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December 2014

A Note from the President:


This month we are sending copies of the newsletter to non-members and friends of PNODN who have requested to receive e-mail . We encourage you to join us in writing and contributing to the newsletter. Send in news of yourself – your new job, your new promotion, mini case studies that might interest others, short book reviews. If you have recommendations of books, workshops or seminars that you have attended, or other items of interest to our readers. Don’t worry about style or spelling that’s why we have an editor. We welcome your input. If you would like to continue receiving these newsletters please let us know. 

If you would like to learn more about contributing and developing your PNODN network contact info@pnodn.org.

Joey Pauley      


Website Update

PNODN’s value of membership has never been better.  In November, we received an ongoing monthly grant for Google Adwords.  This service drives more traffic to our website.  Members take advantage of these benefits by updating your public profile on the website.  In the first quarter of 2015 we will be launching these profiles to the public.  The intention is to drive traffic to our website, which will in turn drive traffic to our members and their services.

If you have experience designing websites or want you opinion heard, please contact Joey Pauley at president@pnodn.org.

To update your public profile

Go to pnodn.org

Login in the upper right hand corner (if you don't recall your password, one can be sent to you)

Click View Profile

Click Edit Profile

Update the information in the public profile section.




Antioch OD Program RIP 2016

by Joey Pauley                                                                            

Antioch has been a partner of PNODN's for many years. Many of our members have close ties to Antioch and several, including me, have been PNODN presidents.  On ​November 23rd Brain Baird, president of Antioch University Seattle, announced to the public they will no longer be accepting applicants to the ​Graduate Programs in Leadership and Change (formerly Center for Creative Change).

​Coinciding with this news, this fall a C3 Community of Practice is being initiated as a Change Project by a third-year student in Whole Systems Design​ ​Karen Schraven,​ co-founder of the community, writes “My vision for this community is to co-design a safe, supportive space for us to share ideas. As we are traveling out in the world, creating change, we may sometimes wish for a touchstone - a home base - where we can share success stories and challenges, seek and give advice, laugh and reminisce about our journey together, and keep the principles and awarenesses we learned at C3 present and relevant.”

Carol Oliver, a ​recent alumna, said of their first gathering “If I had to sum up our gathering in one word that would have to be "energy".  The room was charged.  The enthusiasm for what we were doing, what was beginning, what could come of it, and what might be the many different outcomes was palpable…. But that was exactly what I expected from the first gathering.  It is what often happens with a new first group.  All those connections must be made, all the links reformed, all the pathways connected, all the creative juices begin flowing before we can settle down to getting amazing things accomplished.  So now let's do this.  Let's pick something and make it happen.”

If you are a​ C3/GLC alumna/us interested in participating in this community of practice rrequest ​membership​ ​in the GoogleGroup to get connected.   https://groups.google.com/forum/#!forum/c3cop.

Ingrid Ingerson,  also brought together a group of C3/GLC alumn​i​ together for a Happy Hour at Serious Pie in Seattle.  There were about 15 people in attendance, including me.  It was fabulous to connect with fellow Alumn​i, including past PNODN president Richard Beckerman.  There are not any other happy hours or events planned, but if you would like to keep abreast of the latest news from Antioch please contact Ingrid at iingerson@antioch.edu.  




Book Review

  by David Wigglesworth

Bunzi, John M.  GLOBAL DOMESTIC POLITICS, a citizen’s guide to running a diverse planet. International simultaneous policy organisation: London, UK 2013 113pp

This is a serious book about the problems of our world and the utilization of domestic politics to make running it more effectively. It also offers some key advice that could prove to be of value to OD Practitioners. The author, the founder of SIMPOL, the international simultaneous policy organization, proffers an answer to these problems through binding global governance that doesn’t force nations to surrender their sovereignty. Thus, SIMPOL is a world centric proposal that is a viable, practical, strategy citizens around the world can use … to establish a healthy, appropriate, and essentially democratic form of binding global governance.

SIMPOL  recognizes that there are different value sets around the world. However opposed these sets may appear, it suggests that we are all on the same journey that can be called the evolution of consciousness. The author employs the Spiral Dynamics model to depict the diverse stratification of alternate societies.

We find a discussion of the negative factors and that includes what he calls destructive international competition and provides the way for overcoming this competition by not relying on structures and institutions. Rather, he says, it depends on agreement and simultaneous action against a backdrop of worsening circumstances in which the common interest to cooperate starts to become in each competitor’s self-interest. For me this resonates well with the practice of Organization Development.

In the concluding chapter, he examines the methods used in the UK  to  put the plan into practice which might well serve as a guide elsewhere.    

Case Study

Savvy Slips, Learning on the Run
by Philip Heller
Each month PNODN MEMBER Philip Heller will be submitting a mini-case study from his years of experience. We and he welcome feedback from our membership as to the value of these studies.

Learnings from Practice 1: Outsider Review

How can politicians (or their staff) provide the impetus for public sector change?

The Request. We  were asked to help a division of a waste and recycling city utility department downside their outreach staff and shift the function of that section. Management noticed signals that budget, priorities and industry trends dictated a change in strategy toward less residential outreach and more focus on commercial establishments. The key question from leadership evolved into: How to change the outreach function to be more in line with trends and sifting grant money and reduce staff numbers in a way that was both honest and supportive of staff?

Larger Context. Division leadership realized that in the next few years, the entire department would be looking to reduce the budget and staff and they wanted to be out in front of that wave. Outreach staff saw their work as part of the larger mission of resource conservation. Direct communication between these staff and management was lacking; staff were located at a remote site away from the main offices. Given the lack of connection between staff and upper management; it was believed that outreach staff would be highly suspect and resistant to any direction from management.

Consulting Intervention. We realized that involvement and connection were the keys to create a humanistic and fair process for people leaving or changing jobs. We decided on three opening events that would help the whole division realize the issues at hand and consider ways to respond and not simply react.

1. We helped organize a half-day workshop: trends that would impact the work of the department. The leadership choose and invited the presenters. Many of these were respected experts and staff of key city council members. Part of the workshop included informal discussions with each presenter at a different table. The workshops were kept small to maximize influence and interaction. All managers, supervisors and key experts and gate keepers within the division were invited.

2. The division conducted a scenario building session with selected internal staff and management. Using a modified nominal group technique , two different groups developed a best and worst case scenario based on explicit assumptions. Following the report of the scenarios, an all staff planning workshop was held to allow staff to review their functions and staffing requirements (including skills needed) in light of each scenario.

3. A question & answer forum was conducted for outreach staff and management to have a transparent conversation about the future as best they understood it and process they were sponsoring to engage that future. Questions were solicited anonymously through the facilitators. Management was able to review the questions with minimally prepared responses. Questions were read aloud, with follow-ups by the facilitator to give voice to concerns that were apparent.


Last Line. For an honest look at bad news, political staff, scenario building and direct exchange help create provide opportunities for change that create the least resistance.


Philip Heller is the senior associate of Learning Design Associates. For 35 years he has helped plan systems change and develop leaders in government, community agencies, and health care centers. Philip received his Ph.D. in Education focusing on learning and problem solving. As part of the originating group, he has been a PNODN member since 1982.












Thanks to all of you who participated in our contest. The judges have selected Chitralekha Pati who is an HR Manager at Microsoft in Bangalore, India. Her response to our question “What does distinguish OD in 2014 and beyond?” follows:  

As a practicing HR professional for over a decade and having held dedicated OD roles, I feel what needs to change is the way OD is perceived and structured in a Corporate.  I find it very frustrating when Business leaders view OD as a 'cost centre' and want to see immediate gains, and a positive impact on the business score card in the short term. OD is a long term 'investment' in an organisation; while it may in some cases show immediate results, often the 'real change' is seen over a course of 2-3 years. As the old saying goes, 'Patience and Perseverance can move mountains', OD too can achieve this if given the right focus. I also feel OD needs to exist as a 'Consulting function' within a Company and not roll up to HR. As 'internal consultants' OD professionals can give an unbiased focus and work on an assignment-basis for any of the Corporate functions (including HR) as and when a need is stated. The issue with reporting into the HR department of a Company is that often OD is something HR professionals have to 'create a pull' for instead of it flowing as a response to a natural need that exists in the Business. So to answer your question, in the coming years OD needs to be given the right focus, a long term view and an unbiased and independent role within a corporate structure.









   PNODN is excited to welcome Luisa Perticucci, MPOD on December 8th who will discuss an overview of the Appreciative Inquiry(AI)  methodology and how its principles can be used to help engage leadership at all levels in a change process.  She will use real examples from large scale change projects involving international development agencies like the UN, governments and NGOs to help bring to life how the principles of the methodology can be modified to help executive leadership make significant shifts in their own leadership styles and to un-tap  the hidden potential of staff and stakeholders who also have the  capacity to lead.                                                

Register Now and plan to attend!






The PNODN Board voted to have our December 8th meeting will be a special meeting where we recognize our members for their loyalty and participation. Refreshments will be served to toast our members.  Bring a guest and they can attend for $10 at the door.  No pre-registration is required

HOW TO REACH US                                     

President – Joey Pauley
Vice President – Magda C. Kaspery
Secretary/Treasurer – Carol Turner

Programming - Pooja Agnihotri
Past President - Rachel Dexheimer

Our Administrator is: Ann M. Baus 

The Editor of the newsletter is David C. Wigglesworth 





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