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Emerging Knowledge

Many OD practitioners are asked to intervene with groups that exhibit unproductive team dynamics, and are often faced with a decision of how to intervene. In this case study of a senior leadership team at a Fortune 100 company, Deepika Nath describes the application of David Kantor’s human structural dynamics model. In seeking to address behavioral dysfunction that was hampering this team’s ability to work effectively and further a strategic agenda, she used an approach that focused not only on addressing the behavioral manifestation of the dysfunction in the team, but also at making visible the invisible source of this dysfunction i.e. the beliefs and mental models that contributed to the behavior. This two-pronged model was a powerful approach that resulted in positive outcomes for the organization and for the team. We hope this case study contributes to the shared learning of the community. Read Full Article

Emerging Knowledge

In this article, Greg Jemsek argues that the leadership needed to address the complex problems confronting all sectors of society – business, community, and government – requires a fuller understanding of vulnerability in determining the actions taken in relation to these problems. Because confronting personal vulnerability is a daily reality for people living with a disability, many people within this sector are generating ideas that have the potential to transform the way leadership in the broader society is exercised. These ideas emphasize the relationship between the activity of leadership and those impacted by it, incorporating an understanding of vulnerability in ways which highlight rather than diminish the overall context of the situation being addressed. In so doing, leadership activity can move from models based more on “heroic” style individual initiative to more relationally-based, inclusive and collaborative inquiries and action that strive to avoid “de-contextualization.” In preparing the article, the author interviewed over 85 participants and graduates of Leadership Plus, a program based in Victoria, New South Wales, for people with disabilities. Read Full Article

Emerging Knowledge

Alexandre de Carvalho began his professional career with a series of traditional management positions in the pharmaceutical industry, moving from finance to marketing to directing overseas operations. His international career brought him from France to Belgium, Portugal, Spain, Latin America, the United States, Africa, and finally India, before returning to France. While working to reposition a struggling pharmaceutical business in Africa, he experienced a change of heart and understanding. By redefining what constituted success, he brought together his professional and personal desires in a coherent, integrated stance – and developed a healthier, more profitable, business model. Read Full Article

Emerging Knowledge

Learning histories are a research and reflection tool developed at the Center for Organizational Learning at MIT, SoL’s predecessor, to help organizations learn from their own learnng and change efforts. In this article, Professor Stevens Amidon uses contemporary genre theory to examine this relatively new qualitiative research methodology. Citing a dozen different learning histories, several authored by SoL members, he explains the ways in which the learning history can help organizational writers and researchers, and how it has evolved to merit serious consideration in the field. Several learning histories are available through SoL’s website, as well as the definitive training guide, The Field Manual for a Learning Historian. Read Full Article