3. Objectives
• Demonstrate how OD affects us
personally, regardless of our position in
an organization
• Demonstrate the issues facing
organizations
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4. Agenda
• Team Through a Hoop
• OD Defined
– Who are the Clients?
– What issues does OD address?
– How are those issues addressed?
•
•
•
•
Waterline Model
Helium Stick
EQ
Wrap-up & Additional Resources
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5. What is OD?
Organizational Development is the
process of improving organizations
by increasing organizational and/or
employee effectiveness.
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6. Who are the Clients?
Board of Directors, CEOs, VPs
During changes in corporate strategy, mission, leadership, technology or
organization structure
Middle Managers
Within specific areas or across functions to identify sources of conflict and
barriers to performance, or help build a broader vision and more effective
leadership
First Line Supervisors
To improve operations and employee involvement, establish high
involvement work teams, improve organizational communication, develop
supervisory training or new reward systems
Line Workers
To facilitate job redesign improved performance, teambuilding or
improvement in the work environment
7. What Issues Can OD Address?
Micromanaging
Grooming
Future
Leaders
Biz
Growing
Pains
Performanc
e Gaps
Ineffective
Norms/Patterns
Decisions
Don’t
Stick
Lack of
Mission/Vision
Conflict
Role
Ambiguity
Diversity
Issues
Skill Building
Low Morale
High Turnover
Infighting
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8. How are Issues Addressed?
Organizational
Effectiveness
Employee
Effectiveness
Change Management
Executive Development
Strategic Planning
3rd Party Conflict Resolution
Group Facilitation
Customer Service Training
Org Restructures
Leadership Development
Sociotechnical Systems
Design
Workforce Diversity
Action Research
Communications Training
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9. The Waterline Model*
X
Task
X
X
X
Maintenance
Structure
(Roles & Goals)
Group
(Dynamics and Development)
*Adapted from Harrison, R. (1979) The Waterline Model: A
Diagnostic Intervention Model for Managing/Leading
Groups.
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Interpersonal
(Between 2 People)
Intrapersonal
(Within an individual)
10. Secret Sauce for Success?
•
•
•
•
•
Sponsorship
Systemic Thinking
Expecting and Addressing Resistance
Balancing Task and Maintenance
Addressing 3 Factors
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11. The Rub
• Metrics- How do we know we have
succeeded?
• Change- even change for the better-is
hard.
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13. Emotional Intelligence
What I see
Personal
Competence
Social
Competence
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What I do
Self Awareness Self Management
Social
Awareness
Relationship
Management
14. Johari’s Window
We can only access this by
receiving feedback fromKnown to Self
others
Unknown to Self
Known to Others
1. Public
2. Blind
Unknown to Others
3. Hidden
4. Unknown
Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics.
Palo Alto, CA: National Press Books.
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16. Additional Resources
• Connor, D. (1992) Managing at the Speed of
Change. New York: Random House Books.
• Goleman, Daniel. (1998) Working with Emotional
Intelligence. New York: Bantam.
• Heen, S., Patton, B., & Stone, D. (1999) Difficult
Conversations. New York: Penguin Books.
• Heifitz, R. & Linsky, M. (1999) Leadership on the
Line. Boston: Havard Business School Press.
• O’Neill, Mary Beth. (2000) Executive Coaching with
Backbone and Heart. San Francisco: Jossey-Bass.
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21. The Interpersonal Gap Model*
Pass through
filters and are
transformed
Into…
A’s private
intentions
A’s
observable
actions
Pass through
filters and are
transformed
Into…
B’s private
interpretation
s
*Based on the work of
John Wallen, PhD.
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22. What are YOUR filters?
Religion
Education
Work
Background
Values
Gender
Income
Age
Sexual
Orientation
Family Norms
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Birth Order
Marital Status
Ethnicity
Physical
Abilities
Organizational
Role
