DIALOGIC ORGANIZATION DEVELOPMENT 1. INOC-Meeting, May 29-30, 2015 in Wiesloch, Germany MICHAEL ROEHRIG

Transcription

1 DIALOGIC ORGANIZATION DEVELOPMENT 1. INOC-Meeting, May 29-30, 2015 in Wiesoch, Germany

2 ORGANIZATION DEVELOPMENT RELOADED 1. Some usefu Frameworks about Leading / Enabing Change 2. Diaogic Organization Deveopment: A New Generative Image 3. Ampifying Change: Organizing for Panned Emergence

3 A DEVELOPMENT FRAMEWORK 1 PERFORMANCE CAPABILITIES Strategy Structure Processes Toos What? JOINT INSPIRATION Purpose Function Reason for Being Why? Michae Roehrig, 2012 NOWNESS Mindfuness Transparency Rea-time Feedback What matters Now? PREFERED FUTURE Joint Vision Desired Future Strategic Advantage What for? CULTURAL CAPABILITIES Identity Vaues Behaviora Patterns Skis How?

4 CONTEXT AWARENESS IN DECISION MAKING 1 Different contexts require different patterns of decision making and acting Most change contexts today are compex The decision ogic for compex situations is: Probe, Sense, Respond Traditiona decision making, based on anaysis and resuts hardy works in these situations COMPLICATED Sense Anayze Respond GOOD PRACTICE Sense Categorize Respond Disorder COMPLEX Probe Sense Respond EMERGENT Act Sense Respond Source: modified from Snowden/Boone: A Leader s Framework for Decision Making, 2007 BEST PRACTICE OBVIOUS NOVEL CHAOTIC

5 TWO PARADIGMS OF ORGANIZATIONAL CHANGE 1 Programmatic / Diagnostic Emergent / Diaogic Michae Roehrig, 2012 Unfreeze Move - Refreeze (Lewin) Linear thinking Top-down approach Cosing gaps Hierarchy, contro Rationa, technica topics Te, Se, achieve Buy-in Deaing with resistance Project organization, nominations Detaied panning: roadmap and miestones Which resuts wi our measures produce? Deiverabes Controing, Audits and Data Learning from Experience Consutant as expert and executor Freeze Adapt - Unfreeze (Rowand) Systemic Thinking Can start anywhere in the system unfoding potentia Infuence and snowba effect Socia, poitica, psycho-dynamic topics Co-create, embody the new Different quaities / energies in the system Networks, communities, forums, diaogue circes Big picture and next step(s) Which effect wi our activities have? Inspired action, probes and prototypes Change in mindset and reations Learning from the emerging future Consutant as faciitator and refection partner

6 APPROACHES TO LEADING CHANGE 1 PRE-DEFINED Competency Buiding Learning Architectures Diaogue Patforms I trust my peope to sove things with us CO-CREATED Te/Se Ro-Outs MASTER- FUL Sef organized Few hard rues DIRECTIVE EMERGENT I can manage change SELF- ASSEMBLY I can ony create the conditions for change to happen Initiatives Programs, Too Kits Source: adapted from Transcend Consutancy 2010 Launch enough and something wi stick

7 U-PROCESS AND LEVELS OF LISTENING 1 LISTENING 1 From habits LISTENING 2 From outside LISTENING 3 From within LISTENING 4 From source Downoading Habits of judgment Factua Noticing differences Empathic Emotiona connection Source: adapted from Otto Scharmer, 2015 Generative From the future wanting to emerge Voice of judgment Open mind Voice of cynicism Open heart Voice of fear Open wi Reconfirming od habits and judgments Disconfirming (new) data Seeing through another person s eyes Connecting to an emerging future whoe: Shift in identity and sef

8 EXAMPLES OF DIALOGIC INTERVENTIONS 2 1. Art of Convening (Nea and Nea) 2. Art of Hosting (artofhosting.org) 3. Appreciative Inquiry (Cooperrider) 4. Charettes (Lennertz) 5. Community Learning (Futon) 6. Compex Responsive Processes (Stacey, Shaw) 7. Conference Mode (Axerod) 8. Coordinated Management of Meaning (Pearce & Cronen) 9. Cyce of Resoution (Levine) 10. Dynamic Faciitation (Rough) 11. Engaging Emergence (Homan) 12. Future Search (Weisbord) 13. Intergroup Diaogue (Nagada, Gurin) 14. Moments of Impact (Erte & Soomon) 15. Narrative Mediation (Winsade & Monk) 16. Open Space Technoogy (Owen) 17. Organizationa Learning Conversations (Bushe) 18. Participative Design (M. Emery) 19. Peer Spirit Circes (Badwin) Source: Bushe & Marshak, Poarity Management (Johnson) 21. Preferred Futuring (Lippitt) 22. REAL Mode (Wassermann & Gaegos) 23. Rea Time Strategic Change (Jacobs) 24. Refexive Inquiry (Oiver) 25. Re-Description (Storch) 26. Search Conference (Emery & Emery) 27. Six Conversations (Bock) 28. SOAR (Stavros) 29. Socia Labs (Hassan) 30. Soution Focused Diaogue (Jackson & McKergow) 31. Sustained Diaogue (Saunders) 32. Syntegration (Beer) 33. Systemic Sustainabiity (Amadeo & Cox) 34. Taking stick (pre-industria) 35. Technoogy of Participation (Spencer) 36. Theory U (Scharmer) 37. Visua Exporer (Paus & Horth) 38. Whoe Scae Change (Dannemier) 39. Work Out (Ashkenas) 40. Word Café (Brown & Issacs)

9 COMMON THEMES IN DIALOGIC ORGANIZATION DEVELOPMENT 2 Bushe & Marshak propose the foowing common change processes that the Diaogic OD mindset is particuary attuned to, and that the successfu Diaogic OD consutant wi knowingy or intuitivey mix and match a variety of methods in order to maximize the ikeihood that one or a wi be present: 1. A Disruption in the Ongoing Socia Construction of Reaity is stimuated or engaged in a way that eads to a more compex Reorganization. 2. A Generative Image is introduced or surfaces that provides new and compeing aternatives for thinking and acting. A generative image is a combination of words, pictures, or other symboic media that provide new ways of thinking about socia and organizationa reaity. 3. A Change to one or more Core Narratives takes pace. The diaogic mindset assumes that transformationa change is not possibe without the emergence of new, sociay-agreedupon narratives that expain and support the new reaity and possibiities, endorsed by those presenty or historicay in power and authority. Source: modified from Bushe & Marshak, 2015

10 ENABLING EMERGENCE 2 Unfoding Change: A disturbance, a disruption interrupts the current patterns of organizing The system differentiates, new ideas and distinctions emerge New sense making and coherence emerges in the interaction of the system eements, encompassing a higher eve of compexity Source: adapted from Homan, 2013 Iustration by Steven Wright

11 Source: Bushe & Marshak, 2015 DIAGNOSTIC AND DIALOGIC MINDSETS (IDEAL TYPES) 2 Ontoogy Diagnostic OD Positivism, objective reaity Diaogic OD Interpretive, constructionist socia reaity Organizations are Open systems Diaogic networks Emphasis on Behavior and resuts Discourse and generativity Change is Panned, episodic, more deveopmenta Emergent, continuous and iterative, more transformationa Consutants Stay apart at the margins, partner with Are immersed with, part of Change Processes Hierarchica, start at top, work down Heterarchica, start anywhere, spread out

12 PREMISES OF DIALOGIC OD 2 1. Reaity and reationships are sociay constructed. 2. Organizations are meaning-making systems and continuousy seforganizing. 3. Language, broady defined, matters and creating Change requires changing conversations. 4. Participative inquiry and engagement to increase differentiation before seeking coherence. 5. Transformationa change is more emergent than panned. 6. Consutants are a not apart but a part of the process. Source: Schwendenwein, modified from Bushe & Marshak, 2015

13 Roehrig, modified from Bushe, 2013 SOME TOUCHPOINTS OF DIALOGIC OD 2 Nurture mindfunes s & sefobservation WHAT AND HOW WE THINK Instigate productive Irritation A Generative Image Hep embed new eements in the system ELEMENTS OF STRUCTURE & ENACTED CULTURE DECISIONS & ACTIONS Increase differentiation Make menta modes transparent SHARED ASSUMPTIONS & SENSE- MAKING Identify new actions that ead to new resuts

14 AMPLIFYING CHANGE ORGANIZING FOR PLANNED EMERGENCE MODEL 3 NURTURE Encourage sma scae initiatives and experimentation (exporative, entrepreneuria) Encourage/ensure invovement of key stakehoders Identify what works Ampify what works Engage different energies and quaities in the system Check Aignment of new soutions with strategy and cuture Instigate strategic diaogue Create a frame and a spirit of inquiry Estabish strategic agenda and guiding questions Give permission and encouragement to expore INSPIRE Michae Roehrig, 2014 Adapt structures and processes to support the New Identify essons earnt for ongoing change Pubicy appreciate and vaue successes EMBED

15 IMPLICATIONS What resonates in you? Agreement? Doubts? News? Empathy? Generative seeds? What quaities of eadership in organizations woud this approach require? How woud we arrange change processes? What woud be different? How can we ensure broad invovement and engagement? Which organizationa design, which governance is needed if change is the new norma? How can Coaching hep in this?

16 REFERENCES Bushe, Gervase R. & Marshak; Robert J.: Diaogic Organization Deveopment - The Theory and Practice of Transformationa Change, 2015 Bushe, Gervase R. & Marshak; Robert J.: Diaogic Organization Deveopment in: Jones, B. & Brazze, M. (eds): The NTL Handbook of Organization Deveopment, 2nd Ed., 2013 Forchhammer, Lorenz S. & Straub, Water: Verändern Change Praxis für Entscheider und Führungskräfte, 2013 (Unternehmensentwickung im Korridor) Homan, Peggy: A Ca to Engage in: OD Practitioner, Winter 2013, Vo. 45, No. 1 Rowand, Deborah & Higgs, Macom: Sustaining Change Leadership that Works, 2008 Scharmer, C. Otto & Käufer, Katrin: Leading from the Emerging Future From Ego-System to Eco-System Economies, 2013 Scharmer, C. Otto: Theory U Leading from the Future as it Emerges, 2009 Snowden, D. & Boone, M.: A Leader s Framework for Decision Making, in: Harvard Business Review, November 2007 Get in touch: (website currenty avaiabe in German)