c/o Peter Norlin, Treasurer
9511 Rolling Greens Drive
Phone: +1 (734)878-2900
Introducing a new, personal path to professional development for OD practitioners
Peter F. Norlin - USA
When you hear the word “supervisor,” you might first imagine a person responsible for driving performance in the workplace. Someone accountable for directing and evaluating other peoples’ work. That, of course, is one legitimate definition of the role. Below, however, we’ll be viewing supervision through another lens, defining it as a role with a different purpose: sharpening professional competence. And I’ll be inviting you to consider how a different type of supervision, professional supervision, could help you move toward mastery as an OD practitioner.
Sustainable Money System
Stef Kuypers - Belgium
14 September 2018, the IODA 2018 world conference in Istanbul, Turkey. A group of people gather in the a meeting room in the basement of Denizbank. The title of the workshop is called ‘Man Made Money’ and together they are about to explore the effects of a monetary system on our behaviour and society.
Money, our political leaders lose sleep over it, and the chances are that you, as an OD consultant, do as well sometimes. After all, money is the blood of your business and the economy at large. Where it flows, it creates abundance; where it is scarce, struggle and decay follows, just like organs dying when starved of blood.
Structure, dialogue and change
Nomvula Dlamini - South Africa
My experiences of the last two years working with organisations have highlighted the importance of consciously managing the tension between structure and form.
Every structure is temporary. In any organisational system, the tension betweenstructure and form needs to be managed creatively and in a developmental fashion. Whilst structure informs the prescription of functional form, the latter can hinder the emergence of meaningful structure, i.e., creating alignment of values, core processes, activities, and outcomes. A good, effective structure is the relational spaces held in ways that facilitate discontinuous innovation, i.e., integrating new experiences, shifting attitudes, paradigms and perspectives. The opposite of discontinuous innovation is reacting to change; a posture that puts one in a position that is always too late for efficient/effective change management.
CO-CREATING SOCIAL ENVIRONMENTS FOR CURIOSITY AND LEARNING
Radhika Subramanian and Megha Don Bosco - India
Can we design just for curiosity? Curiosity drives people to know more, learn and actively participate in the system. Here is our recent experience with launching a mentoring program at Akamai Technologies – India and how we addressed the curiosity question.
EMAIL EXCHANGE WITH DR. EDGAR SCHEIN ON 'HUMBLE CONSULTING'
Fer van den Boomen - The Netherlands
‘If we have to be humble in our consulting; what happens to our pride?’ one of the participants asked Dr. Edgar Schein at the IODA conference in Mysore, India.
ERP PROJECT WITH AN HUMAN FACE
Krisztina Medgyesi and Beata Kisszőlősi Szánthó - Hungary
Magyar Telekom changed its SAP system for an internationally optimized Enterprise Resource Planning (ERP) system. This project, named One.Erp, become widely accepted and even popular within Magyar Telekom. How did the change management of this implementation become a best practice within the company?
Organizational Change and the Manager's Role: Changing the Chart + Changing the Heart
John J. Scherer and Amy Barnes
The Chart / Heart Challenge When we work with leaders in changing their organisations, we tell them, ‘There are two things that need to happen in this process: ‘changing the chart and changing the heart’. This is to remind them that changing the chart is relatively easy—get a few smart people in a room with...
The power of emergent and generative metaphors: reflections on dialogic work within a South African organisation
Aiden Choles The Narrative Lab, Johannesburg, South Africa In a recent participatory narrative inquiry (PNI) on organisational culture, employees of a manufacturing facility used spatially orientated metaphors (up-down, top-bottom) to describe the issues in their organisation. Management was spoken of as ‘up there’ in the office block, while factory floor staff referenced themselves as...