1) The document describes a positive vision of the future in 2025 where global cooperation has addressed many social and environmental issues through responsible economic policies and new technologies.
2) It credits the field of organization development for playing a key role in achieving this future by forming the World OD Alliance in 2007 and promoting the doctrine of "responsible progress".
3) The World OD Alliance helped rejuvenate OD by coordinating the field's efforts and focusing on "learning" as a cornerstone value, while the responsible progress doctrine encouraged balancing economic goals with environmental sustainability.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Parallel structures structural od intervention - Organizational Change and...manumelwin
Some companies stand to gain improved employee effectiveness though peer communication and sharing experiences encountered throughout the working day.
This behavior happens naturally, to an extent, wherever the staff gathers for breaks and shares conversation.
Formalizing the process ensures that all employees in a similar department, regardless of their position in the traditional hierarchy, have the chance to contribute ideas to the broader organization.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Parallel structures structural od intervention - Organizational Change and...manumelwin
Some companies stand to gain improved employee effectiveness though peer communication and sharing experiences encountered throughout the working day.
This behavior happens naturally, to an extent, wherever the staff gathers for breaks and shares conversation.
Formalizing the process ensures that all employees in a similar department, regardless of their position in the traditional hierarchy, have the chance to contribute ideas to the broader organization.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Mckinsey 7's model is required today in each business to bring any change in the organisation and according to Mckinsey there are 7 S important for the organisation i.e. structure, system, style, strategy , skills , shared values and staff.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
OD process - Operational components of OD - Organizational Change and Develo...manumelwin
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
Force field analysis - Organizational Change and Development - Manu Melwin Joymanumelwin
It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
The principle, developed by Kurt Lewin.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Mckinsey 7's model is required today in each business to bring any change in the organisation and according to Mckinsey there are 7 S important for the organisation i.e. structure, system, style, strategy , skills , shared values and staff.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
OD process - Operational components of OD - Organizational Change and Develo...manumelwin
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
Force field analysis - Organizational Change and Development - Manu Melwin Joymanumelwin
It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
The principle, developed by Kurt Lewin.
1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONSEttaBenton28
1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...
HOW
COMMUNICATIONS
SUPPORTS
SUSTAINABILITY:
5 TRENDS
Creating an environment for effective stakeholder dialogue
“Under-engagement is the biggest risk.”
Using transparency to build trust
“Not understanding and listening … is a sure way to create mistrust.”
Integrating communications to enhance sustainability efforts
“Communication is not just what we say but how we react to
queries from stakeholders.”
Prioritising internal communication and corporate culture
“Everyone is an ambassador of the company.”
Measuring impact
“We are linking manager performance to how quickly they respond
to grievances.”
Gay Rights Essays. LGBTQ Community in America - Essay - Free Essay Example P...Patty Shafer
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International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Expository Essay: Examples and Tips of a Proper Writing That Will Be .... How To Write An Expository Essay (7 Best Tips). An Expert Guide to Create an Expository Essay Outline. How To Write An Expository Essay in 6 Steps | CustomEssayMeister.com. How to Write an Expository Essay Outline [Structure] - PapersOwl.com. What is an Expository Essay? Ultimate Guide. How to Write an Expository Essay. How to Create Expository Essay Outline.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Chris LaszloStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
1
Global interdependent organizational leadership Comment by [email protected]: Topic is incomplete.
(New Topic) Bridging Global Leadership Gaps in Multinational Organizations.
Department of Global Leadership,; Indiana Institute of Technology
David E. Popoola
Introduction to Research Method
Dr. Tina Abrefa-Gyan
October 30, 2021
44/50
Comment:
Your paper Will better orient the reader if you created subheadings from the following questions to address your topic:
Identify an applied topic in the field of global leadership studies and develop a question. Explain your choice of topic:
How does it relate to the field of global leadership?
Is it an applied topic and why?
Why do we need to know about this phenomenon?
Write a 5-sentence argument that relates to your topic including the following: identifying a statement, reasoning, and evidence for your argument.
The world as we know it is constantly in a state of change and still changing fast. Majority of the changes experienced are not technically bad, however, they have come with diverse rooms for adjustment, and are not suggestive, but necessary if we are to survive the waves of new ones happening around us by the second?. Before now, our distinctive features are what separate us, and pushing us apart, as people, organizations, and as countries (Setyaningrum, 2017). However, these distinctive and unique features have become a strength, bridging the gaps between usus, and causing us to rely and depend on one another (Tran, 2012). Now, as much as the strengths are not new, their discoveries or the potential buried in them are becoming more obvious and showcased for the world to see. This is true in every aspect of life, but more especially in the business and leadership world. One thing difficult to deny is, result. Quality leadership is obvious, and people will gravitate towards them, as we are in a global world where there is visibility, we are able to see leadership with results around us. So also in the business world, businesses are spreading their tentacles even at a faster rate (Setyaningrum, 2017). With the above reasons, we can see that there is a global leadership gap to be field.
Furthermore, global interdependent organizational leadership is an applied topic, as you will see throughout this paper, series of specific and really practicalpractical issues affecting the world at large due to interdependency of our world and organizations. We will also see, some very practical ways to resolve these issues. TThere are multiple reasons why businesses are moving to different countries, to mention just a few, changing business needs, lack or availability of skills set, cost of access to these skills, lack or availability of labor, mechanization, national policy, ease of business, cost of doing business, the demand of business, product or service, new targeted business, or consumer and so on (Chitakornkijsil, 2010). An example here is, the skillset and availability of labor in China are ...
Developing A Code Of Ethics For Ngo Practice PresentationNIDOS
Dr Margaret Leppard of the Institute for International Health and Development, Queen Margaret University, Edinburgh presents on ethical issues for NGOs working in international development. NIDOS is currently working on good practice in international development with its members - learn more about our key activities to date at http://www.nidos.org.uk/learning/article.asp?id=478
Smart Discipleship: Applying Transformational Leadership to a Discipleship Model of Worship, to Train Ministers for Smart Phone Engagements.
This work advances the scientific body of knowledge surrounding three domains of communication: 1) transformational leadership; 2) Christian discipleship; and 3) smartphone/social media interaction. Its aim is to develop an online training model to prepare ministers to conduct 21st century discipleship.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Securing your Kubernetes cluster_ a step-by-step guide to success !
Future of od
1. A Positive Vision of OD’s Future
Christopher G. Worley, Ph.D.
Director, MSOD Program
Pepperdine University
Graziadio School of Business and Management
6100 Center Drive
Los Angeles, CA 90045
310-568-5598
chris.worley@pepperdine.edu
Ann E. McCloskey, MSOD
Learning & Development Manager
Wells Fargo Bank
Los Angeles, CA
213-253-3439
ann.e.mccloskey@wellsfargo.com
Note: The authors extend a special thanks to Scott Sherman for helping us to keep the voices in
our head straight; to our MSOD colleagues – Miriam Lacey, Terri Egan, and Ann Feyerherm –
for their commitment to the ongoing conversation; and to Beth Waitkus, Laura Jackson, and the
Greenhouse gang for their inputs on messaging and the future of OD. In addition, the authors
gratefully acknowledge the reviews by Foster Mobley, Ken Murrell, Daphne Deporres, and the
editors.
2. 2
A Positive Vision of OD’s Future
The field of organization development (OD) is facing serious questions about its future
(Burke, 1976, 2002; Cummings and Worley, 2005). Several observers have described the current
situation as one of the more important crossroads in the field’s history (Freedman, 1999; Farias
and Johnson, 2000; Worren, Ruddle, and Moore, 1999; Hornstein, 2001; Worley and Feyerherm,
2003). On the one hand, OD is a powerful and institutionalized activity in many large and small
companies and it significantly influences the way organizations are managed (Kleiner, 1996). On
the other hand, OD is struggling with its own identity. It is often confused with change
management and other forms of organizational change, its professional associations are
grappling with their image, and many question the value of OD.
A critical question facing the field at this crossroad is: What does the future of OD look
like and how will it get there? This chapter proposes one answer by describing a positive,
possible, and hopefully provocative future scenario. This chapter stands in that future to recount
the historical role that a rejuvenated OD played in creating this positive scenario. OD strongly
influenced the future because OD practitioners 1) formed and leveraged an alliance among the
field’s professional associations and 2) supported the implementation of the responsible progress
doctrine.
A POSITIVE FUTURE SCENARIO1
The 2025 world is a culturally diverse, mostly safe, and increasingly connected society. A
complimentary and aligned set of governmental, technological, organizational, and workforce
trends and policies enable an overwhelming majority of the world’s people to benefit from
globalization. North America shares the economic leadership with other economies. Shifts in the
United States’ cultural identity – from unconscious imperialism to conscious capitalism –
3. 3
between 2005 and 2010 hastened this more collaborative approach to global governance. The
U.S.’s movement was similar to the more community oriented, connected, and sustainable vision
that emerged in the European Union during the early 2000’s (Rifkin, 2004). The move clearly
changed the conversations among governments, religions, and other interests. A revamped
United Nations is making progress to resolve centuries old conflicts around the world, and to
slow the spread of AIDS/HIV considerably. Terrorism remains a global threat but its impact has
been greatly reduced.
A tacit global industrial policy emerged following facilitated and coordinated action
among the financial markets, organizations, governments, and other stakeholders in the early
2010’s. A key element in development of this policy was an agreement among these groups to
pursue moderate growth that allowed for environmental issues to be addressed alongside
economic performance concerns. Moderated growth rates radically slowed greenhouse effects
and created opportunities for sustainable economies. Tax policies were shifted through
unprecedented governmental coordination to encourage ecologically responsible behavior.
Investors from New York’s Wall Street to Hong Kong’s Hang Seng have become swifter in
rewarding companies that “do the right thing” and equally swift in punishing organizations that
fail to balance long term development against short term profit maximization.
Technology has helped and is helping to address a variety of environmental, health,
hunger, and education issues in 2025. The demise of fossil fuels as the basis of most economies
followed major viable breakthroughs in alternative energy sources in the late 2000s. Alternative
energy sources – fuel cells, solar and wind power – and their development have become new
economic opportunities. Remaining efforts to explore and extract natural resources are
coordinated with environmental concerns in a truly sustainable fashion. Information technologies
4. 4
also are used to empower extensive participation by all vested groups in governance, protect
individual privacy, and secure communication. Broad-based information availability and access
have created an environment where organizations and governments are expected to and rewarded
for acting responsibly. The 2025 media has detailed many accounts of how individuals and
organizations have used the Internet to promote public responsibility. The adaptable non-
governmental organizations are one notable example. The NGO’s and others have used the truly
world-wide web of 2025 to monitor organizations and governments and to alert the media to
unsafe or environmentally unsound activities, or violations of basic human rights.
The economics of collaboration replaced traditional notions of competition at the
organizational level around 2018. Revised definitions of “wealth” and new methods of
accumulation lowered wealth concentration and closed the gap between the haves and the have
nots. Network structures that enable small systems to be part of large wholes have proliferated.
These structures were ironically what made the early terrorist movement so effective. Large and
small organizations, governments, and public infrastructure systems are less vulnerable to attack
and disruption as a result. The triumph of loose over tight systems integration without loss of
efficiency was enabled by advances in security and privacy software. The advanced software
technologies obviated concerns over “Big Brother” and allowed for more effective monitoring of
terrorist communications and planning.
Organization networks also support the policy of sustainability by decreasing the size of
most organizations. Organizations in a network specialize in specific products or services across
a variety of countries and cultures. The only constraint these organizations operate under is to
provide what was agreed to. They are free to operate according to local custom, use local
resources, and organize according to principles of sustainability.
5. 5
OD’S ROLE IN CREATING A POSITIVE FUTURE
The field of OD is broadly regarded as making a substantive contribution to this scenario.
The keynote speaker, INSERT NAME, at the 2025 World OD Alliance (WODA) Conference in
Baghdad, recounted OD’s amazing rejuvenation as the most influential service offering the
world has ever known. S/he proposed that the alliance among the professional OD associations
and the enactment of the responsible progress doctrine were the two key events that energized
OD influence.
An Orchestrated Alliance: From Fragmented to Coordinated Action
INSERT NAME suggested that OD’s rejuvenation began with the 2007 announcement of
the World OD Alliance, a network of the professional OD associations. The alliance signaled the
field’s commitment to move from fragmented to coordinated action, and to discard what had
been the unproductive promulgation of distracting and competing voices. The alliance committed
almost immediately to a conversation about its values. “Learning” emerged as a cornerstone of
practice. The alliance created an integrated marketing and education program as its next step.
INSERT NAME detailed for the conference the alliance’s initial rationale, the subsequent
creation of an integrative and cornerstone value, and the alliance activities that promoted OD
practice.
Alliance Rationale
The alliance announcement symbolized the field’s intention to coordinate its efforts
toward an integrative view of OD’s potential. It sought to end the sometimes subtle and
frequently distracting competition among three OD views or voices of the past. The traditional,
pragmatic, and scholarly voices each believed that one form of OD was better than another, more
6. 6
aligned with certain values, or more supportive of certain outcomes (Alderfer, 2003; Cummings
and Worley, 2005; Worley and Feyerherm, 2003). One example is that the “traditional” OD
voice believed that OD’s primary goal was to create organizational processes that were
transparent, treated people with dignity, and served diversity. The traditional voice relied on
humanistic values of democracy, trust, and human integrity. Traditionalists saw the key to
improving organization effectiveness as the transformation of the relationship between the
individual and the organization (Friedlander, 1998).
A “pragmatic” voice believed that developing the organization created an environment
where people could become healthy. The pragmatic voice relied on instrumental values of
relevance, utility, and professionalism to increase effectiveness by managing changes in the
relationship between the organization and its environment (Friedlander, 1998). The pragmatic
approach to change was seen as more helpful, less likely to address the distracting emotional
aspects of change, and more concerned with implementation than traditional approaches.
A third voice was the “scholarly” voice and it focused on creating valid knowledge, and
with generalizing conclusions about how change occurs, how it is triggered, under what
conditions it works well, and so on (Pettigrew, Woodman, and Cameron, 2001). The scholarly
voice was not concerned about how OD was defined, what its values were, how it was practiced,
or whether an OD practitioner was involved except as a potential explanation for change success.
OD was just one of several ways organizations could be changed.
Twentieth century OD practitioners had hoped that such diverse voices would strengthen
and grow the field by encouraging innovation, exploration, and knowledge creation. However,
the professional associations were ineffective at expanding the influence and reputation of the
field despite considerable new interventions, processes, and philosophies. The reality was that
7. 7
professional associations did not spend much time together, no infrastructure was available to
orchestrate their efforts, and each group created and defended its own version of what OD should
be.
The World OD Alliance that brought these divergent groups together did what the individual
associations could not. The alliance increased the field’s capacity for influence by leveraging
members’ unique resources and perspectives. Examples include recognizing that the National
Training Laboratories (NTL) and the different university OD programs were the natural choices to
lead the field in building OD practitioner process skills, and that the Academy of Management’s ODC
division, Society of Industrial and Organizational Psychology (SIOP), and other groups were the
natural choices to generate knowledge on the empirical relationship between change and performance
and the moderating effects of commitment, participation, communication, and organization capability.
Additional capacity and leverage was created by setting and resetting the research agenda for the field
each year in collaboration with the OD Network, the American Society for Training and
Development, and other practice oriented associations to address both long-term issues and pressing
business concerns.
The World OD Alliance succeeded because its members recognized the powerful and
pervasive trend toward organizational networks. The advantages of organizational networks included
smallness, agility, support for local culture and diversity, and global reach. These advantages were
offset by a weak and impractical knowledge base that afforded OD an incredible opportunity. OD
would be a microcosm (Alderfer, 1987) of an important organizational trend if it could resolve the
voice and value conflicts fragmenting the field into an integrative belief and intervention system, and
if it could implement the alliance with an eye on watching the alliance itself evolve. Practitioners then
could develop powerful tools, concepts, interventions, and processes for facilitating the globalization
8. 8
of the economy. The emerging networks of business, government, and non-governmental
organizations were paralleled by an alliance among the professional OD associations.
Learning: From Fuzzy Values to Clear Priorities
The alliance’s creation was a watershed event in OD’s rejuvenation. A three-day strategy
conference shortly after the alliance was announced resulted in the commitment by all parties to
a conversation about values. Conference participants recount that it was clear to everyone that
the field possessed a “fuzzy logic” with respect to values. The group was in 100% agreement that
what made OD unique was “its values.” However, little to no consensus existed on what the
values were. Each voice prioritized a given set of values differently (Davis, 1999) and claimed to
be speaking for the field. The conference resulted in a commitment to begin a conversation on
OD’s cornerstone values. A process crafted and started by Gellerman, Frankel, and Ladenson
(1990) was used. Participants in this process were not asked to agree or commit to particular
values. Participants were asked only to agree to being involved in the process of discussing and
debating the values.
The conversation unfolded in articles, on-line messages, and informal exchanges among
researchers and practitioners. One issue was that many traditional OD values were seen as
hypocritical, judgmental, and often dogmatic, especially in the context of a globalized economy
and cross-cultural practice. Examples include that honesty and integrity were culturally
determined values. What was open and honest in one country was very different in another.
Another example of culturally determined values is an unequivocal commitment to participation
that leads to democratic change designs in highly autocratic or power distant cultures and
colludes with an un-mindful capitalism to reduce cultural diversity.
9. 9
The value of “learning” emerged as a means to reconcile differing voices and provided
OD with a stake in the outcomes of economic and social activity. A change design focused
around learning would decrease the chances for judgment and increase the chances for
appreciating diversity in thought. For example, by incorporating periods of reflections and
review during the change process, organization members could inquire into what worked and did
not work in producing change. Such learning could then be factored into subsequent intervention
designs.
Learning also was a value with a long tradition in OD. Educational interventions, for
example, were one of the early change strategies (Bennis, Benne, Chin, and Corey, 1976) and
remain an important element in many organization, management, and leadership development
efforts. Moreover, learning was a long-held element of good OD practice in terms of transfer of
skills and knowledge to the client system or the increased capacity of the client system to
manage change in the future (Worley and Varney, 1998; Worley, Rothwell, and Sullivan, 2005).
The traditionalists saw learning as an important part of OD because it differentiated OD
from change management. It was a legitimate answer to the question, “why is OD different?”
Pragmatists favored learning as a value because a strong economic argument existed for building
the learning and knowledge management capabilities of organizations. Successful innovation
relied heavily on learning as new technologies were applied over time and in different contexts
(Sahal, 1981). Organizations in rapidly changing environments and growing industries either had
to increase their capacity to learn in proportion to their growth rate or suffer a competitive
disadvantage in adapting. The capability to learn and change became a central part of the
discourse in strategic management as a result.
10. 10
Alliance Contributions to Practice: Knowledge Management and Marketing
OD practitioners operating under the umbrella of the alliance and the emerging consensus
of learning modeled the new economics of collaboration through a knowledge management
portal and a marketing website. A knowledge management portal was developed first to create a
central location where OD practice knowledge was stored, to develop best practices in emerging
areas quickly, and to improve the quality of change interventions and OD practice. The portal
provided a place where new ideas could be posted, practice experiences shared and searched, and
conversations about practice maintained. A variety of tools, concepts, interventions, exercises,
frameworks, and experiences were captured including practical tips about how to understand and
work with power and politics, when to intervene and when to be patient, how to resolve ethical
or value dilemmas, or how to make choices about the speed of the process.
The portal was successful in increasing practice effectiveness. OD was better able to
influence organizational effectiveness because OD provided valuable information for both
beginning and seasoned practitioners, refreshed practice with new intervention ideas, recognized
the contributions of practitioners to the portal through citation, references, and business referrals,
and was easy to work with.
A second alliance effort was a marketing website to educate the public and potential client
systems about OD. OD’s reputation was in flux at the start of the millennium because many people
simply did not know what OD was and many others were claiming to practice OD without any
preparation, knowledge, education, skill, or experience. The website responded by describing the
purpose, philosophy, and processes associated with organization development. It also described
practitioner competencies, likely outcomes, and key differences between OD and other forms of
change. The website was tremendously helpful in articulating differences among autocratic, fast, and
11. 11
directed change, facilitated change management, and organization development. OD’s focus on
learning, building capacity in the system, and attending to improved effectiveness was seen as an
increasingly relevant option for organizations. Educated clients were better able to make decisions
about staffing an internal OD organization or hiring external consulting help. The website encouraged
clients to seek out internal and external help that matched their particular needs and offered the
opportunity to provide recommendations of good practice. The website also provided a broad set of
resources related to the specialties within OD.
Individual alliance members included the address for the World OD Alliance website on
their business cards, email signatures, and their own websites. This helped to build a community
of practitioners and create an OD brand but did not homogenize OD practice. Practitioners
retained their own unique skill sets, approaches, and value-add propositions, and did so within
the boundaries of the field as explained in the website. The upshot of including the website
address on client communications was the creation and communication of a de facto method of
quality control. Practitioners unwilling to live by the generic guidelines described in the website
were not forced to comply. The voluntary participation to support the website and its overview of
the field effectively controlled the supply side of the consulting equation. The increasing
sophistication of the client systems controlled the demand side. Some practitioners were
successful despite resistance to the idea. However, many practitioners who were not qualified to
deliver OD services found it increasingly difficult to find work.
Summary
The World OD Alliance came together and signaled the OD field’s commitment to resolving
differences generating more harm than good and preventing the OD field from being a positive and
12. 12
substantive force in organization and social change. The alliance’s first two orders of business were a
conversation about valuing learning as an integrative and overarching principle and acting on that
value by educating the marketplace about what OD should do, how OD works, and what OD can
offer. Two key events in this process were the knowledge management portal and the marketing
website.
The Responsible Progress Doctrine
The alliance’s early activities were an important step in OD’s rejuvenation and
established a broader infrastructure for OD’s influence on organizations. But INSERT NAME
stressed that OD’s ability to shape the globalization process required the articulation of a set of
goals and strategies. To actualize OD’s potential for organizational and social change, a strategic
planning process was initiated that leveraged learning from the processes that created the
alliance, developed the conversation on values, and promoted the field. The planning process
resulted in the creation of the responsible progress doctrine.
The responsible progress doctrine called on the field to provide governments, non-
governmental organizations, corporations, and other stakeholders with support to jointly optimize the
four elements for global success: economic development, technological innovation, cultural diversity,
and ecological sustainability. The doctrine was influenced by the joint optimization principle from
socio-technical systems theory and recognized that each of the elements alone was insufficient to
produce responsible progress; that the pursuit of each element’s goal had to be achieved within the
bounds of the other three. The doctrine was also influenced by Murrell’s (2002, 2003) proposal to
treat people as ends, drive for performance as an important outcome, address the balance and tension
between trying to achieve both people and performance outcomes, and design for sustainability.
13. 13
Finally, responsible progress doctrine was influenced by the “triple bottom line” that focused on the
economic, social, and ecological value added or destroyed by governments, organizations, and
individuals.
Technological innovation supported the goal of new and better ideas for progress. It was
the economic drive train of responsible progress guided by the principles of sustainability.
Investments prior to the responsible progress doctrine often favored incremental innovations
with higher likelihoods of generating incremental profits over riskier innovations with great
potential (Mensch, 1978; Sahal, 1981). Too often, these incremental investments increased
commitments to fossil fuel-based paradigms. The progress that was achieved was fleeting and in
the wrong direction. In contrast, the responsible progress doctrine encouraged OD practitioners
to ensure that organizations included a broader set of criteria when choosing technologies to
support, pursue, develop, or deploy. Organizations were recognized whenever practicable by
media accounts and the financial markets for pursuing the development of clean technologies,
the substitution of clean technology for fossil fuel-based business models, and the use of
technology to preserve cultural diversity. Development of communications technologies that
protected the security and privacy was also encouraged. These technological trajectories
supported learning as a core organizational value, as the World OD Alliance founding had
proposed.
Economic development supported the goal of organizations and countries to grow and
operate effectively guided by the principles of cultural diversity and sustainability. It specifically
recognized the importance of profit, productivity, and growth at all levels. Technological
innovations were deployed to create effective organizations, productive countries, and a robust
global economy. A variety of policy and tax incentive changes were needed to support the
14. 14
technological investments, to look carefully at the distribution of wealth (specifically the gap
between the haves and the have nots), to pursue growth not at the expense of cultural diversity
but because of it, and to promote business models that examine the return on living capital.
Ecological sustainability supported the goal of living within the environment’s ability to
support life over the long run and contribute to diversity and growth. It was a link pin value in the
responsible progress doctrine and suggested that business strategies built around the productive use of
natural resources could solve environmental problems at a profit (Lovins, Lovins, and Hawkens,
1999). These frameworks began with a simple premise: The economic models based on growth that
were current in the early 2000’s could not reconcile the increasing demand for finite and fundamental
natural resources with the decreasing supply of those resources. Recognizing and addressing this
incompatibility as part of the responsible progress doctrine created a larger number of available and
socially acceptable solutions (Natrass and Altomare, 1999).
Cultural diversity supported the goal of human and cultural dignity and its key role in
innovation and long-term adaptability. The models of globalization that emerged in the late
1900s consciously or unconsciously sought predictability and control over operations through
standardization. Standardized operating procedures and technological platforms were not
optimized within cultural norms that varied across global subsidiaries. Adopting a standard
culture was preferred and encouraged in a variety of subtle and gross ways as a result. Although
cultural diversity was important in its own right, it clearly supported other elements of the
responsible progress doctrine. For example, cultural diversity was and is a real source of
creativity and innovation. The cultural diversity principle raised into saliency what had been
happening unconsciously and asked decisions makers to commit to the health of the long-term
source of growth, development, and innovation.
15. 15
The responsible progress doctrine reflected an updated view of industrial-organization
economics (Scherer, 1980). An economic system’s performance traditionally had been judged by the
extent to which (1) scarce resources were efficiently used to maximize real income, (2) a broader and
higher quality set of goods and services were produced over time, (3) employment was being
maximized, and (4) outputs and outcomes were distributed such that people's needs were being met
and productive effort rewarded. However, market conditions that evolved in the late 1900s warped
those criteria. Globalization was less about economic equality than it was about standardization and
the dominance of a certain view of capitalism. The globalization that resulted maximized short-term
profitability at the expense of long-term viability, unintentionally homogenized national cultures, and
failed to account for the ecology in its calculation of profits and return (Korten, 1995; The
International Forum on Globalization, 2002; Lovins, Lovins, and Hawken, 1999).
The elaboration, discussion, and implementation of the responsible progress doctrine gave OD
a voice in shaping and influencing significant social and organizational change. Because it embraced
and integrated the traditional and pragmatic voices and leveraged the strengths of alliance partners and
members, OD was not marginalized as it was during the reengineering, downsizing, and total quality
management crazes.
INSERT NAME concluded his recounting of OD’s rejuvenation by noting that members
of the OD community around the world began adapting and promulgating the responsible
progress doctrine in publications, conversations, and practice. The field began shaping
organizational strategies, structures, and processes both internally and externally according to the
policies of responsible progress. The changes were imperceptible at first and began occurring
with faster momentum as time went on. The World OD Alliance sponsored large multi-
governmental, multi-organizational, and multi-country conferences on cultural contributions to
16. 16
innovation, alternative energy integration, government-business coordination, sustainability,
network structures, and other transorganizational problems in line with the responsibility
doctrine (Cummings, 1984; Huxham, 2004). OD practitioners were called on with increasing
frequency and at higher and higher levels of influence to facilitate changes. These changes were
intended to move globalization in a valued direction where more and more people became
involved and benefited from diversity, innovation, development, and sustainability.
SUMMARY AND CONCLUSIONS
Returning to the present, this chapter presented a vision of the future and OD’s role in it.
Obviously we believe the future of OD is very bright. But a bright future for OD does not mean
the field is now a coherent and singular voice for responsible progress and the organization
changes that will be necessary. OD is currently fragmented and the voices in the field have
strong beliefs about how the field should evolve. A bright future for OD does not mean it is now
a vibrant community of practitioners and researchers developing new interventions and exploring
the impact of the work. Our understanding of the relationship between change and organization
effectiveness remains primitive. The task of conveying its credibility will not be easy. A bright
future for OD does not mean it is now growing. Depending on how the field is defined, its
reputation is quite weak and the trajectory of the field’s development is not clear.
But dedicated members of the field do not view these challenges as reasons to give up or
give in. The world is changing in positive and horrific ways, and OD practitioners believe that
they have the knowledge and the skill to influence the trajectory of change. That is their passion
and their calling. There is, in fact, considerable common ground among the voices within OD, and
the emergence of a more integrated view of the field is not a pipe dream. For example, the traditional,
17. 17
pragmatic, and academic voices agree that applying behavioral science to organizations can improve
effectiveness and increase member satisfaction. The traditional and pragmatic voices believe that
knowledge and skill should be transferred to a client system, and all three voices believe that a body of
theory and practice underlie the process of change in organizations. The trends in the economic,
social, political, and technological environment, and trends within OD itself all contain the seeds
of an integrative and influential force that is capable of shaping the positive future of our world.
18. 18
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Footnotes
1
The stage for examining OD’s future is set by describing one decidedly positive future. Other
scenarios are certainly possible, and good practice supports the articulation of several alternative
scenarios (Porter, 1985; Klein and Linneman, 1981; Wack, 1985). However, our approach was
to generate a positive and integrative scenario. Any view of what’s positive is biased, and every
effort will be made to be transparent about the choices made. The scenario draws from likely
economic, social, technical, cultural, and organizational trends (Cummings and Worley, 2005),
other views of the future (Murrell, 2003; International Forum on Globalization, 2002), and a
variety of alternative future scenarios found on the Internet
(e.g., www.gsg.org/scenario_descriptions.html, http://mars3.gps.caltech.edu/whichworld/explore
/scenarios_top.html, and http://www.futurestudies.co.uk/predictions/083.pdf all accessed in
October, 2004). The scenario includes appropriate citations of research published to date.
However, citing work not yet written is a difficult task and we chose not to try. The authors
apologize to future contributors to this effort not accorded the proper attribution for their work to
come.