exploring positive change interventions to enhance the culture at kellogg community college
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Exploring Positive Change Interventions to Enhance the Culture at Kellogg Community College. Trish Halder LDR 686 Fall, 2012. Kellogg Community College. “IF A HOUSE IS DIVIDED AGAINST ITSELF,. THAT HOUSE CANNOT STAND.” (Mark 3:25). MY HISTORY WITH KCC. THE PROBLEM. - PowerPoint PPT PresentationTRANSCRIPT
Exploring Positive Change Interventions to Enhance the Culture
at Kellogg Community College
Trish HalderLDR 686
Fall, 2012
Kellogg Community College
“IF A HOUSE IS DIVIDED AGAINST ITSELF,
THAT HOUSE CANNOT STAND.” (Mark 3:25)
MY HISTORY WITH KCC
1983-1985, STUDENT
1991-PRESENT, EMPLOYEE
2008-2010, DAUGHTER CONTINUED
FAMILY TRADITION
THE PROBLEM The KCC Support Staff Compensation
Study revealed distrust of managers by support staff, and a lack of engagement by managers.
ORGANIZATION DEVELOPMENT PROCESS OVERVIEW
KCC Hires External Consultant
Consultant Enters and Contracts w/KCC
Consultant Diagnoses KCC
Consultant Collects and Analyzes Data
Consultant Feeds Back Results to KCC
Consultant Designs Interventions
Consultant Evaluates and Institutionalizes Intervention
APPRECIATIVE INQUIRY (AI)
“AI uses the art of asking questions to search for the best in people, organizations, and the world around them.”
(Levy, 2010, p.405)
THE FOUR PHASES OF AI
DISCOVERY
DREAM
DESIGN
DESTINY
Affirmative questions are asked; respondents relay positive memories.
Imaginations are cut loose!
Collective dreams are shaped into structures, processes, and behaviors through design statements.
The vision becomes reality!
COACHING
“Coaching interventions attempt to improve an individual’s ability to set and meet goals, lead change, improve interpersonal relations, handle conflict, or address style issues.” (Cummings & Worley, 2009,
p.451)
THE TWO-FOLD BENEFIT OF COACHING
Develops more effective leaders
Equips leaders to better relate to and develop more effective staff
CONCLUSION
“Leaders have the potential to affect organizational culture, but members of the organization hold the power to determine the extent to which that potential is realized.” (Latta, 2009, p.35)
IT TAKES EVERYONE
REFERENCESBible (2009). New international version.
Cummings, T. G. & Worley, C. G. (2009). Organization development & change (9th ed.). Mason, OH: South-Western Cengage Learning.
Latta, G. F. (2009). A process model of organizational change in cultural context (oc3 model): The impact of organizational culture on leading change. Journal of Leadership & Organizational Studies, 16(1), 19-37. doi:10.1177/1548051809334197
Levy, P. E. (2010). Industrial/organizational psychology: Understanding the workplace (3rd ed.). New York, NY: Worth Publishers.