OD Academicians Panel powerpoint slide v5 fi

OD Academicians PanelPresenters : 

OD Academicians PanelPresenters Larry M. Starr, PhD, Director, Organizational Dynamics Graduate Studies School of Arts and Sciences, University of Pennsylvania. David Jamieson, PhD, Practicum Director, American Univ/NTL MSOD Program, Peter Sorensen PhD., Professor and Director, Organization Development, Benedictine University Brent Ruben, PhD, Distinguished Professor, Executive Director Center for Organizational Development and Leadership, Rutgers Univ

OD Academicians PanelFacilitators : 

OD Academicians PanelFacilitators NJOD Education Committee Facilitators: Dr. Lucille Maddalena, Maddalena Transitions Management David Brinkerhoff, Abbott-SmithPartners

OD Academicians PanelTopic : 

OD Academicians PanelTopic What are the most significant aspects of organization change and transformation for today’s organizations? • What are you hearing from your business partners that indicate to you where organizations need to change to become competitive and move ahead? • How are organizations transferring knowledge gained into what they are acting upon daily? • What is the research and academic world telling us to be aware of? • How will the role of leaders and the shape of organizations continue to change

Dr. Brent Ruben, Rutgers University : 

Dr. Brent Ruben, Rutgers University --Brent Ruben, Ph.D., is Distinguished Professor of communication, executive director of the Center for Organizational Development and Leadership, and a member of the faculty of the Graduate School of Education at Rutgers University. Dr. Ruben conducts research, teaches, publishes, and provides professional consultation nationally and internationally in the areas of communication and higher education leadership, assessment, planning and change. He is author of more than 40 books and 200 book chapters and articles. The most recent publications include: A Guide to Excellence in Higher Education: An Integrated Approach to Assessment, Planning, and Improvement in Colleges and Universities; Understanding, Planning and Leading Organizational Change, What Leaders Need to Know and Do: A Leadership Competencies Scorecard.

What are the most significant aspects of organization change and transformation for today’s organizations? : 

What are the most significant aspects of organization change and transformation for today’s organizations? Dr. Ruben’s Topic:What is the research and academic world telling us to be aware of? Given our current economic challenges, these may be the worst, but also the best, of times for OD and OD practitioners. From our perspective, some of the most significant challenges and opportunities are: Articulating the value, necessity and return on investment of OD Providing crisp and strategically-focused support for planning. Assessing current organizational strengths and vulnerabilities Providing expertise and technical support for understanding, planning and managing change. Helping to guide sense-making and sense-giving activities within our organizations.

Dr. Larry StarrUniversity of Pennsylvania : 

Dr. Larry StarrUniversity of Pennsylvania Biography 2002 – present: Director/Chair, Organizational Dynamics Graduate Studies, University of Pennsylvania. 2001-2002: Director/Creator, Organizational Development and Leadership program, Philadelphia College of Osteopathic Medicine; 1984-2001: Adjunct Professor, Human Organization Science; Psychology; Political Science, Villanova University; 1976 – 2002: President, Oxygenics; Director, Medical Education, Research & Development, SOS International; Oxygen Therapy Institute; Complient Corp. Also: BA, MS, PhD (Psychology x 3); Radio, TV, Film, Theatre; Married, one D and one D; Born and grew up in Toronto.

University of Pennsylvania : 

University of Pennsylvania Organizational Dynamics at Penn Established in 1977; based in the Graduate Division, School of Arts & Sciences Approximately 400 working adult students (average student age is 40 years); 50 faculty and scholars drawn from 17 domains and 6 Penn Schools; MS and MPhil degrees; (85%) part-time (3-5 years) and (15%) full-time (2 years), mostly international students 6 integrated concentrations of which one is Organization Development and Change; students integrate their studies with project management, organizational coaching, leadership, global studies, and sustainable development studies Each student has an individually design curriculum based on entering qualifications and competencies, and expectations/needs for exiting applications.

Integrated Concentration Themes : 

Integrated Concentration Themes

What are the most significant aspects of organization change and transformation for today’s organizations? : 

What are the most significant aspects of organization change and transformation for today’s organizations? How are organizations transferring knowledge gained into what they are acting upon daily? 1. What kinds of knowledge are gained/used? Explicit knowledge is easy to define: “Know-what” (facts, techniques, strategies); “Know-why” (models/theories/science); “Know-who” (social networks) Tacit knowledge is difficult to define: “Know-how” (processes, cultures, based on individual/group/institutional learning) Changing knowledge from tacit to explicit is difficult

What are the most significant aspects of organization change and transformation for today’s organizations? : 

What are the most significant aspects of organization change and transformation for today’s organizations? 2. How are knowledge/use transfers occurring? “Know-what” (facts, techniques, strategies): Guided or self-initiated use from information channels, consultants, academy “Know-why” (models/theories/science): Rare; incomplete evidence; lack of time; poor guidance; train vs educate “Know-who” (social networks): Guided IT, social computing communities, open source, wiki, blogs “Know-how” (processes, cultures, based on individual/group/institutional learning): Poorly understood – checklist mentality – yet trying to move to safety culture; coaching culture; leadership culture

Dr. Peter Sorensenand Dr. Therese YaegerBenedictine University : 

Dr. Peter Sorensenand Dr. Therese YaegerBenedictine University PETER F. SORENSEN, JR., Ph.D.  Peter F. Sorensen, Jr., PhD, is Professor and Director of the Ph.D. program in Organization Development and the M.S. program in Management and Organizational Behavior at Benedictine University. He was instrumental in developing one of the first Masters Level programs in OD in 1967, and one of the first Ph.D. programs in OD in 1996. He has authored more than 200 articles and books, and was Guest Editor of a double issue of the O.D. Practitioner on Appreciative Inquiry. He has been Chair of the OD&C Division of the Academy of Management. He was an invited, distinguished scholar to the first AoM Conference on Global Change. In 1993, he received the “Outstanding OD Consultant of the Year Award” from the OD Institute., and in 2009 he received the Distinguished Educator of the Year Award from the Southwest Academy of Management.  THERESE F. YAEGER, Ph.D. Dr. Therese Yaeger is Associate Professor, Benedictine University’s Organization Development (O.D.) and M.S. in Management and Organizational Behavior programs. Recent publications include “Global Organization Development: Managing Unprecedented Change” with Sorensen and Head (2006); “Strategic Organization Development” with Sorensen. She has been Editorial Associate of the O.D. Journal, a Guest Editor of the OD Practitioner, Editorial Board Member of Journal of Management Inquiry, and RSDG (France), and OD Network’s OD Practitioner. Yaeger is PDW-Program Chair of Management Consulting of the National Academy of Management. She currently is President of the Midwest Academy of Management. In 2010, she received the Distinguished Educator of the Year Award from the Southwest Academy of Management.

Benedictine University : 

Benedictine University Decades of Dedication to OD: 45 yrs of graduate education in OD 35 yrs of lecture series 25 yrs at Benedictine University 15 yrs of PhD in Organization Development 5 yrs at multiple sites Traditional, Accelerated, Certificates, Masters, PhD

What are the most significant aspects of organization change and transformation for today’s organizations? : 

What are the most significant aspects of organization change and transformation for today’s organizations? Dr. Sorensen and Dr. Yaeger’s Topic: What are you hearing from your business partners that indicate to you where organizations need to change to become competitive and move ahead?

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … : 

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … Question 1: How do we cope with accelerated change? Organization structure Organization process

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … : 

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … Question 2: How do we change our culture? Creation of high performance organization Example: SAS, Abbott Labs, Health Care Metrics Process

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … : 

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … Question 3: How do we accelerate change? Get everyone on board Large Group Interventions Axelrod, Dannemiller, AI Summit

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … : 

Sorensen & Yaeger, Benedictine:Comments from our Business Partners … Question 4: How do we prepare for global activities? Conceptual model Bridging corporate strategy with local implementation Knowledge of the role of national culture values and OD

Dr. David JamiesonAmerican/NTL/Pepperdine : 

Dr. David JamiesonAmerican/NTL/Pepperdine --David Jamieson, Ph.D., is President of the Jamieson Consulting Group, Inc., consulting to organizations on leadership, change, strategy, design, and human resource issues. Concurrently he is an Adjunct Professor in the Master of Science in Organization Development Program, American University/NTL and was instrumental in setting up the Doctoral program at Pepperdine as well as served as co-director of their MSOD for many years. Dave is Past National President of the ASTD and Past Chair of two Committees of the Academy of Management. He has co-authored Managing Workforce 2000: Gaining the Diversity Advantage and The Facilitator’s Fieldbook, 2nd Edition. He is an Editor for Practicing OD, the Journal of Management Inquiry and serves on the Editorial Boards for the Journal of Organization Change Management and The Organization Development Practitioner.

American/NTL & Pepperdine University : 

American/NTL & Pepperdine University AU/NTL MSOD combines the best of experiential education with the theoretical foundations from the behavioral sciences, for working professionals. Students join a cohort, meet on weekends, over two years, including 2 week-long international and Bethel residencies and learn from leading scholar-practitioners. AU/NTL alumni are distinguished by their ability to work with the human element within organizations facing rapid change. AU/NTL uniquely focuses on use of self, experiential learning, diversity, group methods and in-depth practice applications. Pepperdine MSOD, designed for the experienced professional, prepares leaders in the art and science of managing strategic change, through both personal and professional development. It has earned an international reputation as the only graduate OD program in the world that spends more than 30 percent of class time in international locations, with 3, 8-day international sessions, including work directly with local managers in real settings on real issues. It is delivered as a two-year, cohort-based program, with four, intensive residential sessions per year.

What are the most significant aspects of organization change and transformation for today’s organizations? : 

What are the most significant aspects of organization change and transformation for today’s organizations? Dr. Jamieson’s Topic:How will the role of leaders and the shape of organizations continue to change?

How will the role of leaders and the shape of organizations continue to change? : 

How will the role of leaders and the shape of organizations continue to change? Some Key Changes in the Role of Leaders: Increasing demands to work in networks of stakeholders; stressing influence, relationships and collaboration Less ability to coerce or command desired behavior; stressing vision, engagement, commitment and influence Greater varieties of workforce diversity; stressing competence with differences, integration across diversities and leveraging talents Global scope & reach; stressing cultural competence, flexibility and inquiry

How will the role of leaders and the shape of organizations continue to change? : 

How will the role of leaders and the shape of organizations continue to change? Key Changes in the Shape of Organizations: Greater flexibility and adaptability, leading to routine changes in configurations, roles, methods, relationships Greater use of virtual arrangements and communications to organize and conduct projects and business Speed of environmental changes is driving flatter structures with more information and decision-making closer to the action The need for more inter-organization relations creates the use of networks and loosely-connected arrangements

Slide 23: 

“Every organization is perfectly designed to achieve the results it achieves.”   David Hanna

Questions and Answer Session : 

Questions and Answer Session What are the most significant aspects of organization change and transformation for today’s organizations?