This event was a HUGE success, thank you to all involved!

IOD's 8th Annual OD Conference

OD Impacting Our World “Triple Bottom Line: Purpose, People and Planet”


Our 8th Annual OD Conference was held at the Jamaica Pegasus Hotel in Kingston, Jamaica on June 20, 21 and 22, 2018.

During this 3-day event, world renowned OD experts presented on three main topics that are important to OD Professionals and organizations now and in the future.


Day 1. Purpose & Benefits of OD – Organization Change, Leadership, Sustainability, Effectiveness, and Growth

Day 2. People & Planet: Sustainability, Engagement, Talent Management, Leadership, Corporate Effectiveness.

Day 3. Workshop on the Latest Trends in Organization Development and Change Management 


This years OD Conference was a collaboration with CARI-CODE, Institute of OD, and the Global IOD Network, which is a new OD membership organization, and CCOD.

IOD was established by Dr. Nancy Zentis in 2002, and provides award winning online OD Certification Programs and Professional Development Workshops globally. We have certified over 2500 OD Professionals in the last 16 years.

 

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Learn more about our fabulous speakers here

OD Impacting Our World: “Triple Bottom Line–Purpose, People and Planet”

Keynote Speakers

Chris Crosby, Consultant, Author

Ray Johnson, MBA Harvard

Speakers and Presenters

Dr. Nancy Zentis, Ph.D, ODCC

Dr Nancy Zentis
IOD

Ilsa duVerney, CARI-CODE

Patricia Dammann, ODCC

Patricia Dammann
IOD

Mercedes Martin / President & CEO / Mercedes Martin & Company

Ragland Thomas, ODCC

Ragland Thomas
GIODN

Edmund Bartlett, Minister of Tourism

Gabriel-Gbiel-Benarkuu,-PhD,-ODCC

Gabriel G. Benarkuu
Ph.D, ODCC

Jennifer Hooks

Professor Musa O. Nyakora, PhD,

Rosalea Hamilton

Eleanor Jones

Anne Crick, PhD

Alonzo Johnson PhD

Keith Laquai, PhD

Dr. Nsombi Jaja

Highlights from the 8th Annual OD Conference 

OD Impacting the World, Triple Bottom Line – Purpose, People, Planet

Ragland Thomas, VP of Global Business Development for IOD, kicked off the conference with an Introduction to OD.  He spoke about the global drivers of change and value of Organization Development to help organizations address their global business challenges. He shared with us that OD is a Mindset, Skill set, data driven Systematic Process powered by the OD Practitioner focused on sustainable organizational effectiveness through people. He also discussed the importance of demonstrating OD values and ethical guidelines that support the field of OD.

More on Ragland’s Presentation


Ray Johnson, CEO of Exit Experts, introduced us to three key topics during his keynote address: Peter Principle, Organization Citizenship Behavior (OCB), and Transformational Leadership. He introduced the Peter Principle: When competent people are promoted without learning new skills to perform their responsibilities, they become incompetent. He followed with an excellent example that he personally experienced.

He then spoke about the difference between transactional leadership and transformational leadership. Transactional leadership is one based on extrinsic motivators while transformational is focused on intrinsic values and motivators.

He introduced us to Organization Citizenship Behavior (OCB) which is based on five types of citizenship behavior -Altruism, Conscientiousness, Sportsmanship, Courtesy, and Civic Virtue. Research shows OCB impacts an employee’s job satisfaction, job performance ratings and rewards, and is tied to organizational outcomes such as business performance, customer satisfaction, reduced cost and turnover, and employee performance. OCB can be taught, measured, and rewarded and can be observed during the employment interview process.

Ray discussed Transformational Leadership versus Transactional Leadership. Transactional Leadership was defined as Short Term, Focused Goals and Contingent Reward Exchange. Transformational Leadership (TFL) is defined by four dimensions: 1. Influence, 2. Inspirational Motivation, 3. Intellectual Stimulation, and 4. Individualized Consideration (the “4 I’s”). Transformational leadership is a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing those followers into leaders.


Our next speaker, Professor Musa O. Nyakora, spoke on Leading Change and Driving HR Transformation using the David Ulrich model. He provided us with a model for HR Transformation DIET – Diagnosis, Intervention, Evaluation, and Transformation. He explained the new role of HR with a future strategic focus to achieve greater results.

The four HR Roles by David Ulrich include:

i.   Strategy- Strategic Partners

ii.  Change Agents- Creating a renewed Organization

iii. Processes- Administrative Expert

iv.  People-Employee Champion

Functional Role:

Strategic Leadership Competencies

Creating a Renewed Organization Performance

Develop Policies, Procedures, Systems, and Organization Processes

Sourcing, Attracting, Hiring the Right People for the Right Position

Three areas of value that HR needs to address immediately include:

  1. Demographic changes
  2. Dynamic Changing Business Models
  3. User-friendly and Transparent Technology

At our evening reception, Mercedes Martin invited us to engage in a Dialogue on Social Sustainability. She shared how leaders must rethink how they communicate about diversity, power, and equity to build a thriving culture in today’s changing business world. Leaders need to be more self-aware, empathetic, articulate, and confident in their roles as advocates for inclusive organizations.

She explained a three step process and six phases of leadership development and action.

Steps:

  1. Reflect
  2. Design
  3. Build

Phases:

  1. Define the purpose
  2. Examine your own mindset
  3. Prepare to compromise
  4. Create brave spaces
  5. Have the conversation
  6. Share the responsibility

Survey results show measurable improvement when building an inclusive culture in the following areas:

  • Engagement
  • Collaborative Cross Functional
  • Higher Performance Ratings
  • Broader Talent Pool
  • Increased Retention
  • Increased Success Rates with Projects involving internal and external stakeholders
  • Increasing Talent Pools and Improved Hiring Time

When leaders focus on creating an organization culture where everyone feels seen, heard, and connected, a shift in organizational culture occurs requiring a collective effort grounded in trust, respect, and transparency. There needs to be a shared sense of responsibility and ownership in order to be truly effective for the long-term and to produce measurable results.

Survey results show measurable improvement when building an inclusive culture in the following areas:

  • Engagement
  • Collaborative Cross Functional
  • Higher Performance Ratings
  • Broader Talent Pool
  • Increased Retention
  • Increased Success Rates with Projects involving internal and external stakeholders
  • Increasing Talent Pools and Improved Hiring Time

When leaders focus on creating an organization culture where everyone feels seen, heard, and connected, a shift in organizational culture occurs requiring a collective effort grounded in trust, respect, and transparency. There needs to be a shared sense of responsibility and ownership in order to be truly effective for the long-term and to produce measurable results.


Our key note speaker on day two was Chris Crosby, CEO, Crosby and Associates, and President of the Pacific Northwest OD Network. Chris shared on the topic: Change Management-Are You Managing Change or Avoiding Reality.

He began his presentation by sharing that he learned OD from his father Robert Crosby, who learned from Ron Lippett, who was taught by Kurt Lewin, the father of OD.

He shared several quotes with us on change:

“We all have comfort with certain levels of authority, I create my own reality.” Emancipate yourselves from mental slavery, none but ourselves can free our minds.” Bob Marley

Change Management it’s not something you do, it’s something that “IS”.

Managers often say “we forget that change management stuff”

Having Emotional Intelligence – How you show up in tense moments, Take a stand

Edwin Friedman’s approach was primarily shaped by an understanding of family systems theory. His seminal work Generation to Generation, focused on leaders developing three main areas of themselves:

  • Being self differentiated
  • Being non-anxious
  • Being present with those one is leading

Several concepts are critical in Friedman’s model: self-knowledge, self-control and self-differentiation are key when leaders are involved in managing change.

Chris shared four keys for Organization Change:

  • Awareness
  • Mental Models
  • Skills
  • Discipline to use

Dr. Cecil White sharedThe Story of Our Journey Productivity Through Lean and Agile Processes”. Lean thinking involves eliminating waste and adding value for the customer. He discussed Organization Agility which is the capability to quickly sense and respond to what the customer wants, and the ability to adapt and change to deliver relevant results in a cost productive manner. To do it better than the competition!

“Agile companies disrupt themselves before they disrupt others”. 2017 PMI, Pulse of the Professional.


Jennifer Hooks, Manager of Performance Improvement, Medical University of S. Carolina, shared her thoughts on “The Road to Change Starts with a Discussion.” She provide us with a set of tools we can use to support the change. The Bell Shaped Curve helps to identify who are the innovators, early adopters, early majority, late majority, and laggards. Innovators want to be the first ones. Early adopters are curious and will spread the word to others about the pros/cons, Once you pull in the early majority, you gain momentum. The late majority will adopt something new only after the early majority as weighed in on it’s value.   A SWOT Analysis is a tool that can be used early in the project to get your team on the same page and establish a clear sense of why change is important. Create a Vision of the Future after you’ve completed the SWOT to paint a picture of what the future will look like when the change is successful.

Use a Stakeholder Analysis tool to understand the issues and concerns team members have, and analyze where they fall on the bell shaped curve. Stakeholders are any person or group of people that will be impacted by the change.

Communication is important to explain the change and provide clarity, role definition, and expectations. Use a communication tool to gauge how people feel about the change so you can create a plan of action to support the change.

Coming soon! Highlights of Day Three

 Dialogic OD

Appreciative Leadership Model

Cross Functional Alignment for Success

Highlighted photos from Thursday, June 19th


Highlights from:

Day 1. Purpose & Benefits of OD – Organization Change, Leadership, Sustainability, Effectiveness, and Growth