embrace
the fact that we're already creative - it's a skill; appeal to
hearts and minds.
-
Moving
toward something new rather than away from something old.
-
Get
people involved with where the organization needs to go.
-
Communication
- clear and precise - is the key.
-
Need
to know who is driving the change.
-
Build
a plan to execute change.
-
Build
alliance to gain support for the change and execute it.
-
Team
building to create a spirit for change.
-
Build
trust between decision makers who drive change and those who
must implement it.
-
Total
honesty upfront.
-
Make
others feel ownership for the change.
-
Drive
collaboration and team work.
-
Increasing
productivity.
-
Shared
vision.
-
Personal/social
constructs; empowerment.
-
Point
of light - visceral.
-
Chaos
is good.
-
Trust
in self-organization.
-
Balancing
the doing with reflection.
-
Conditioning/reconditioning.
-
Fear
- money.
-
Full
involvement through out, not just top-driven.
-
This
leads to optimism - things could be better.
-
Inspiration.
-
Culture
impacts.
-
Communication.
-
Ability
to step out of the box.
-
Recognition
of the need to change.
-
Trust
- openness.
-
Collective
activity.
-
Hiring
a consultant - getting outside influences and new perspectives.
-
New
tools and techniques.
-
Persistence.
-
Understanding
intent, data, expectations.
-
Good
communication and message.
-
Inclusionary
methodology; involvement.
-
Positive
change agents behavior in sync with the verbal message.
-
Outcomes
defined; influence; organic (bubble up, come from within);
participatory.
-
Ties
to rewards/performance.
-
Do-able
parts, understood in smaller pieces.
-
Providing
people with the tools.
-
Personal
development/gain.
-
Individual
passion connected to organizational mission.
The
fourth question was, "How can you plan what you know about
change and organizational development to work with communities and
societies?"
-
Enrolling
others in a positive future and outcome.
-
Apply
similar disciplines of OD to execute change.
-
Leadership
(top down; referential).
-
Believing
that the community has answers to problems as long as the
playing field is level.
-
Start
from a positive point.
-
Synergy.
-
Myth
busters - exploding the capability myth.
-
Helping
mitigate fear.
-
Building
on small successes; empowerment.
-
Confronting
power; empowering people.
-
Cooperative
effort.
-
Using
tools again the system.
-
Teamwork;
involvement of all stakeholders.
-
Influence
without authority: identify common goal/shared goal; leverage
each other's expertise; believe in the leverage of many to make
better.
-
Build
and migrate to common good.
-
Keep
reminding people of the common goal.
-
Make
it realistic: do-able in small parts.
-
Give
individual stakeholders pieces over which they have control.
-
Experience
success; short-term wins.
-
Engage
a champion who walks the talk.
-
Instill
a sense of possibilities and opportunity: the group can succeed.
-
Fear
overcoming resistance; addressing buy-in to gain vision.
-
Trust
- communication - leadership.
-
Cultural
identity (e.g., Salem = "witchcraft community").
-
It
takes a village to raise a child.
-
Creating
community awareness.
-
Leading
by example.
-
Common
good = cohesiveness.
-
Times
of loss bring people together.
-
Reinforce
the positive.
-
Natural
change agents.
-
Understanding
the culture.
-
Change
needs to bubble up within the community or society.
-
People
need to know that their opinions matter.
-
Involving
people in the change process.
-
Collaboration.
-
Facilitation
of conflict resolution.
-
Articulate
thoughts and ideas in a simplified manner.
-
Communicating
on the same level.
-
Be
sensitive to peoples' cultural and traditional beliefs and
customs.
Question
number five was, "If you would like to continue this learning
process, how can we sustain and enhance it?"
These observations were made:
-
All
want to continue.
-
Attendance.
-
Virtual
get-togethers in addition to face to face meetings.
-
Needs
analysis - goals; speakers; agenda for meetings.
-
Resources
for meetings.
-
Alliances
with other organizations reciprocal deals.
-
Work
with schools and students interested in OD.
-
Book
reviews/book groups.
-
Sharing
best practices.
-
Resource
tables with specifics topics.
-
Shared
information on other local, national events.
-
List
server and blog.
-
Information
on teleclasses about OD.
-
Yes
- yes - yes!
-
Networking
and learning opportunities/shared knowledge.
-
Ability
to receive critical peer review of concept.
-
Community
intervention resource.
-
More
fun.
-
Great
timing.
-
Opportunity
to introduce ourselves and learn from others.
-
Alcohol
would be great! [But is not allowed by location hosts.]
-
Worth
a shot - overcome distance factor.
-
Food
and meeting space - make effort to supply.
-
Contribute
our experiences and skills.
-
Would
like to have speakers.
-
Bring
new people - promote.
-
Share
knowledge with others.
-
Rotate
planning teams and volunteers.
-
Power
and resources of ODLG.
-
Continue
to come and participate.
-
Find
a compelling reason.
-
Obtaining
a critical mass.
-
Due
and support.
-
Someone
has to do the work.
-
Yes
- continue!
-
Exceptional
keynote speakers as part of the program; will find speakers.
-
Yes,
continue; brainstorming in small groups.
-
What
others have to offer professionally: speaking, training,
interactive.
-
Yes,
continue - speakers with small interactive groups.
-
Collaborate/network
with surrounding communities.
-
Yes,
continue; offer to contribute, e.g., speaker.
-
Collaborate
with resources, speaking, sharing ideas.
-
Coordination
with Boston and whole group.
-
Depends
on what the meetings would be (agenda).
-
Yes
- opportunity to learn.
-
Yes
- opportunity to meet new people and learn; helps me to be
better and or different.
-
Larger
inclusion for ODLG; access to features and services.
-
My
presence.
-
Be
a good learner and share resources.
-
Willingness
to share.
-
Willingness
to give time.
-
Serve
on committees to help achieve success.
-
Do
an After Thoughts (post-meeting get together at local pub).
In
the general debrief, this meeting was considered very successful,
the large number, the enthusiasm of the participants, the hard work
of the conveners and planners, and the desirability of forming the
local area group all being cited. In addition, there was strong
recognition of the World Cafe format.
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