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Practicing Organization Development (A guide for Consultants) - Part 55

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Practicing Organization Development (A guide for Consultants) - Part 55. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | BRINGING EVERY MIND INTO THE GAME TO REALIZE THE POSITIVE REVOLUTION IN STRATEGY 511 bands strike a groove they are simultaneously acting and learning. Organizations when operating in the groove to borrow a musical phrase are like jazz players diverse specialists living in chaotic turbulent environments making fast irreversible decisions highly interdependent on one another to interpret equivocal information dedicated to innovation and the creation of novelty. Jazz players do what managers find themselves doing fabricating and inventing novel responses without a pre-scripted plan and without certainty of outcomes discovering the future that their action creates as it unfolds. This raises another question. If we want to create flexible adaptive systems capable of improvisation and spontaneous transformation how do we begin to reshape our organizations Have our change methods kept up with the depths of strategic shifts required Do our models and theories of strategy formation and change management allow us to reshape the entire enterprise Our purpose in this chapter is to explore one method of strategy formulation that seeks to involve the entire system in designing the future the Appreciative Inquiry Summit. This method combines the better of two important movements in the field of organization development large group interventions and appreciative inquiry to forge a new format for strategy formulation in organizations. As we will show below this is a process that involves the entire system in the evolution of strategy and strategic change. It s time to take the final step in freeing ourselves from the shackles of Taylor s scientific management it s time to end the separation of thinking and doing the gulf between planners and workers. We will begin by reviewing a few of the basic assumptions of traditional approaches to strategy and outlining the trends that are subtly undercutting this traditional approach. In the next part of this chapter we highlight five .