PNODN November 2015 Monthly Meeting


November 2015


From the President: 

I’m writing this president’s letter while at a conference in Boulder, CO, called "Where There Be Dragons".  We finished the day on the topic of transference.  The last weeks of many programs are just about transference.  Which is extremely interesting as I step into my last weeks as president of this great organization.

Which begs the question: what am I taking away? 


1) Accounting and budgeting skills I would have never known without the presidency experience.

2) More internal team development experience 

3) A sincere appreciation for the members of the this board and their service to the organization.  I also appreciate others who serve their communities in the plethora of ways our members do.                                                                                   


Joey Pauley
President PNODN



November Monthly Meeting - 

 Monday, November 16


Introduction of Circle Process for Organizational Development

with Keiko Ozeki and Rachel Rosenman


This workshop will introduce participants to Circle Process as a capacity building tool for OD practitioners to use in their work helping to highlight what is known as well as to uncover the unknown in our people, processes and cultures. Circle Process is one of the many effective social technologies for teambuilding, leadership development, conflict resolution, and planning/visioning.

In organizational development work, practitioners are constantly facing some challenges including: departmental compartmentalization or competition, misalignment between people and functions, avoiding the “elephant in the room”, lack of clarity around a process or procedure, and how to effectively navigate leadership and other personnel changes.

It is always beneficial to develop the capacity inside of organizations so that they can effectively deal with their own issues. Circle Process enables us to create safe space to have difficult or uncomfortable conversations, honor every perspective (which will lead to greater creativity and innovation), and build trust between people to promote alignment and collaboration.



Member Update

PNODN would like to warmly welcome the following new members: 

Jane C.            Megan T.        Matt S

Jeremy M.       Joan O.

Tonya P.          Maya S.         





 We thank them for their support of PNODN and invite you to join us as well. 








October Meeting Review:

By Magda Kaspary

Our October meeting featured adaQuest and their methodology called TAD™ – Think, Act, Deliver.

We were fortunate to have three skilled speakers sharing their insights with us about Creating a Connected Community thru Vision Realization.

TAD methodology (Think. Act. Deliver.) encompasses a framework, a proven methodology, and software toolkit designed to help organizations and OD consultants to drive more effective transformations. More important, TAD is really about creating a connected community of practice. In summary, the process starts by the Strategic Planning and goes (not to a binder/shelf) all the way to have strategic and tactical actions implemented with all involved personnel.
Questions that we discussed during our meeting:

-          How do you make sense of change?

-          What challenges and pain points do you encounter?

-          How do project management and OD connect?

-          And much more.

It was a great meeting, especially connecting different knowledge from OD, Strategic Planning, and Project Management                        




Case Study

Savvy Slips, Learning on the Run
by Philip Heller
Learnings from Practice 11: Facilitating Interdependence Among Independent Contributors

How to encourage interdependent work among individual contributors of a team?

The Request. The manager of an IT team requested help in creating more collaboration among her team of IT support staff. Each staff mostly worked independently and supported others informally. Individually, they were quite effective at their particular job. The manager was coming to realize that there might be ways to enhance service delivery if her staff worked together on projects that spanned several person’s expertise. She wanted to determine whether staff might see any opportunities for collaboration and synergy.

Larger Context. The team had few meetings together. These meetings were held to report on current assignments with some important information sharing. There also seemed to be little “we feeling” even though they were part of the same support team. There were several additional forces influencing the level of collaboration in addition to an individual introverted preference to work alone. There was some trepidation about conflict over power sharing. They had questions about how joint assignments and other joint project decisions would be made and how and when and about what would they touch back with each other.

Consulting Intervention. There were several initial conversations with the Manager to establish the consulting contract and help her get ready for the introduction to staff. A staff meeting was held to introduce the process and get staff feedback on their best hopes, concerns and guidelines. Four half-day team meetings were held: 1. Vision and Goals; 2. Appreciating What We Offer and Want; 3. Conflict Management and 4. Contracting for Collaboration.

The second session was particularly focused on assessing and considering interdependence. In preparation for that session, all team members were asked to complete two questions for every other team member: a. What support specifically do I want from each of my colleagues? b. How do I, individually, support each of them? These were sent out in as a template for ease of response. The responses were collected and reconfigured to create an individual interdependency chart of wants and support for each team member (1). These compiled sheets allowed each team member to assess a. Support they want vs. support they get and b. What others want of them vs. how they support others. In addition to these results, each team member was asked to prepare a short presentation on their areas of expertise and scope of work, what most excites them, how they have supported others, and what areas, if any, might they want desire even more support. During the session, after each team member presented their report, an assigned “listener” played back a summary of what they heard. Finally, everyone was invited to add to and acknowledge the presenter’s support or expertise, to ask any questions of clarity and offer any additional ways they might want to support the presenter.

Last Line. To create more interdependent work among team members, help them create an assessment of their desire for support and the level or kind of support that is provided by their colleagues.

(1) For a sample of the data and compiled results, go to: and select Assessing Interdependence.

Philip Heller is a 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.

© 2015 Philip S. Heller, Savy Slips, Learning on the Run 11. Facilitating Interdependence Among Independent Contributors








Thank you to our Sponsor - adaQuest.  We appreciate your support.



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 



From The Editor

This is your newsletter and we welcome and encourage your contributions. They could include personal news of a professional achievement, a brief article of interest, a short book review, a case study, a cartoon, a joke that is OD relevant and/or anything else that might be of interest to your colleagues who are our readers. I thank you in advance.



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