Organization Development in Indian Country

1. Welcome To Organization DevelopmentinIndian Country Sylvia WynnLindeman Practical Management Network

2. Our objectives are to: • Formally define “Organization Development” • Explore what Organization Development is ………and isn’t • Learn how OD is compatible with Native values • Identify the conditions that must exist for an OD Initiative to succeed • Discuss tips for finding the right OD Practitioner for your Organization

3. Groundrules • Work as a Learning Organization • No wrong answers • No dumb questions • Everyone carries a Gift!! • Value and respect each other, ourselves Demonstrate Respect • Listen Fully/Signal • Check for Meaning Before Offering (your) Different Perspective • Play Option Trade (“That's an Option!”) • Speak from the “I”

4. Getting to Know You… • Please tell us your • Name • Role • Organization • Tribal Affiliation or Heritage • What do you want to know/be able to do at the end of this workshop?

5. Organization Development is….. • Top Leader Championed • System-wide • Strategically Driven • Focused on Culture • Values …… Beliefs …….. Behavior • Acknowledges and Builds on Organizational Strengths • Utilizes internal insight to identify aspects of the culture that may limit the organization’s capacity • Produces Sustainable, Planned Change • Develops Process Consciousness • Yields a Self Renewing Organization

6. Benefits of an O.D. Initiative • Builds on what you do well • Appreciative & Respectful • Engages everyone (connectivity) • Improves Communication • Quality and Quantity at every level • Develops a positive, future-oriented mindset • (Learning Organization vs fault finding; blame gaming) • Re-Aligns day-day with Vision, Mission • Goal-Seeking • Improves Communication • Acknowledges Contributions • Empowering

7. Compatibility with N.A. Core Values • Holistic …….. System-Oriented …… • Long Range Orientation • Demonstrates respect for Leadership • Re-Presents the Best Interest of the People • Listens, Observes • Value-Driven • Actual vs Espoused • Culturally Vibrant • Keep the Best, most Workable, Innovate • Synergistic

8. Organization Development “Culture” “Change” • Values and Beliefs…… drive • Behaviors • Intentional Changes to Actual Culture …… lead to • Desired Culture

9. Indicators • Changes in the Environment • New Strategic Direction, Historic “Moment” • Mis-fires between • Vision/Mission/Goals – Actual Outcomes • Performance Gaps • Espoused Values and Behaviors • Morale Issues, Turnover, Grievances • Disengagement • Roles, Responsibilities and Relationships • Non-Productive Conflict • Silos, Isolation, Dysfunctional “Power” Struggles • Intention and Perception • Communication Issues • Hobbled Decision Making • Poor Execution

10. What Does OD ‘Look’ Like? • Championed by Top Leadership • Business Case drives the Investment • System Wide Diagnostic (Action Research) • All (or significant sample) participate/engage • Statistical snapshot of FELT • Strengths • Potentially limiting patterns • System Wide Participation in Planned Change • Data drives the “Next Steps” list, prioritization • Calendar, Allocate Resources • Accountabilities

11. What Does OD ‘Look’ Like? Planned Improvements Might Include • Board, Leadership and Staff Development • New Tools, Skills, Common Language for discussing process issues • A Round of Visioning and Goal Setting • Over-Arching Long Term Goals • Team (Function) Goals and Objectives • Individuals’ Objectives • Review of the Infrastructure or Design • Roles, Responsibilities, Reporting Relationships • Work flow • Job Descriptions and Performance Standards

12. What Does OD ‘Look’ Like? Planned Improvements Might Include • Process Improvements • Interpersonal • Resolve Conflicts • Build Collaborative Relationships • Inter-Team • Matrixed Projects, Decisions • Decisions • Responsibility Charting, • Accountability, Use of Authority, Leeway • Meetings • Frequency, length • Tools (Accountability, Participation)

13. What Does OD ‘Look’ Like? Planned Improvements Might Include • Intra-Team “Team Building” • Group Dynamics • Revolving Facilitator, Recorder • Procedures • Work Flow Analysis • Continuous Improvement • Policies • What Value/Behavior Chain does this support? • Culture • We value “Respect”…...

14. Organization Development …. IS NOT IS BUILT FROM AN ORGANIZATION’S OWN • An External Expert Telling You What to Do… • Insights • Successes and Victories • Goals • Values and Beliefs • Commitment to Implement Certain Steps & Measure How Well They Worked

15. An OD Consultant • Values and Understands your Mission • Respects and Admires your Achievements • Fits in terms of “Chemistry” and Style • Has the Announced Goal of working him or herself out of a contract (with you) • Offers a mix of • Wisdom from their experience and training • Dedication to helping you realize your potential • Believes in your organization & its people • Contracts clearly and charges appropriately

16. Readiness Indicators • Top Leadership Embraces the Concept AND is ready, willing and able to participate in the process • Feedback • Leadership Development • Full empowerment of staff w/in the parameters of roles • Allow access of the consultant/partner to people and history • We have tried other things with some success • We want to do something different • We have a felt need • We can make the commitment

17. Potential Barriers….. • Egos • Leadership at cross purposes • Unable/unwilling to free up resources • Too much to gain from the DYS-function • Fear • Too close to change in top leadership • Top leadership too fully discredited • Content with status quo • No FELT need

18. Time Flies….. • Thank you for participating in this workshop and • Thank you in advance for completing my review and thereby participating in my professional development… • I hope you will feel free to call or email me with whatever situations, thoughts and questions come up for you and your organization….I will be honored to support you!! • Sylvia: 707-869-9402 • sylvia@PracticalOD.com • See you soon!!