October 2015


From the President: 


Developing an organization is an interesting process.  What’s your experience? As a consultant, employee, president, interested party, or other type of stakeholder.  Organizational development is a multi stakeholder process. Each stakeholder operates under differing tensions and constrains depending upon a number of factors which include their personal history, roles and goals, and where they in the system. 

I am a OD consultant, outdoor enthusiast, avid biker from outside Philadelphia.  I am President of PNODN, member of PNODN, meeting attendee.  Over the last two years my role as board member was to shepherd the organization. My goal for the next few months is to assemble more shepherds to take on the organization in order that I may step away.  Next month is the first meeting with a new group of prospective board members.  I’m excited to see what the existing board along with the new prospective members are going to do in the years to come.

If is bitter to say good bye knowing my time to move on has come. 
It is sweet to watch what this board will do to move on knowing their time coming. 



Joey Pauley
President PNODN





Member Update

PNODN would like to warmly welcome the following new members: 

Stacey G.        Kim T

Janice J.         Colleen P.


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






Nurturing the best of both OD Network’s and IODA’s traditions, the  2015 ODN | IODA Annual Conference & 2nd OD World Summit  will connect communities to act and flourish together.


By bringing the world of OD together in Portland, we look forward to a truly international experience that will inspire all of us, create new opportunities, strengthen our Network of networks and help you to build strong bonds across all continents. This is why our theme is...


To read more. . .





As an OD Practitioner, you help facilitate intentional change across organizations based on informed diagnosis, address issues across complex systems, and design interventions with people in mind — recognizing that human behaviors are not just motivated purely by rational arguments, but also by emotive and intangible elements, such as sense of pride and belonging.
Our 2015 Sponsor, adaQuest, will share their vision of creating a connected and supported community through their methodology of TAD (Think. Act. Deliver.), a framework, a proven methodology, and software toolkit designed to help organizations and OD consultants to drive more effective transformations. Their vision goes well beyond TAD and is really about creating a connected community of practice. You won’t want to miss this event.

Carol Bubar
Director of Corporate Strategy
Carol Bubar is an adaQuest Senior Consultant. After discovering a passion fo process improvements and driving efficiencies she focused her career around business process excellence.  She began in manufacturing engineering at both Hewlett Packard and Boeing, and then moved to Microsoft.  In 20+ years at Microsoft, Carol has held many senior positions including Chief of Staff and Senior Director of Operational Excellence.  Carol's implementation experience spans manufacturing, customer experience, HR, product development and supply chain with expertise in process framework, project management offices and global initiative management.  She is PMP certified. 

Peter Lindburg
Director of Business Development
Peter Lindburg is responsible for direct client sales and growing the Think. Act. Deliver. (TAD) network of partner consultants. A sales and marketing veteran, Peter became enamored with the internet and has spent the last 15 years with SAAS based startups helping clients transform how they do business. Peter has worked a variety of industries including education, electronic design, healthcare, super-computing and publishing. Business transformations include increasing advertising effectiveness, streamlining existing processes, improving customer self-service and increasing conversion rates. Peter started his career at Boeing Military Airplane Company where he wrote war gaming simulations and performed new technology risk mitigation.

Lori Walker

Lori Walker is an adaQuest certified partner and founder of The Walker Group NW, a consultancy firm serving organizations facing change, especially in the context of growth, contraction or moving to a new physical location. With over 30 years in architecture and design, much of her focus over the past 10 years has been spent engaging with client systems to help them define their future direction, drivers of change, desired behaviors and organizational goals to assist the design team to develop strategies that align the physical environment to support those organizational goals. She has worked with major organizations such as Starbucks, Boeing, The Bill & Melinda Gates Foundation to realize their visions in the physical environment and now in the organizational environment. 





September Meeting Review

By Carol Turner Ph.D.

Crosby & Associates:

We had the privilege of hearing from Robert P. Crosby, an author, poet, singer, and organization practitioner and his son, Chris Crosby, this week at our Monday evening event on September 21, 2015.  Bob Crosby is a pioneer in the field of Organization Development. He held his first T-Group session in 1953. He was the founder of the Leadership Institute of Spokane that later became the Leadership Institute of Seattle (LIOS).  He studied under Ronald Lippitt and Howard Thurman who greatly influenced his theory and practice.

Our experiential session led us into discovering our authentic self. We enjoyed meeting other attendees at this event and discovered how showing up authentically would make a difference in our consulting work and our life.

Bob shared a song, a poem, and many of his stories from the books he has written.  The following book can be purchased on Amazon.com:

Cultural Change in Organizations: A Guide to Leadership and Bottom-Line Results Aug 1, 2011

A review: Another practical and extremely helpful book written by the master of Organizational Development himself, Robert P. Crosby. Bob is now in his 80s and continues to practice the science of human behavior and the art of OD to the benefit of the people and organizations fortunate enough to experience his tough stuff training sessions. His youthful energy and deep wisdom are imbedded in every page of "Cultural Change in Organizations". 

If you missed this session, I encourage you to attend when he visits us again.  I know you will find his wisdom and stories in the field of Organization Development enlightening.

You can find out more on his website: http://www.crosbyod.com.                             




Case Study

Savvy Slips, Learning on the Run
by Philip Heller
Learnings from Practice 10: Using Abstract Models for Feedback
How to create mission directed engagement with staff that are used to autonomous and less task mature behavior?

The Request. The Director of a State Department of Health wanted to support the transition of a newly hired Director of the Public Health Laboratory and requested the help of an external organizational consultant. The Laboratory was responsible for cutting edge forensics, epidemiological studies and tests for various the public health community clinics around the state. The Lab Director was on the cutting edge of health policy and health related analysis since he had run a similar lab for a smaller city in another state. His knowledge and reputation for running a “tight ship” were highly valued by the hiring committee. In his first 9 months, he rightly saw the need to create more structure and control.

Larger Context. The Public Health Lab was located in an outlying area of the state. All the professional staff lived in the small surrounding community with less than twenty thousand residents.  The former Lab Director had been asked to take an early retirement because of this hands-off leadership style. He had been in retirement mode for the last few years of his tenure working directly on a pet project. The Lab lacked strategic policy direction and as well as daily oversight for several years.

Several staff conflicts were ever present with little or no resolution and coalitions were formed to deal with the perceived threats and inequities. Most professional staff were doing the bare minimum, working autonomously on work that suited them individually and there were no meetings to coordinate work. Also, there was very little cooperation or coordination with the clinics they served. The Department Director recognized that the new Lab Director was strong on policy and procedure, but would need additional coaching in leading an improvement effort to increase morale and accountability. Throughout the intervention, the Lab Director continued to be unresponsive to communication, and absent for or late to relevant meetings.

Consulting Intervention. After his first six months on the job, the Lab Director agreed to a request by his supervisor that he engage in a strategic planning and feedback exercise that would involve all 25 staff members. In addition to creating strategic direction, principals of professional behavior were also developed by the staff. Lastly, the new Lab Director exchanged expectations with staff at an all-hands Transition Seminar (1). He was given constructive feedback that he was overly authoritative; he was unprepared and reacted defensively. Later, as some staff began to step up and behave in more professionally accountable ways, he would not delegate more responsibility.
The Department Director, the Lab Director and the consultant met to debrief the intervention. A graphic model of engagement was presented (2). In that way, everyone could see the history and potential trajectories for how engaged staff were likely to be. This created a neutral way for the leadership to discuss their choices and the likely impacts that could be expected.
Last Line. When delivering feedback to a highly resistant client who values science, using a model to explain the historical steps and current choices can help to reduce a defensive reaction.

(1) Transition Seminar was introduced to me by Katherine Friedman. For a copy of the Transition Seminar Design used, go to: http://learningdesigna.com/resourcescategory/coaching/ and select Transition Seminar Design.

(2) For a copy of the Engagement Model used, go to: http://learningdesigna.com/resourcescategory/coaching/ and select Model of Engagement. This model was adapted in part from: Hersey, P & Blanchard, K. 1977. Management of Organizational Behavior.

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.

© 2015 Philip S. Heller, Savy Slips, Learning on the Run 7 Pitfalls of Transition








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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