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Exploring Positive Change Interventions to Enhance the Culture at Kellogg Community College

Exploring Positive Change Interventions to Enhance the Culture at Kellogg Community College. Trish Halder LDR 686 Fall, 2012. Kellogg Community College. “IF A HOUSE IS DIVIDED AGAINST ITSELF,. THAT HOUSE CANNOT STAND.” (Mark 3:25). MY HISTORY WITH KCC. THE PROBLEM.

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Exploring Positive Change Interventions to Enhance the Culture at Kellogg Community College

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  1. Exploring Positive Change Interventions to Enhance the Culture at Kellogg Community College Trish Halder LDR 686 Fall, 2012 Kellogg Community College

  2. “IF A HOUSE IS DIVIDED AGAINST ITSELF, THAT HOUSE CANNOT STAND.” (Mark 3:25)

  3. MY HISTORY WITH KCC

  4. THE PROBLEM The KCC Support Staff Compensation Study revealed distrust of managers by support staff, and a lack of engagement by managers.

  5. ORGANIZATION DEVELOPMENT PROCESS OVERVIEW KCC Hires External Consultant Consultant Enters and Contracts w/KCC Consultant Diagnoses KCC Consultant Collects and Analyzes Data Consultant Feeds Back Results to KCC Consultant Designs Interventions Consultant Evaluates and Institutionalizes Intervention

  6. APPRECIATIVE INQUIRY (AI) (Levy, 2010, p.405) “AI uses the art of asking questions to search for the best in people, organizations, and the world around them.”

  7. THE FOUR PHASES OF AI Affirmative questions are asked; respondents relay positive memories. The vision becomes reality! Imaginations are cut loose! Collective dreams are shaped into structures, processes, and behaviors through design statements.

  8. COACHING (Cummings & Worley, 2009, p.451) “Coaching interventions attempt to improve an individual’s ability to set and meet goals, lead change, improve interpersonal relations, handle conflict, or address style issues.”

  9. THE TWO-FOLD BENEFIT OF COACHING • Develops more effective leaders • Equips leaders to better relate to and develop more effective staff

  10. CONCLUSION “Leaders have the potential to affect organizational culture, but members of the organization hold the power to determine the extent to which that potential is realized.” (Latta, 2009, p.35) IT TAKES EVERYONE

  11. REFERENCES Bible (2009). New international version. Cummings, T. G. & Worley, C. G. (2009). Organization development & change (9th ed.). Mason, OH: South-Western Cengage Learning. Latta, G. F. (2009). A process model of organizational change in cultural context (oc3 model): The impact of organizational culture on leading change. Journal of Leadership & Organizational Studies, 16(1), 19-37. doi:10.1177/1548051809334197 Levy, P. E. (2010). Industrial/organizational psychology: Understanding the workplace (3rd ed.). New York, NY: Worth Publishers.

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