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1. (set music volume, then)Click to begin presentation …

2. A long time ago, in a galaxy far, far, away…

3. Star Wars IV: A New HopeVideo Review and Team Presentation Leading Systematic Interventions Al-Nisa Edwards Tom Graf SB Hur December 17, 2007

4. Overview Why Star Wars?

5. Overview

6. Overview Introduction Hero in his/her ordinary world Call to Adventure Support of mentor to cross threshold Supreme Ordeal Face innermost challenges, seizing sword or treasure Transformation Return with treasure to benefit own world

7. Overview “Many of the truths we cling to depend greatly on our own point of view” Obi-Wan Kenobi

8. Overview A small band of soldiers declare war upon oppressive occupiers, flying to attack the empire's greatest symbol of achievement and power, destroying it in a cataclysm of smoke and flame and death

9. Diagnosis Uncovering universal issues

10. Diagnosis Issues • Conflicts for many years • Can we characterize and help to resolve the conflicts between the warring parties? • Assumptions • Complex • Peace and Prosperity • Empire maintaining status and power • Rebels outside of system

11. Diagnosis Detail Objectives Control Input Output Transformation Feedback

12. Diagnosis Stakeholders • Empire leadership • Rebel leadership • Empire citizens • Unaligned innocents

13. Diagnosis Forces • Imperial Empire • Cultural • Economic • Military • Political • Rebel Alliance • Equity • Legacy • Values

14. Leaders and Change Agents Absolute power and absolute change

15. Leader vs. Change Agent • Leader is… • A person who rules or guides or inspires others < from WordNet 3.0 > • Change agent is… • A person who leads a change project or business-wide initiative by defining, researching, planning, building business support and carefully selecting volunteers to be part of a change team.< from ManojBhardwaj, www.isixsigma.com, 2003 > • Relationship b/w leader & change agent • Change agents by nature are leaders, but not all leaders are change agents. • Change agents can be found at all levels of an organization< Conan Cheung and others, “Leaders as change agent”, 2007 >

16. Leaders and Change Agents • Leaders • The Emperor, Darth Vader • Princess Leia, Obi-Wan Kenobi and Luke Skywalker • Change agents • Princess Leia • Obi-Wan Kenobi • Luke Skywalker

17. Emperor and Darth Vader • Understanding of the situation • Their plan to control all of the Galactic system autocratically is being hindered by the Rebel alliance • Action response to the situation • Dissolving the imperial Senate, • Making the Death Star to demonstrate their power • Terminating their counterforce) • Stakeholders resistance or obstacles: • Making a Rebel alliance against the Empire • Stealing the plan of Death Star

18. Emperor and Darth Vader • Effect of the action • Making people fear about the power of the empire and then comply with them • Consolidating the resistance of the Rebel alliance • Overall effectiveness: poor • Lack of communication and collaboration with the others about the vision and strategy. • Poor vision itself: the Galactic system is too wide and complex to be controlled by military-like governance. Network-based structure might work for this case.(Cummings & Worley, 2001)

19. Princess Leia, Obi-Wan Kenobi and Luke Skywalker • Understanding of the situation • The empire has forced people to follow its way of governance. • Princess Leia and Obi-Wan Kenobi are more interested in recovering the old system than the others in their team • Luke and Han have personal motivations to join the team: Luke wants to know more about his family and Han tries to take advantage of the situation to solve his financial trouble • Action response to the situation • Digging up information to hinder the Empire • Gathering people who have same value and interests • Mentoring and encouraging others to commit • Outsourcing to supplement their lack of power • Attacking the weakest part of the Empire

20. Princess Leia, Obi-Wan Kenobi and Luke Skywalker • Stakeholders resistance or obstacles • The uncle of Luke Skywalker • A difficulty of different values and missions between Han Solo and the others. • Lack of appropriate communication technology • Effect of the action • They succeed in terminating urgent crisis but the fundamental issue still remains. • Overall effectiveness • Temporarily successful however “an eye for an eye, an ear for an ear” strategy has an limitation to bring about cyclical reprisal

21. Power Game • Princess Leia vs. Darth Vader • Her “information power” is crashing against his “coercive power” • Princess Leia vs. Han Solo • Her “legitimate power” is struggling with his “expert power” which is enchanted by her “reward power”.(French & Raven, 1959)

22. Intervention Resolving conflict with a roadmap for the future

23. Intervention • Present Intervention • Analysis • Motive of outcomes • Proposed Intervention • Human process intervention • Scope • Goals • Future Goals/Outcomes • Rationale

24. Intervention Action Plan Key Action/s Conflict identification Responsible Parties of Key Actions Implementation of Design of Third Party Intervention OD Method Classic Dispute Resolution Model

25. Classic Dispute Resolution Models Fight Violence Non-violent overthrow Legislation Court (imposed 3rd party) Arbitration Mediation (voluntary 3rd party) Negotiation (management skills) Discussion (problem solving skills) Tolerance (coping skills) Flight (Younglove, 2007)

26. Intervention Measurable Outcomes Resolve underlying issues causes conflict Provide meaningful and tactful response to mediating to a facilitation Build a strong alliance to improve the way they accomplish task Enhance interpersonal and problem solving skills

27. Intervention Time Frame Group Observation Training & Development Conflict Resolution & MGT Executive Coaching Evaluation & Survey Design Structural Interviews Conduct Surveys Analyze Data Client ‘Findings” Presentation Administration Total time allotted: 2 years

28. Final Thoughts or The Finale

29. References

30. References 9/11 Commission, (2004). The 9/11 commission report. Washington, DC: W. W. Norton. Bridges, W. (2003). Managing transitions: making the most of change. Cambridge, MA: Perseus Books Group Campbell, J. (1968). The hero with a thousand faces. New York: Bollingen Foundation. Cummings, T. G, & Worley, C. G. (2005). Organization development and change. Mason, OH: South-Western. Decker, K. S. (2005). By any means necessary: tyranny, democracy, republic, and empire. In K. S. Decker, & J. T. Eberl (Eds.), Star wars and philosophy (pp. 168-180). Peru, IL: Open Court. Fisher, R., Ury, W. (1991).Getting to yes. New York: Penguin. Kaner, S. (1996). Facilitator’s guide to participatory decision-making. Montpelier, VT: New Society Publishers. Langley, A. (2006). September 11: attack on America. Minneapolis, MN: Compass Point Books. Laxer, J. (2006). Empire: a groundwork guide. Toronto: Groundwork Books. Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage Publications. Prescott, R.K., Rothwell, W.J., & Taylor, M.W. (1998). Strategic human resource leader: how to prepare your organization for the six key trends shaping the future. Palo Alto, CA: Davies-Black Publishing. Wheatley, M, Tannenbaum, R., Griffin, P. Y., & Quade, K. (2003). Organization development at work: conversations on the value, applications, and the future of OD. San Francisco: John Wiley and Sons. Wheelan, S. (2005). Group processes: a developmental perspective. Boston, MA: Pearson Education. Younglove, B. (2007). Classic dispute-resolution model. Effective Negotiation and Conflict Management class handout, September 11, 2007. Johns Hopkins University.

31. You better watch out!(happy holidays everyone!)