Technology & Tools | Change & Agility | Diversity & Culture

Can We Love Theories TOO Much?

Dr L Mee-Yan Cheung-Judge

#ODN14

Greetings from Oxford, England

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• What is theory?• Range of theories

• What would theories give me?

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• Practical examples of how theories support and impact our practice

• Case of diagnosis and intervention

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• Your theory/thinking map

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• Steps to build our mastery of theories and transfer our knowledge to our clients

OVERVIEW

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What is Theory?In behavioural science

• Cognitive mapping of complex and

interlocking variables and the nature of their

relationship.

• Some are normative and some are

descriptive.

• Tend to provide a framework to understand

and analyse complex phenomenon.

• Lends itself to applicability for real life

situation.

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Lewin 1943-44:169

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OD Practices

Psychodynamic Theory

• Tavistock Work

• Family Therapy

Psychoanalytical Theory

• Eric Trist

• Fred Emery

• Bion

• Horney

• Fromm

• FreudSystem Theory

• Ludwig von

Bertalanffy

• Katz & Kahn

Group Dynamics

• How groups form

and function

• Bales

• Schutz

• Tannenbaum

• Argyris

• Bennis

Change Theories

• Lippit

• Likert

• Ackerman

Action Research

• Lewin

Complexity & Chaos Theory

• Stacey

• Wheatley

• Black

• Morgan

• Snowdon

Social Constructionism Theory•Berger

•Luckmann•Mead

•Vygotsky

•Fisk

Appreciative Inquiry•Watkins

•Cooperrider

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Action Research

Systems Theory

Change Theory

Supplementary TheoriesValuesEthics

Practice Theories

‘Big I’ Intervention (Consultant-Client System Interaction)

What? Where? When? Who? How?

OD Phases

ConsultationTasks

Entry/ContactingInitial Contract

DefineProblem/Need/Client

Explore Readiness for Change

Agree on Contract Outcomes

Who, What, When, Where

Data CollectionPrepare forData Collection

Collect Data

Data AnalysisAnalyze Data

Prepare Report/Summary

FeedbackPlan Feedback

Produce FeedbackMaterials

Do Feedback

Provide Frameworks

Diagnosis and Planning

Action PlanningAssess Problems/Gaps/Opportunities

Prioritize Opportunities

Plan Actions

Action TakingCarry out Action Plan(s)

INTERVENTIONS(SMALL “I”)IndividualInterpersonalGroupIntergroupOrganizationOrganization-EnvGlobal

EvaluationReview Goals

Assess Progress

I.D New Learnings

Redirect (as needed)

TerminationAssess Need toContinue

Decide to End

Phase Out

Stay Open to beCalled0

Core Theories

AwarenessIntegration of Mind/Body

Self as

Rational/Intuitive

Instrument

Self as

Empathic

Evocative

Provocative

Ethics

Values

Insight

Multiple Frames

Authentic Commitment

Nonreactive PresenceSelf LearningRisk

Environment

Use of Self

Competencies Communicate

Listen

Negotiate

Constructing Questions

Interviewing

Observation

KnowingConcepts& Theories•Group Dynamics•Systems Theory•Change Theory

Identifying Themes

Summarizing

Giving and ReceivingFeedback

Using Theory and concepts

Identifying SystemLeverage Points

Knowing SmallI Interventions

Managing ConflictManaging DiversityManaging ResistanceTrainingManaging TransitionsLearning Theory

Understanding Evaluation Methods

ConnectingOutcomes and Objectives

Bringing Closure

Pauline Frederick Hicks, Mikki Ritvo, Ted Tschudy, Leroy Wells

(1993, rev 5/96, rev 2/98 and 1/04 by Ted Tschudy)

Diagnosing Organisations with impact

© NTL Institute, 2007

Theories shape the way we navigate through this map

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The word “diagnosis”, usually associated with medical practice, means “to understand or know the underlying reasons or causes” for

something.

The diagnostic process is also an intervention process, hence the

robustness of both data and design of intervention would depend on the

integration of the various theoretical lens.

Theoretical lens for DIAGNOSIS

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Intervention Design Principles

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What’s the point? That group has all the say. This is a phoney and

a fake exercise!

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Activity

In Pair or Trio:

1. Take turns to recall a tricky, complex, challenging client case.

2. Share how you used your theoretical insights to help you navigate through the OD cycle, especially in the diagnostic / intervention stage.

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The sectors we work in,the nature of our portfolio of work,

our level of system expertise,

all shape our theoretical“Lens.”

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Complexity & Chaos Theory

Social Constructionism Theory

Appreciative Inquiry

Psychoanalytical Theory

Action Research

Psychodynamic Theory

Group Dynamics

Social DiscourseSystem I, IIEconomicbehaviour

Gestalt

CynefinFrameworkSense making

Max WeberFrederick TaylorHenri Fayol

Classical Theories of Organization

Human Relations Approach

Human Systems Dynamics

Contingency Theories

My consulting situation

System Theory

Power Dynamics

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Using multiple lenses

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Take time out - use a mind map to take stock of what theories have influenced us -- during your early development journey?

Comb through the data that have emerged from our practices through the years and see what frameworks /patterns have emerged over time? (Sense making exercise)

Ask ourselves what personal practice theories we have developed?

Continue to play with the dynamic intersection of various theoretical frameworks and observe what impact the various integrated lens may have on our diagnostic and

design work + our overall consultancy styles and practice.

Take time out to learn new frameworks/emerging theories or attend workshops to remind ourselves of some of the classical work. Go beyond the field and learn new

ways of thinking from disciplines that we may never have been exposed to.

Educate our clients the relevant theoretical frameworks that are relevant to their consulting situation. Help them to be willing to wear different theoretical lens to do

their own action research. Clients will hold our feet to the fire.

How to build our theory base practice?

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© Marshak & Katz 2001

Field of Experience

Focal System

Build theories across levels of systems

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1. Draw your theoretical map (on your own)

2. Share the ‘interconnectedness’ these theories have & how they impact your practice

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Conclusion

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OD is a systematic application of behavioural science principles and practices to

understand how people and organisations function and how to get them to function

better within a value base.

• Behavioural science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organisation behaviour, organisation theory, and management literature

Origin

• Organisation improvement (organisation effectiveness)Goal

• Total system (alignment and interface between parts) –“context is everything”Focus

• Action, plan and emergence change interventionOrientation

• Human system within the social systemTarget

• Translate theory into methodology to build system effectivenessApplication

• Shamelessly humanistic”- Affirm respect for human differences, racial and social justice and life-long learningValues

The field of Organization Development

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OD practitioners are behavioural scientists who, through effective relationship building skills, deliver help and support to a client system with the goal of improving the health of the system.

While we can be expert in specific areas of organisation as well as being technically competent, we are primarily process-oriented practitioners with an aim to pass on the process skills to the client system, so that the client can pursue continuous development independently.

The practice diagnostic and design skills of OD practitioners are heavily influenced by our value set and theoretical groundings we have.

Who is an OD practitioner?

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Beginner

Technologist

Professional

Master Practitioner

Level one

Level two

Level three

Level four

The development journey of OD practitioners

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Masterful Practitioner

Tools & techniques -technician

OD consultancy

cycle

OD values and ethics

Theoretical grounding -theoretician

Use of Self – Self as Instrument“We need to go ‘within’ ourselves in order to be impactful

‘without’”

Building blocks of OD practice

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• To improve organisation health and effectiveness

• Targets the human side of the enterprise

• Focuses on the total system & its interdependencies

• Offers methodological expertise

• Practices are based on clear value and theoretical base

• The critical role of the OD practitioner is to effect change with sustainability via helping relationship with leaders

The Core of OD ......

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“The best path to the good

society, we believe, is the

construction of great

organisations that nurture

and magnify the best in

human beings”

Professor David Cooperrider

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Thank you!

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