Learning Organizations Organizational Transformation

1. Learning Organizations & Organizational Transformation Sharon Glazer, Ph.D.

2. Preparing for Next Week & Yavneh WS graduates to speak on WS Prep for Sim. 9.1 Discuss written presentation of Yavneh results

3. Effective Teams Informal atmosphere Clear purpose; tasks understood and accepted Task-relevant discussions; good listening Participation: free expression of ideas & feelings Open communication Civilized disagreement/conflict around ideas Self-assessing Consensus decision-making Shared leadership Clear roles and work assignments

4. Team Building Activities Activities related to one or more individuals Activities oriented to the group�s operations and behaviors Task accomplishments Team relationships Organization processes Activities affecting the group�s relationship with the rest of the organization

5. Types of Teams Groups reporting to the same manager Groups involving people with common goals Temporary groups formed to accomplish a specific, one-time task Groups consisting of people whose work roles are interdependent Groups with no formal links but whose collective purpose requires coordination All teams are groups, not all groups are teams.

6. Types of Team Building Family group diagnostic meeting A set of activities designed to understand the current structure, process, and effectiveness of the team Family group team-building meeting A set of activities designed to address and improve a specific aspect of team functioning

7. Groupthink Exercise

8. Roles Role Analysis Technique Role Negotiation (Go to Word Example)

9. Comprehensive OD Interventions

10. Large Group Interventions Future Search Conference (Weisbord) Open-Space Meeting (Owen) Open System Planning (Beckhard) Confrontation Meeting (Beckhard) Real-Time Strategic Change (Jacobs) The Conference Model (Axelrod)

11. Future Search Conferences 4-6 committee members plan ~50-60 reps of whole system/~10 groups (Environmental Appreciation) Changes; Probable future **System Analysis: Self, company, society History (patterns and meaning) Present (ext. & int. factors shaping future) Future *Integration of system and environment Constraints Strategies & action plans

12. Large-Group Meeting Assumptions Organization members� perceptions play a major role in environmental relations. Organization members must share a common view of the environment to permit coordinated action toward it. Organization members� perceptions must accurately reflect the condition of the environment if organizational responses are to be effective. Organizations cannot only adapt to their environment but also proactively create it.

13. Large-Group Method Application Stages Preparing for the large-group meeting Identify compelling meeting theme Select appropriate stakeholders to participate Develop relevant tasks to address meeting theme Conducting the meeting Open Space Methods Open Systems Methods Following up on the meeting outcomes

14. Open Space Methods Set the conditions for self-organizing Announce the theme of the session Establish norms for the meetings Volunteers create the agenda Coordinate activity through information postings

15. Open Systems Methods Map the current environment facing the org. Assess org�s responses to environ. expectations. Identify the core mission of the organization. Create a realistic future scenario of environmental expectations and organization responses. Create an ideal future scenario of environmental expectations and organization responses. Compare the present with the ideal future & prepare an action plan for reducing discrepancy.

16. Confrontation Meeting 1-day meeting cross-section of management; high cohesion and trust Step 1: Climate setting � Goals, ground rules Step 2: Data gathering � heterogeneous group of 6-8 people (bosses and subordinates separate) Step 3: Information sharing Step 4: Prioritizing & Action Planning (regroup by functional team) Step 5: Follow-up by top management Step 6: Progress Review

17. Grid OD- A Normative Model Organization-level approach that advocates a �one best way� to develop organizations Built on research exploring organization effectiveness Cornerstone of the model is a belief that the best managerial style emphasizes both a �concern for people� and a �concern for task/production� 5-10 years to implement Improved performance; reduced costs; managers rated more highly

18. Grid OD program Prephase 1: select managers who will become instructors Phase 1: Grid Seminar to all managers of the org; self-awareness (mgrl style, p-s, comm. skills) Phase 2: Teamwork development: analyze team culture Phase 3: Intergroup development: analysis of ideal intergroup relationships and share Phase 4: Developing Ideal strategic corporate model: Defining excellence at the top Phase 5: Implementing Ideal Strategic model Phase 6: Systematic Critique: Measure results

19. Real Time Strategic Change 3-day large-group event New strategic direction Leadership team developed draft strategy Leadership team receives feedback Key ingredients: Identify/clarify important issues Agree on purpose of change effort Who needs to be involved Influence over strategy development Info. needed to do quality work Processes for supporting real-time strat. changes

20. Stream Analysis Based on Porras & Robertson model: Social factors Technology Physical setting Organizing arrangements Actions are OD interventions directed at solving core problems Changes in the above lead to beh. changes & org. improvements

21. Survey Feedback Step 1: Top mgmt involved in planning Step 2: data collected from all members Step 3: Data fed back to top execs and then down through the hierarchy (�interlocking chain of conferences�) Step 4: recipients of feedback (a) interpret results, (b) plan constructive changes (c) plan how to introduce results to next lower level

22. Effective Feedback Session Accept data as valid Accept responsibility for problems identified Commit to solving problems

23. Cultural Analysis