Organizational development (OD) is the process of improving organizations by increasing organizational and employee effectiveness. OD addresses issues like micromanaging, role ambiguity, and low morale. It does this through interventions like change management, executive development, and leadership development. The Waterline Model is used as a diagnostic tool to address issues at the intrapersonal, interpersonal, group, and task/structure levels. Metrics are needed to determine if OD efforts have been successful, but change can be difficult.

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Organizational Development
A teeny tiny glimpse...

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Team Through a Hoop

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Objectives
• Demonstrate how OD affects us
personally, regardless of our position in
an organization
• Demonstrate the issues facing
organizations

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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
• E Q
• Wrap-up & Additional Resources

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What is OD?
Organizational Development is the
process of improving organizations
by increasing organizational and/or
employee effectiveness.

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

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Performanc
e Gaps
Micromanaging
Role
Ambiguity
Infighting
Conflict
Low Morale
Biz
Growing
Pains
Diversity
Issues
Grooming
Future
Leaders
Skill Building
What Issues Can OD Address?
Decisions
Don’t
Stick
High Turnover
Lack of
Mission/Vision
Ineffective
Norms/Patterns

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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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The Waterline Model*
Task
Maintenance
Structure
(Roles & Goals)
Group
(Dynamics and Development)
Interpersonal
(Between 2 People)
Intrapersonal
(Within an individual)
X X X X
*Adapted from Harrison, R. (1979) The Waterline Model: A
Diagnostic Intervention Model for Managing/Leading
Groups.

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Secret Sauce for Success?
• Sponsorship
• Systemic Thinking
• Expecting and Addressing Resistance
• Balancing Task and Maintenance
• Addressing 3 Factors

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The Rub
• Metrics- How do we know we have
succeeded?
• Change- even change for the better-is
hard.

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Helium Stick

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Emotional Intelligence
Self Awareness Self Management
Social
Awareness
Relationship
Management
Personal
Competence
Social
Competence
What I see What I do

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1. Public
4. Unknown3. Hidden
2. Blind
Known to Self Unknown to Self
Known to Others
Unknown to Others
Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics.
Palo Alto, CA: National Press Books.
We can only access this by
receiving feedback from others
Johari’s Window

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Review

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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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Behavioral Patterns
Under-perform
Micromanage Lack of follow-through
Distrust
Trust
Accountability

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Conviction/Connection Model
ConnectionConviction
Enmeshed
Disengaged
Avoidance
Rigid - Inflexible
Over-accommodating

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Triangulation
*Based on the work of Murray Bowen
You Them
3rd Party

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Communication Breakdown
Visuals
55%
Words
7%
Vocals
38%
Visuals
Vocals
Words
*Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton.

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The Interpersonal Gap Model*
A’s private
intentions
A’s
observable
actions
B’s private
interpretation
s
*Based on the work of
John Wallen, PhD.
Pass through
filters and are
transformed
Into…
Pass through
filters and are
transformed
Into…

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Age Birth Order
Gender
Marital Status
Religion
Organizational
Role
EducationWork
Background
Income
Family Norms
What are YOUR filters?
Ethnicity
Physical
Abilities
Values
Sexual
Orientation