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Nuestra sede en Latinoamérica
Florida 141, 2º Piso
Buenos Aires, Argentina:

Organizational Development English Library

THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL, LATINAMERICA

 

The Organization Development Institute International, Latinamerica is a non profit educational association, organized to promote a better understanding of and disseminate information about Organization Development in Latinamerica.

 In 1989 Dr. Donald W. Cole, RODC, authored a book titled “Professional Suicide or Organizational Murder”. In this book Dr. Cole shows what is driving managers off course and how this process can be reversed. It is an account of how a clinical program to help managers and scientists at TRW with their personal problems developed into a management development / O.D. project to help the organization manage creative people more effectively. The book was originally published by McGraw-Hill in 1981, and it was republished in 1989 by The O. D. Institute (232 pages, $ 18.00).

  In 1997 and in 1999 I have been very fortunate receiving the visit of Dr. Donald W. Cole in Argentina to help disseminate O. D. knowledge, practices and values. If today we have an O. D. Institute International, Latinamerica we can say that it is due to Dr. Cole´s inspiration, illumination and continuous assistance and support.

 The O. D. Institute International, Latinamerica has been providing services to executives and organizations in an effort to integrate individuals Career Development with Organizational Development, Change & Growth, making use of Dr. Cole´s monumental work (“Professional Suicide or Organizational Murder”). However, and as in many countries in Latinamerica nowadays these executives are having problem in re-entering organizations, The O. D. Institute International, Latinamerica is dedicating many of its efforts, energy and resources to help and assist these executives in career plans that may have to go through non-traditional routes (outside formal organizations).

 Membership in The O. D. Institute International, Latinamerica has no financial cost, and it is being provided as a way to contribute in helping others to match O. D. with I. D. (individual development) and growth. This no-cost membership can be done at The O. D. Institute International, Latinamerica because, in turn, we benefit from the services provided by The O. D. Institute, under the Presidency of Dr. Donald W. Cole. Also we offer more than 90 % of our Books and Articles at no-cost when they are delivered digitally.

 The O. D. Institute International, Latinamerica has the most complete Library on Organizational Development, Organizational Change, and Organizational Creation. The Library is located in downtown Buenos Aires, Argentina where we also have more than 800 square meters dedicated principally to services of Training and Performance Improvement.

 We strongly encourage O. D. practitioners and trainers to work cooperatively with their colleagues and their Clients. There are already too many professional organizations that deliver their services with an authoritarian consulting style and within a bureaucratic structure. We also feel comfortable in The Organization Development Institute International, Latinamerica achieving consensus through dissent. 

  

There is NO financial membership charge at The Organization Development Institute International, Latinamerica. However, and in order to encourage reciprocity in This life, we are happy to receive Help from our members that can be used, in turn, to help Others.   

  

Eric Gaynor Butterfield

President and Founder of The O. D. Institute International, Latinamerica

            Location of the Institute: Florida 141, 2nd floor, Buenos Aires, Argentina

            Phone : (54 11) 4334-3341, 4334-3345, 4343-2930 y 4342-3023

            Email: informes@theodinstitute.org

            www.theodinstitute.org

 

 

THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL, LATINAMERICA

Published by The Organization Development Institute International, Latinamerica. Following the inspiration and illumination of Dr. Donald W. Cole, President of The O. D. Institute, Worldwide

 

“Guiding the Future of People Working Together”

 

 

THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL, Latinamerica - ADVISORY BOARD

 

DR. DONALD COLE, RODC

Chesterland, Ohio, USA

 

Eric Gaynor Butterfield, RODP – President & Founder

Buenos Aires, Argentina

 

DR. MARILYN E. LAIKEN, RODC

Toronto, Canada

 

DR. JOANNE PRESTON, RODC

New Orleans, LA, USA

 

ROLAND SULLIVAN, RODP

Deephaven, MN, USA

 

WILLIAM A. WHEELER, RODP

Newport News, VA, USA

 

THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL, Latinamerica: CONSULTING AGREEMENTS

 

In exchange for inviting you to be a member of a Consulting Team and in exchange for introducing you to the participants in our programs and to our Client organizations, we expect you to make the following commitments:

 1. If you are unhappy about something, we expect you to speak to the Team Leader or the organization hosting your visit. We ask that you NOT complain to the participants, to the Client organization, and especially not to the funding organization. We would like you to work with us to resolve problems in a win-win fashion.

 2. We ask that you not recruit consulting assignments from the Client organizations to whom you have been introduced or from participants in the programs to which you have been assigned without written permission from the organization hosting your visit.

 3. We require that you not behave in such a way as to take Clients away from the organization sponsoring your visit. If a participant in a program sponsored by your host wants to hire you, we expect that this request is made to you as an agent of the organization sponsoring your visit and not to you as an independent operator. And, we expect you to share this request with the organization hosting your visit. Please remember that you have been invited as a member of a Consulting Team, not as an independent operator free to function in any way that you like. If you would like to recruit consulting assignments for yourself on behalf of the organization hosting your visit, that is acceptable. And, these arrangements can be made in consultation with representatives of the organization sponsoring your visit.

 4. After we have introduced you to a country and to some of the people in that country, we do not want you recruiting projects for yourself and then returning to that country on your own to engage in activities to which your host could object. This behavior violates The O. D. Code of Ethics Section III, subsections C, D and E and Section V. In order that there be no misunderstandings as to whether or not your host objects, we want you to agree not to engage in any consulting / facilitating / training activities in a country where you have been hosted by us unless you have written permission to do this. We require written permission to insure that a discussion takes place and to avoid any misunderstandings as to whether permission has or has not been given. We believe that hosts will not be unreasonable about giving permission. We want to build collaborative relationships in the countries where we go, not generate hostility and resentments.

 5. If part of your contract is room and board, room and board is provided only for the days that you are working. For those on one-week assignments, this would be from Saturday night through Saturday night. If you want to arrive early for your assignment or stay late, the cost of room and board for that is your responsibility, unless special arrangements have been made in writing.

 6. It is best to make all telephone calls from a public telephone. Many hotels and conference centers are unable to distinguish between collect calls and regular calls. So, you must be willing to pay for all calls, including collect calls, at the time when you check out.

 7. Before you leave the country we would like you to send us (and the Team Leader) a Final Report on the consulting project. Also, and within 15 days after you return, while things are still fresh in your mind, we would like you to write us a letter about your experiences, your feelings, the things that went well and especially about the things that did not go well so that we can improve.   

 

Team members are asked to sign this agreement and agree to live in accordance with its spirit as well as with the letter of its specific provisions. 

 

THE O. D. INSTITUTE INTERNATIONAL, Latinamerica: LIBRARY SERVICES

 The O. D. Institute International, Latinamerica cuenta con la más completa Biblioteca en materia de Desarrollo Organizacional, Cambio Organizacional y Creación Organizacional.

 La misma está ubicada en pleno micro-centro de nuestro Instituto con sede en Latinoamérica, en la ciudad de Buenos Aires, a menos de 2 cuadras de la Casa de Gobierno, de la Catedral y de la reconocida Plaza de Mayo.

 Los ejecutivos y profesionales miembros de The O. D. Institute International pueden hacer uso del servicio de Biblioteca sin costo alguno. La Biblioteca incluye la Publicación trimestral que edita The Organization Development Institute, world-wide y que es en la actualidad la publicación más citada (por otros) en el planeta en materia de Desarrollo Organizacional.

 Un beneficio adicional que tienen los miembros de The O. D. Institute International, Latinamerica a través de los servicios de Biblioteca, consiste en la asistencia de “free office hours” en consultoría, training y performance improvement, ya que pueden hacer uso de las prestaciones de Socios del Instituto en la interpretación y resumen de textos, incluso en forma presencial.

 Un servicio adicional de la Biblioteca consiste en la oportunidad que tienen los miembros de compartir sus puntos de vista respecto de las “Best Practices” y las “Best Theories” en Management dentro de organizaciones competitivas. Apreciamos en este sentido  las colaboraciones de sus socios y miembros en materia de artículos que se relacionen con casos concretos como también de trabajos de investigación en ciencias del comportamiento dentro del ámbito empresarial.

 

THE O. D. INSTITUTE INTERNATIONAL, Latinamerica: CONFERENCE & MEETING ROOMS

 We offer our Conference, Training and Meeting Rooms to our Clients, and they can be used throughout the 365 calendar days from 7.30 am. - 22.15. Our room capacity runs from 3 to 75 participants.

Our Conference, Training and Meeting Rooms are fully equipped with all the necessary audiovisual and training equipment.

 

 Some PUBLICATIONS from THE O. D. INSTITUTE INTERNATIONAL, Latinamerica

 

  • “Organizaciones & Cambio”, traducción de la versión en inglés editada por The Organization Development Institute, Worldwide; Editor : Dr. Terry Armstrong.  This Newsletter is distributed electronically.

 

  • “The Organization Development Journal, Latinamerica”; distributed electronically every quarter. It includes an abstract of Articles  published in the “The Organization Development Journal” and also articles written mostly by members of “The Organization Development Institute International, Latinamerica”. The O. D. Journal is published quarterly since the fall of 1983, has Dr. Donald Cole as Publisher; it has become the most frequently cited O. D. publication in the world.

 

  • “The International Registry of Organization Development Professionals and Organization Development Handbook”; distributed electronically every year. It lists all O. D. organizations worldwide, information on O. D. academic programs worldwide, including which programs have been accredited by The O. D. Institute, bibliographies, members of The Organization Development Institute, Worldwide, and information on how to get a job in O. D. We encourage O. D. people in Latinamerica to take a look at other issues that have been reproduced directly from “The International Registry of Organization Development Professionals and Organization Development Handbook”; they are:

 

-         Assumptions of The O. D. Institute

-         The O. D. Institute Advisory Board

-         The O. D. Institute International, Latinamerica Advisory Board

-         The O. D. Institute – An Historical Perspective

-         The International O. D. Code of Ethics

-         Ethical Guidelines for O. D. Professionals

-         The Outstanding O. D. Consultant of the Year Award – 1979 to date

-         The O. D. Institute World Congresses – 19799 to date

-         The O. D. Institute – USA Congresses (Annual Information Exchange)

-         Publications from the O. D. Institute

-         A Brief History of The O. D. Journal

-         Building the Field of O. D. into a Profession

-         Competencies for Practicing O. D.

-         O. D. Bibliography & Core Literature in O. D.

-         Committees of The O. D. Institute

-         The O. D. Institute Electronic Network Committee

-         Members of The O. D. Institute, Worldwide

-         An O. D. Certification Program

-         The O. D. Institute Consulting Agreements 

 

  • “Suicidio Profesional o Asesinato Organizacional”. Dr. Donald W. Cole, RODC, and Eric Gaynor Butterfield, RODP, 2003. A book based on Dr. Donald W. Cole´s work at a high-tech firm that shows just what´s driving managers off course and how this process can be reversed. It is an account of how a clinical program to help managers and scientists at TRW with their personal problems developed into a management development / O.D. project to help the organization manage creative people more effectively. Originally published by McGraw-Hill in 1981 (“Professional Suicide or Organizational Murder”), it was republished in 1989 by The O. D. Institute (232 pages, $ 18.00). Este libro es de directa aplicación en especial para todos aquellos ejecutivos que trabajan en grandes corporaciones y esperan recorrer – exitosamente – el camino hacia la cúspide.

 

  • “Desarrollo Organizacional (OD) ¿Suicidio Profesional o Asesinato Organizacional?, en “Revista Ejecutivo de Finanzas del IAEF”, Junio de 1998; diálogo entre Eric Gaynor Butterfield y el Dr. Donald Cole, Presidente de The O. D. Institute.

 

Abstracts de Eric Gaynor Butterfield de más de 50 autores de mayor renombre en Teoría, Cambio y Desarrollo Organizacional. Editado por “The O. D. Institute International, Latinamerica”, septiembre de 2004.

 

  • Abstracts de Eric Gaynor Butterfield de los siguientes autores (Teoría, Cambio, Comportamiento y Desarrollo Organizacional) :

 

Argyris, Chris

Barnard, Chester I.

Blake, Robert

Blau, Peter & Scott, W. Richard

Boulding, Kenneth

Braverman, Harry

Burnham, James

Burns, Tom;

 Chandler, Alfred

Cole, Donald W.

Crozier, Michel

Drucker, Peter

Etzioni, Amitai

Fayol, Henry

Fiedler, Fred E.

 Galbraith, John K.

Goleman, Daniel

Gouldner, Alvin  W.

Hannan, Michael T.

Herzberg, Frederick

Hofstede, Geert

Jaques, Elliot

Lawler III, Edward

Lawrence, Paul

Leavitt, H. J.

Likert, Rensis

Lindblom, Charles

March, James

Mayo, Elton

Mc Gregor, Douglas

Michels, Raymond

Mintzberg, Henry

Moss Kanter, Rosabeth

Ouchi, William

Parker Follett, Mary

Parkinson, C. Northcote

Perrow, Charles

Peter, Laurence J.

Peters, Thomas J.

Pfeffer, Jeffrey

Pugh, Derek

Schein, Edgar H.

Schumacher, E. Fritz

Silverman, David

Simon, Herbert

Sloan, Alfred P.

Sullivan, Roland

Tannenbaum, Arnold

Taylor, Frederick W.

Thompson, James D.

Thompson, Victor

Urwick, Lyndall

Vickers, Geoffrey

Vroom, Victor

Weber, Max

Whyte, William H.

Wight Bakke, W.

Williamson, Oliver

Woodward, Joan

Other Corporate Training Materials : Corporate Training Manuals (CTM) – Power Points

 

  • Organizational Development
  • Corporate Organizational Development
  • Team Work & Organizational Development
  • Emotional Intelligence & Organizational Development
  • Leadership & Motivation
  • Emotional Intelligence & Revenues
  • Negotiation Skills in Sales & Purchasing
  • Emotional Intelligence as a Tool for Change
  • NLP and Organization Change
  • Coaching – Mentoring
  • Career and Executive Development
  • Leadership and Management
  • Professional Suicide or Organizational Murder (based on Dr. Donald W. Cole book, same title, 1981)
  • Emotional Intelligence and Consulting
  • Facilitating Change
  • Developing Internal Consultants
  • Consulting : Types, Methods, Techniques & Organizational arrangements
  • Training : Types, Methods, Techniques & Organizational Arrangements
  • Facilitating : Types, Methods, Techniques & Organizational Arrangements
  • Emotional Intelligence in Education
  • Emotional Intelligence in Health 

 Abstracts de Eric Gaynor Butterfield de más de 100 artículos publicados en el “O. D. Journal” de The Organization Development Institute, world-wide, Presidente Dr. Donald Cole. “The O. D. Journal” es la publicación más citada en el planeta en relación con Cambio y Desarrollo Organizacional. 

 Abstract de Eric Gaynor Butterfield de la publicación de The O. D. Institute titulada “Conflict Resolution Technology”. Dr. Donald W. Cole, RODC, 1983. A collection of papers from the 2nd O.D. World Congress and other authorities in the field on the technology of non-violent conflict resolution. Available from The O. D. Institute (244 pages, $ 18.00).

 Abstract de Eric Gaynor Butterfield del trabajo titulado “Organization Development : A Straightforward Reference Guide for Executives Seeking to Improve Their Organizations”; editado por The O. D. Institute en el año 1991. (20 pages, $ 5.00).

 Abstract de Eric Gaynor Butterfield de la publicación de The O. D. Institute titulada “Improving Profits Through Organization Development”, 1995. Provides a method for determining the bottom line dollar value of an O. D. project (28 pages, $ 5.00).

 Abstract de Eric Gaynor Butterfield del libro editado por The O. D. Institute titulado “What is New in Organization Development”, Dr. Donald W. Cole, RODC, Dr. Joanne C. Preston, RODC, and Dr. Joel S. Finlay, RODC. A response to the assertion that “O.D. is dying”, 1994. Available from The O. D. Institute (404 pages, $ 18.00). It includes the following articles of The O. D. Journal.

 “A Personal View of The Field: What´s New In Organization Development ?” by Robert T. Golembiewski, Ph. D., RODC, Baldwin Hall, University of Georgia, Athens, GA 30602 – in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 Strategic Change Management” by Lou Bronson, 6306 Pickett´s Way, Acworth, GA 30101, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Technology Transfer & OD: The New Competitive Advantage” by Alan M. Barrat, Executive Development Systems, Inc., 3 Wake Robin Road, Westport, CT, 06880, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Measuring Organizational Structure : An Introduction to the Emerging Field of Structural Analysis and Organizational Design / Redesign/ Restructuring” by Keith R. Johnson, Illinois Benedictine College, Department of Management & OB, 5700 College Road, Lisle, IL, 60532, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Performance Appraisal : A New Direction for O. D.” by Courtland M. Chaney, Ph.D., RODP, Department of Management, Louisiana State University, Baton Rouge, Louisiana, 70808, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Matching O. D. Processes with Phases of New Venture Development”, by Lawrence C. Minks, Ed.D., RODP, Division of Business, Brescia College, 717 Frederica Street, Owensboro, KY 43201, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “OD Interventions in Catholic Religious Orders”, by David Coghlan, The National College of Industrial Relations, Sandford Road, Ravelagh, Dublin 6, Ireland, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “OD Interventions in Health Care Organizations”, by James A. Johnson, Ph.D., RODP, Medical University of South Carolina, Dept. of Health Services Administration, Charleston, SC, 29425-2701 & R. Wayne Boss, Ph. D., University of Colorado, Dept. of Management, Boulder, CO 80309-4019, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “The Imperative of Trascending Routine HRD for OD in the Health & Human Service Sector”, by David B. White, Ph. D., MPH, RODP – Director, Health Administration Programs, Department of Education & Health Services, Saint Joseph´s University, 5600 City Avenue, Philadelphia, Pennsylvania, 19131-1395, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Applications of Psychosynthesis : To Managerial and Organizational Development”, by John W. Cullen, Ph. D., IAMOP, 3308 Radcliffe Road, Thousand Oaks, CA, 91360, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Outcome Theory as an Integrative Explanation for Social Power”, by Joseph S. Fiorelli, Ph. D., RODC, 30942 Canterbury Place, Laguna Niguel, CA 92677 & Mark A. Kizilos, Department of Management and Organization, Graduate School of Business Administration, University of Southern California, Los Angeles, CA 90089-1421, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Language, Meaning, and Power: A New Paradigm for Organization Development”,  by R. I. Westwood, Chinese University of Hong Kong, Shatin, N. T., Hong Kong, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “A New Career Development Model”, by Steward R. Segall, Ph. D., RODP, Cayahoga Consulting, P. O. Box 391146; Solon, Ohio, 44139, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “GAINSHARING”, by R. J. Bullock, Ph. D., Box 25914, Suite 401, Houston, TX 77265-5914, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “MARKETING OD: What Now Works and What Does Not”, by Richard A. Engdahl, Ph. D., RODC, Cameron School of Business Administration, University of North Carolina at Wilmington, Wilmington, NC, 28403 & Vince Howe, Ph. D., Cameron School of Business Administration, University of North Carolina at Wilmington, Wilmington, NC, 28403, & Donald Cole, DSW, RODC, The Organization Development Institute, 781 Beta Drive, Suite K, Cleveland, Ohio, 44143, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “OD SKILLS: An Ongoing Competency List”, by Gary Mclean, Ed.D., RODC, Professor & Coordinator, Training Department, University of Minnesota, 1954 Buford Ave., St. Paul, MN, 55108 & Roland L. Sullivan, RODP, President OD Corp., 20020 Vine Street, Deephaven, MN 55331, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “WORK FORCE DIVERSITY: A Challenge for O. D.”, by Marilee S. Niehoff, Ph.D., RODP; Niehoff Associates, 2416 Heathercrest Dr., Arlington, TX, 76018, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “LEADING A DIVERSE WORK FORCE”, by Mary D. Tranquillo, Ph. D., RODP; President Productivity Improvement, 34 Turnstone Drive, Safety Harbor, Florida, 34695, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “THE SPIRIT OF PEACE WITHIN ORGANIZATIONS”, by Bejamin I. Young, Jr., RODC, Relationship Mgt. Development Institute, 298 Belvedere Avenue, Belvedere, CA, 94920, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “TRANSFORMING ORGANIZATIONS: Exploring The Process”, by Robert J. Holder, Human Energy Design System, 620 Roosevelt Drive, Edwardsville, IL, 62025 & Richard McKinney, Ph. D., Southern Illinois University, Edwardsville, IL, 62025, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “POWER AND POLITICS IN LARGE SYSTEMS CHANGE”, by Joanne C. Preston, Ph. D., RODC, Pepperdine University, 400 Corporate Pointe, Culver City, California, 90230 & Louw DuToit, RODC, Louw DuToit & Associates, Johannesburg, South Africa, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “Empowerment : New Concepts and New Thinking About Power”, by Kenneth L. Murrell, Ph. D., The University of West Florida, Pensacola, Florida 32514, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “ORGANIZATION DEVELOPMENT AND HUMAN CONCIOUSNESS”, by John D. Adams, Ph. D., Eartheart Enterprises, Inc., 84 Camino de Herrera, San Anselmo, CA, 94960, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “BUSINESS ETHICS & O. D.: Organization Development or Decay ?, by Larry L. Axline, RODC, Management Action Planning, Inc., P. O. Box 788, Niwot, CO, 80544-0788, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “CONSTRUYENDO CONFIANZA A TRAVÉS DE LA COMUNICACIÓN”, by Joanne C. Preston, Ph. D., RODC, Pepperdine University, 400 Corporate Pointe, Culver City, CA, 90230, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “GLOBAL O. D.: A New Application for Organization Development Technology”, by Donald W. Cole, DSW, RODC, 11234 Walnut Ridge Road, Chesterland, Ohio,.. 44026, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “PARTNERING & ORGANIZATION DEVELOPMENT”, by Jeanne D. Maes, Ph.D., RODP, Donald C. Mosley, Ph.D., Carl Moore, Michelle Slagle; Department of Management, College of Business & Management Studies, University of South Alabama, Mobile, AL, 36688, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “ORGANIZATIONAL DEVELOPMENT TOWARD CONTINUAL QUALITY IMPROVEMENT”, by John Persico Jr., Ph.D., RODC & Hana Tomasek, Ph.D., RODP; Process Management International, 7801 East Bush Lake Road – Suite 360, Minneapolis, MN, 55439-3115, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “THE QUALITY MOVEMENT: A New Thrust for O. D.” by Joel S. Finlay, RODC, Process Management International, 7801 East Bush Lake Road,Suite 360, Minneapolis, MN, 55439-3115, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 “CHAOS THEORY AND THE PROCESS OF CHANGE” by Mark Michaels, MPA, SPHR, President, People Technologies, 200 Lincoln Square, Urbana, IL, 61801, in “What is New in Organization Development”, edited by The Organization Development Institute, Chesterland, Ohio 44026, USA

 ·        TV – Idea, Producción de Contenidos y Guión del documental de 2 horas sobre “Inteligencia Emocional” para la cadena Internacional INFINITO. Febrero del 2004.

 

·        Manual y Tutoriales para los programas de “Inteligencia Emocional en la Educación” desarrollados por Braxton School – Puerto Rico. Incluye entrenamiento de personal Directivo, de Docentes, y padres de familia, asesoría y tutorías de la puesta en marcha. El material consta de más de 2.000 páginas de texto, con ejercicios, casos, dinámicas y propuestas prácticas para el aula. 

 

Some Clients and Experiences of The O. D. Institute International, Latinamerica (only in Latinamerica)

 

 

 

BANKING

 

 

                        ABN AMRO BANK

                        ALBA, Compañía de seguros

american Development Bank - Washington, DC

ANTICIPAR AFJP

                        ARGEMOFIN S.A.

                        ASEGURADORA DE CREDITOS Y GARANTIAS

BANCA NAZIONALE DEL LAVORO

                        banco bansud              

BANCO BISEL

banco central de la republica argentina

BANCO CENTRAL DE RESERVA (Perú)

BANCO CENTRAL DEL URUGUAY

BANCO COMERCIAL ISRAELITA

Banco Credicoop Coop. Ltdo.

                        Banco Crédito Provincial S.A.

                        BANCO DE CORRIENTES S.A.

BANCO DE CREDITO SA (URUGUAY)

BANCO DE ENTRE RIOS

BANCO DE GALICIA S.A.

BANCO DE INVERSION Y COMERCIO EXTERIOR

BANCO DE LA CIUDAD

banco de la nacion argentina sa.

BANCO DE LA PAMPA

                        Banco de la Provincia de Córdoba

                        Banco de la Provincia del Chubut

BANCO DE LA PROVINCIA DEL NEUQUEN S.A.

BANCO DE NOVA SCOTIA

BANCO DE RIO NEGRO

BANCO DE SANTA FE SA.

BANCO DE VALORES

                        Banco del Suquía S.A.

BANCO EXTERIOR DE AMERICA

BANCO EXTRADER

                        BANCO FRANCES Y DEL RIO DE LA PLATA

BANCO GENERAL DE NEGOCIOS

BANCO HIPOTECARIO NACIONAL

                        Banco Interamericano de Desarrollo (BID)

BANCO ITAU SA.

                        banco macro sa.                    

                        Banco Mundial (World Bank - Washington, DC)

                        BANCO RIO DE LA PLATA S.A.

BANCO SAENZ S.A.

BANCO SUDAMERIS

BANCO SUPERVIELLE

BANCO TORNQUIST

BANELCO SA.

BANK BOSTON

CITIBANK NA.

COMAFI SA.

CONSOLIDAR AFJP

corp. banca argentina

DEUTSCHE BANK

EXPRINTER BANCO SA

INTERNATIONALE NEDERLANDEN BANK

J. P. MORGAN

MERCADO DE VALORES

ORIGENES SA. AFJP

PREVINTER AFJP

ROYAL BANK OF CANADA

THE BANK OF TOKYO LTDO.

 

 

 

 

 

DEVELOPMENT SECTOR

 

 

            PROGRAMA DE APOYO A LA RECONVERSION PRODUCTIVA -

            PROYECTO PNUD ARG/93/024 - NACIONES UNIDAS - MINISTERIO

            DE ECONOMIA - MINISTERIO DE TRABAJO

 

            INSTITUTO INTERAMERICANO DE COOPERACION AGRICOLA -

            IICA, OEA

 

            INSTITUTO DE DESARROLLO DEL VALLE INFERIOR DEL RIO

            NEGRO IDEVI, RIO NEGRO.

 

            SUDENE - SUPERINTENDENCIA DE DESARROLLO DEL NORDESTE

            DEL BRASIL, RECIFE, BRASIL

 

            CORDEPAZ - CORPORACION DE DESARROLLO DE LA PAZ, LA PAZ,

            BOLIVIA

 

PROGRAMA DE APOYO A LA RECONVERSION PRODUCTIVA -

            PROYECTO PNUD ARG/94/027 - NACIONES UNIDAS - MINISTERIO

            DE ECONOMIA - MINISTERIO DE TRABAJO

 

 

 

 

 

AGRICULTURAL SECTOR

 

 

DELARCAMPO S.A.

 

PODESTA HNOS.

 

MARTINDALE S.A.

 

MARCAMAR S.A.

 

ALVAREZ DE TOLEDO

 

LLORENTE HNOS.

 

GESTION AGROPECUARIA S. R. L.

 

LA PASTORA S.A.

 

LA MARTA S.A.

 

VIAÑA S.A.

 

 

 

 

FOOD SECTOR

 

 

JUNTA NACIONAL DE CARNES- JNC.

 

JUNTA NACIONAL DE GRANOS – JNG.

 

COMPAÑIA CONTINENTAL DE GRANOS - CONTINENTAL GRAINS,

 

ELABORADORA ARGENTINA DE CEREALES

 

CABAÑA Y ESTANCIA SANTA ROSA

 

MORIXE - MOLINO HARINERO, BUENOS AIRES

 

COMPAÑIA EMBOTELLADORA - PEPSI COLA.

 

 

 

 

 

 

ENERGY SECTOR

 

 

            ADMINISTRACION NACIONAL DE ELECTRICIDAD - ANDE,

            ALCOHOLES Y PORTLAND, MONTEVIDEO, URUGUAY

            ANCAP - ADMINISTRACION NACIONAL DE COMBUSTIBLES,

            ASTRA CAPSA

            ASUNCION, PARAGUAY

            BRIDAS SA.

            CAMUZZI ARGENTINA

            CAMUZZI GAS PAMPEANA SA.

CENTRAL PUERTO SA.

            COMPAÑÍA TECNICA MIXTA SALTO GRANDE

CONSTRUCTORES ARGENTINOS - UCASA, NEUQUEN, ARGENTINA

DISTRIBUIDORA DE GAS CUYANA - PROV. DE MENDOZA, SAN LUIS.

            DISTRIBUIDORA DE GAS DEL CENTRO - PROV. DE CORDOBA.

            EG3 S.A. (PETROLEO)

            ELECTRICIDAD DE MISIONES - EMSA, POSADAS, ARGENTINA

            ENDE - EMPRESA NACIONAL DE ELECTRICIDAD, COCHABAMBA,

            EXXON  Int.

            HIDROELECTRICA EL CHOCON

IMPERIAL CHEMICAL

            INSTITUTO NICARAGÜENSE DE ENERGIA - INE, MANAGUA,

            METROGAS SA.

            PETROQUIMICA BAHIA BLANCA

PLUSPETROL EXPLOR. Y PRODUCT. SA.

            REPSOL – YPF S. A.

            RIO COLORADO - SERVICIOS INDUSTRIA PETROLEO, BS. AIRES

            SEGBA SERVICIOS ELECTRICOS DEL GRAN BUENOS AIRES

SHELL CAPSA

T.G.N. SA.

            TECPETROL SA.

TOTAL AUSTRAL SA.

TRANSPORTADORA DE GAS DEL NORTE SA.

TRANSPORTADORA DE GAS DEL SUR SA.

            UTE - USINAS Y TRASMISIONES ELECTRICAS, MONTEVIDEO,

            YACIMIENTOS PETROLIFEROS FISCALES BOLIVIANOS, LA PAZ,

 

 

 

 

GOVERNMENT & PUBLIC INSTITUTIONS

 

 

            AUDITORIA GENERAL DE LA NACION

            BANCO DE LA CIUDAD

            BANCO DE LA NACION

            COMPAU  COMISION TECNICA  FRAY BENTOS - PUERTO UNZUE

            ENCOTESA

HONORABLE CONCEJO DELIBERANTE

            LOTERIA NACIONAL DE BENEFICIENCIA Y CASINOS

MINISTERIO DE ECONOMIA Y OBRAS Y SERVICIOS PUBLICOS.

            MINISTERIO DE OBRAS PUBLICAS, MONTEVIDEO, URUGUAY

            NACION AFJP

            PRESIDENCIA DE LA NACION, BUENOS AIRES

PROGRAMA ASIST. TECN. REF. SECTOR PUBLICO ARG.

            SECYT - SECRETARIA DE CIENCIA Y TECNOLOGIA 

            SENASA

            SINDICATURA GENERAL DE LA NACION

           

 

                       

 

INDUSTRIAL SECTOR    

 

 

3M  SACIFIA.

            ACEROS ZAPLA

            ACINDAR SA.

ADAMS SA.

AGA SA.

AGROCOM SAICIF

ALCATEL TECHINT SA.

ALPARGATAS SAIC

ALUAR ALUMINIO ARG. SA.

ALLIED DOMECQ (HIRAM WALKER)

AMERICAN PLAST SA.

ANGELO PAOLO ENTRERRIANA

ANSALDO ARGENTINA SA.

AQUALINE SA.

ARBUMASA SA.

            ASTRA S.A.

ATLAS COPCO ARG. SAIC.

BAESA SA.

BAGLEY SA.

BASF ARGENTINA SA.

            BAYER ARGENTINA S.A. (LABORATORIO), BUENOS AIRES

BENVENUTO SAIC

            BOLLAND S.A. (PETROLERA SAN JORGE)

C. DELLA PENA SAN LUIS

C.S.JOHNSON SAIC.

CABLESA SA.

CAFES LA VIRGINIA SA.

CARGILL SA.

            CARLOS CASADO (EXTRACCION Y ELABORACION DE TANINO),

            CATAMARCA, OLAVARRIA, ZAPALA, ARGENTINA

CELULOSA ARGENTINA

CERAMICAS ZANON

CERVECERIA SANTA FE

CIADEA

COCACOLA FEMSA

COLGATE PALMOLIVE

            COMERC. DE EQUIPOS DE PROCESAMIENTO DE DATOS

DOW CHEMICAL SA.

DUPONT ARGENTINA SA.

DURLOCK SA.

ELABORADORA ARGENTINA DE CEREALES

ELECTROINGENIERIA SA.

EVEREADY ARGENTINA SA.

            FATE ELECTRONICA S.A., BUENOS AIRES

FERRUM SA. DE CERAMICA Y METAL

            FEVRE Y BASSET - CHRYSLER ARGENTINA S.A., BUENOS AIRES

FIAT ARGENTINA SA.

FINMA (Techint)

GENERAL ELECTRIC SA.

GENERAL INDUSTRIES SA.

            GILLETTE DE ARGENTINA

GRIMOLDI SA.

HIERRO PATAGONICO DE SIERRA GRANDE – RIO NEGRO, ARGENTINA

IECSA.

            IMPERIAL CHEMICAL INDUSTRIES

IMPSA.

INTERNATIONAL FLAVOUR & FRAGANCES

JAPAN COSMETICS

JOHNSON & JOHNSON

JUAN MINETTI SA.

LA ARROCERA ARGENTINA SA.

LA INDUSTRIAL COOP. LTDA.

LA PAPELERA DEL PLATA SA.

LA PRENSA SA.

LEDESMA SA.

            LOMA NEGRA - FABRICAS DE CEMENTO, BUENOS AIRES,

MASSALIN PARTICULARES SA.

MASSEY FERGUSON SA.

MERCEDES BENZ ARGENTINA SA.

MOLINO CAÑUELAS SACIFIA.

MONSANTO ARGENTINA SA.

MULTIDEPORTE SA.

NESTLE ARGENTINA SA.

NEWSAN SA.

NOBLEZA PICCARDO SAIC.

OLEAGINOSA MORENO SA.

PANPACK SA.

PAOLINI SAIC.

            PAPEL MISIONERO, POSADAS, ARGENTINA

PAPELERA TUCUMAN SA.

PECOM-NEC SA.

PEÑAFLOR SA.

PEREZ COMPANC SA.

PIRELLI CABLES SAIC.

PLASTIC DIVAR SA.

            POND'S ARGENTINA (COSMETICOS), BUENOS AIRES

PROTISA ARG. – PRODUCTOS TISSUE SA.

QUICKFOOD SA.

QUIMICA DEL NORTE SA.

            RCA (EDITORA Y DISTRIBUIDORA MUSICAL), BUENOS AIRES

REFINERIAS DE MAIZ SAICF

RESIS INGENIERIA SA.

REVLON DE ARGENTINA SA.

RIGOLLEAU SA.

ROMAN INGENIERIA SA.

S. C. JOHNSON & SON DE ARGENTINA

SEVEL ARGENTINA SA.

SHERWIN WILLIAMS SA.

SIDERAR SA.

SIDERCA SA.

SIEMENS SA.

SOCIEDAD COMERCIAL DEL PLATA

            STANDARD ELECTRIC ARGENTINA (DEL GRUPO ITT)

TECSIS SIDERCA

TRANSENER SA.

UNITAN SAICA

            UPONOR ALDYL S.A.

VINTAGE OIL SA. 

 

 

 

 

SERVICE SECTOR

 

 

            ACCION SOCIAL DE EMPRESARIOS - ASE (BUENOS AIRES)

            AEROLINEAS ARGENTINAS SA.

            AGUAS ARGENTINAS SA.

            AMERICAN EXPRESS ARGENTINA SA.

ARGENCARD SA.

ATC SA.

BOSTON CONSULTING GROUP

BRUGWARDT Y CIA SAIC Y AG.

BS. AS. AL PACIFICO SAN MARTIN

BUENOS AIRES CATERING

CIELOS DEL SUR SA.

            CLINICA BAZTERRICA (CENTRO MEDICO), BUENOS AIRES

 

 

CREDENCIAL ARGENTINA

CRESUD SA.

CROWN CORK & SEAL

EDITORIAL PERFIL SA.

EDITORIAL PLANETA SA.

ENTERPRISE PUBLICIDAD

EQUIPOS CONTABLES SA. (Paraguay)

ESCRIBANIA MIRA

ESEBA SA.

ESMIN SA.

ESTUDIO DR. ALEGRIA

ESTUDIO MESSUTI- KERAMIDAS

ESTUDIO RATTO-TELLE VILLARES

FALABELLA SA.

            FIRST MARK INSURANCE Co. BUFFALO, USA

HOBART ARGENTINA SA.

INSTITUTO NAC. DE S. S. PARA JUBILADOS Y PENSIONADOS, BS. AIRES

JUNCADELLA SA.

LA VOZ DEL INTERIOR

METROVIAS SA.

MICROBAS

            OBRA SOCIAL LUIS PASTEUR

OCASA SA.

REDBANK SA. (Chile)

            S.A. IMP. Y EXP. DE LA PATAGONIA - LA ANONIMA

            SERVIN S.A.

            STARTEL S.A.

SUPREME TICKET

TELEARTE SA.

TELECOM ARGENTINA SA.

TELEDEPORTES SA.

TELEFONICA COM. PERSONALES

TELEFONICA DE ARGENTINA

TELINTAR SA.

TRANSP. METROP. GENERAL ROCA

            URFIABLE S.A.

VISA ARGENTINA SA. 

 

 

 

 

 

 

FISHING SECTOR

 

 

PESQUERA ARNIPPO S.A.

 

PESQUERA LATINA S.A.

 

PESQUERA SUR S.A.

 

PESQUERA OESTE S.A.

 

PESQUERA SAKYU S.A.

 

PIONERA S.A.

 

FUKUCHO S.A.

 

ARZEN CORPORATION S.A.

 

DEPEMAS S.A.

 

 

 

HEALTH SECTOR

 

BOEHRINGER INGELHEIM SA.

CABOT ARGENTINA SAIC.

CHEMOTECNICA SYNTIAL

ELVETIUM LABORATORIOS SA.

GALDERMA ARGENTINA

HOSPITAL ALEMAN

HOSPITAL BRITANICO DE BUENOS AIRES

LABORATORIOS CASASCO

LABORATORIOS PHOENIX

LABORATORIOS ROEMMERS

MERCK SHARP & DOHME

OMINT

STERLING PRODUCTOS ARGENTINA SA.

 

 

 

INSURANCE SECTOR 

 

AETNA VIDA SA.

ASOCIART SA.

CIA. ARG. DE SEGUROS VISION SA.

COM. GRAL. DE FIANZAS Y GARANTIAS SA

EAGLE STAR INTERNATIONAL LIFE SA.

EL COMERCIO CIA. DE SEGUROS SA.

GRUPO JUNCAL SA.

ING. INSURANCE

LA BUENOS AIRES SEGUROS

LA CAJA DE AHORRO Y SEGURO

LA ESTRELLA CIA. ARG. SEG. DE RETIRO

LA REPUBLICA CIA. ARG. DE SEG. GENERALES

LA SEGUNDA CIA. DE SEGUROS - PROVINCIA SEGUROS

METROPOLITAN LIFE SA.

RIO URUGUAY COOP. DE SEGUROS

SURASSIST SA.

THE BRISTOL GROUP SA.

 

 

 

SUPERMARKETS

 

CARREFOUR SA.

CENCOSUD SA. (EASY)

COTO SA.

LA ANONIMA SA. IMP. Y EXP. DE LA PATAGONIA

SUPERMERCADO EKONO

JUMBO SA.

 

 

 

TELECOMMUNICATIONS & INFORMATION TECHNOLOGY

 

ACRON S.A.

COMSAT SA.

CRM SA. (MOVICOM)

IMPSAT SA.

ITC SA.

MINIPHONE

NEC ARGENTINA

NEXTEL ARGENTINA

NUEVO COMPUTO SA.

STARTEL SA.

TELEFONICA COMUNICACIONES PERSONALES

TELINTAR SA.

UNISYS SUDAMERICANA SA.

 

Countries where these services have been provided (in Latin America):

 

 

Argentina

 

Bolivia

 

Colombia

 

Costa Rica

 

Chile

 

Ecuador

 

Guatemala

                       

                     Honduras

 

México

 

Nicaragua

 

Panamá

 

Perú

 

Uruguay

 

Venezuela

 

También en Puerto Rico (USA)

 

VARIOUS TYPES OF ORGANIZATION DEVELOPMENT

 

Is there now more than one type of Organization Development? Obviously yes. We have listed below a few of our favorite types for your consideration. Have we missed any?

 

As any field matures and as its knowledge and experience base begins to expand, people begin to see new ways of doing things and in an effort to stand out from the crowd they begin to develop new types of O. D. and new marketing niches for themselves. Certified Consultants Internationally (original the International Association of Applied Behavioral Scientist s and now out of business) certified Behavioral Scientists / O. D. consultants. They divided Behavioral Science / O. D. consultants into four main divisions:  Personal / Professional Development Consultants, Group Development Consultants, Organization Development Consultants and Societal Change Consultants. (Incidentally, in 1987 Don Cole, RODC was the only member of CCI that was certified in all four divisions).

 

In 1996, Dr. Don Cole, RODC asked Dr. Joel Finlay, RODC if he would write an article on the different kinds of O.D. that were being used. He came up with a tentative list of five different types of O.D.:

 

 

Level 1 – Organizational Transformation (OT).

 

Characterized by tactical or strategic change fully chartered and led by senior organizational Managers. Perhaps internal but generally external O. D. practitioners.

 

 

Level 2 – Traditional O. D.

 

Characterized by tactical or strategic change fully chartered and led by a relatively autonomous manager / management group in an organization. Internal and/or external O. D.  practitioners.

 

 

Level 3 – Focused O. D. (Including training / HR OD)

 

Characterized by general tactical or possibly strategic change chartered by an individual organizational function with significant functional area management leadership but not necessarily broad organizational leadership. Internal and / or external O. D. practitioners.

 

 

 

Level 4 – Tactical O. D. (Including training / HR OD)

 

Characterized tactical change chartered by individual / functional area managers in support to change within their sub-organization, with sub-organizational leadership but generally without broad organizational leadership. Usually internal but possibly external practitioners.

 

 

Level 5 – Guerrilla O. D.

 

Characterized by attempted  tactical to strategic change un-chartered by organizational management and generally not broadly supported by leadership at any level. Nearly always internal practitioners operating an O. D. skunk works. Sometimes referred to as bottoms up O. D. in contrast to the much more traditional top down O. D. (This material by Dr. Joel Finlay, RODC was originally published in “The O. D. Journal”, Volume 14, N° 1, 1996, page 100.)

 

A number of other O. D. brands have sprouted into use. Organizational Effectiveness (OE) was originally coined by the U. S. Army to differentiate between military O. D. and civilian O. D. and distance t heir brand of O. D. from touchy-feely O. D. We have seen the development of Appreciative Inquiry at CWRU and Short Cycle O. D. at Benedictine University. As we learn how to impact larger and larger groups, we have seen the development of Future Search O. D. and whole systems change O. D. And, we have also seen the development of International O. D. (the application of traditional O. D. to organizations outside the USA) and Global O. D. (the application of O. D. technology to national and international problems).

 

This past year there have been some heated discussions on the competencies that should / can be taught to students in OD / OB programs. Should students be taught the competencies necessary to work on 747 type

O. D. projects or is the most that they can be taught are the competencies to work on Piper Club type O. D. projects.

 

There is also an ethical question on whether students should be told at the time they enter an OD /OB program whether they will be taught the full range of O. D. competencies (as developed  by Roland Sullivan, RODP since 1983) which would enable them to work 747 type O. D. projects or whether they should / can be taught only a partial list of competencies (now being developed by the Academy of Management O. D. and Change Division since 1998) which would make them competent on graduation to work on only Piper Club type O. D. projects ? If some graduating students are only competent to work on Piper Club type O. D. projects, we need some better definition as to what a Piper Club type O. D. project is.  

 

 DIPLOMADO en “CONSULTORÍA EXTERNA”

 In order to develop O. D. Consultants, The Organization Development Institute International, Latin America created an O. D. Diploma on Applied Sciences to prepare individuals to practice O. D. The Diploma consists of five courses, each focusing on specific O. D. knowledge, skills and competencies. The O. D. Diploma consists of both theoretical knowledge and experiential learning so that the learners can integrate practice and theory in a useful way.

 

Program I: Knowing Self and Others – External Consulting

 

This is a 40-hour residential experiential Program which helps participants develop an understanding of self and how one is perceived by others.        This experiential course is co-facilitated by two experienced O. D. Practitioners who are qualified in group learning techniques. Participants will be engaged in a series of experiential exercises and simulations to gain insight into their personal behavior patterns and to learn how they react to various situations in which O. D. External Consultants find themselves.

 

This course will also introduce the idea of career planning and participants will engage in experimental exercises which help clarify their personal career goals and help them begin to deal with issues individuals encounter when initiating a professional practice as an External Consultant.

 

Students will be involved in designing the course to assure the needs of the individuals are adequately met. Because this is the first course in the Program and some participants may not be sure of their career directions this course often leads participants to pursue work in other areas such as management, starting their own business or developing yet a different career.

 

 

 

Program II: Seminar in Organizational Change & Development – External Consulting

 

This 40-plus hour seminar is designed to provide a theoretical understanding into the principles and practices of Organizational Change & Development. Twenty-plus articles have been selected from The Organization Development Journal (the most cited publication in Organization Development and Change in the world) for participants to read and discuss. These articles were selected because of their breadth and usefulness for a Consultant. They include articles by Chris Argyris, Edgar Schein, Carl Rogers, Bob Golembiewski, Ken Murrell, Don Cole, Peter Sorenson, Terry Armstrong, Joanne Preston, Eric Gaynor Butterfield, Roland Sullivan, Daniel Goleman and others. Topics include: the role of the change agent, change theory, feedback methodology, organizational assessment, the consultation process, organizational learning, ethical issues in O. D. and various cases of O. D. interventions.

 

This seminar will also contain a series of experiential exercises to help students understand critical points involved in the theories presented and discussed. These will include exercises which deal with such things as : visualization, projection, nonverbal communication, trust, organizational diagnosis, force field analysis, giving and receiving feedback, interviewing, trust building, listening triads, how to be of help. Kolb´s learning model will be used to help participants link experience, reflection, theory and experimentation.

 

 

 

Program III: Competencies in Organizational Change & Development – External Consulting

 

This 80-hour experiential class will focus on the consultation process and specific skill essential to O. D. Consultation. It will deal with seven stages of the consultation process: entry, contracting, diagnosis, feedback, planning change, interventions and termination of the contract.

 

Course Outline

 

1. Entry

 

Process vs. Expert consulting

Listening

Rapport building

Communicating nonverbally

Mistakes often made

Case examples

 

2. Contracting

 

Building the psychological contract

Negotiating skills

Process consultation skills

Writing a formal or informal contract

Mistakes often made

Case examples

 

3. Diagnosis

 

Data collection

Instruments used for diagnosis

Interviewing skills

Observation skills

Developing questionnaires

Case examples

 

4. Feedback (Used for both diagnosis and evaluation of intervention)

 

Simple data analysis

Report writing

            Data presentation: overhead, flip charts and handouts

Feedback skills

 

 5. Planning change and the evaluation

            How to lead group meetings

How to facilitate group meetings

How to resolve conflict

How to lead problem solving sessions

Action planning and action research

Practical evaluation and data collection

 

6. Interventions

 

Overview of previously learned interventions

Practice putting diagnosis and interventions together

These may include:

            Team Building

            Strategic planning

            How to design training programs

  

7. Termination

 

Teaching the Client O. D. skills

Do we cycle back and renegotiate ?

Knowing when to leave

Final report and leaving

Putting it all together

Small groups of participants will prepare, present and critique O. D. cases.

 

 

Program IV: Organizational Change and Development “in Action” – Lab – External Consulting

 

This laboratory course is designed for a team of three to five learners to develop an Organizational Change & Development intervention with a Client. The team will work in consultation with two seasoned O. D. practitioners. The team will be involved with scouting, entry, contacting, diagnosis, intervention, design, implementation, exit and evaluation. The experienced O. D. practitioners will serve as the team´s guide and shadow consultant during the entire project.

  

Program V: Practicum – External Consulting

 In this Program the participant must carry out an Organization Change and Development project from the initial phase of identifying and contracting with a Client through the exit and evaluation phase of the O. D. Consulting Process.  The learner will be assigned two experienced consultants who will serve as personal mentors.

 

Joel Finlay (in The O. D. Registry, edited by The O. D. Institute): “As any field matures and as its knowledge and experience base begins to expand, people begin to see new ways of doing things and in an effort to stand out from the crowd they begin to develop new types of O. D. and new marketing niches for themselves. Certified Consultants Internationally (original the International Association of Applied Behavioral Scientist s and now out of business) certified Behavioral Scientists / O. D. consultants. They divided Behavioral Science / O. D. consultants into four main divisions:  Personal / Professional Development Consultants, Group Development Consultants, Organization Development Consultants and Societal Change Consultants. (Incidentally, in 1987 Don Cole, RODC was the only member of CCI that was certified in all four divisions).” Joel Finlay wrote an article on the different kinds of Organizational Change and Development and came up with a tentative list of five different types of O.D. (O. D. Registry):

  

“Level 1 – Organizational Transformation (OT).

 Characterized by tactical or strategic change fully chartered and led by senior organizational Managers. Perhaps internal but generally external O. D. practitioners.

 

Level 2 – Traditional O. D.

 Characterized by tactical or strategic change fully chartered and led by a relatively  autonomous manager / management group in an organization. Internal and / or external O. D. practitioners.

  

Level 3 – Focused O. D. (Including training / HR OD)

 Characterized by general tactical or possibly strategic change chartered by an individual organizational function with significant functional area management leadership but not necessarily broad organizational leadership. Internal and / or external O. D. practitioners.

  

Level 4 – Tactical O. D. (Including training / HR OD)

 Characterized tactical change chartered by individual / functional area managers in support to change within their sub-organization, with sub-organizational leadership but generally without broad organizational leadership. Usually internal but possibly external practitioners.

 Level 5 – Guerrilla O. D.

 Characterized by attempted tactical to strategic change un-chartered by organizational management and generally not broadly supported by leadership at any level. Nearly always internal practitioners operating an O. D. skunk works. Sometimes referred to as bottoms up O. D. in contrast to the much more traditional top down O. D. (This material by Dr. Joel Finlay, RODC was originally published in “The O. D. Journal”, Volume 14, N° 1, 1996, page 100.)

 

 

 

A number of other O. D. brands have sprouted into use. Organizational Effectiveness (OE) was originally coined by the U. S. Army to differentiate between military O. D. and civilian O. D. and distance their brand of O. D. from touchy-feely O. D. We have seen the development of Appreciative Inquiry at CWRU and Short Cycle O. D. at Benedictine University. As we learn how to impact larger and larger groups, we have seen the development of Future Search O. D. and whole systems change O. D. And, we have also seen the development of International O. D. (the application of traditional O. D. to organizations outside the USA) and Global O. D. (the application of O. D. technology to national and international problems).”

 The participants in our DIPLOMADOS - Programs (External and Internal Consultants) eventually have shared with us some heated discussions on the competencies that should / can be taught to students in Organization Change and Development as well as in Organizational Behavior programs. To say it in few words – following Finlay: “Should students be taught the competencies necessary to work on 747 type O. D. projects or is the most that they can be taught are the competencies to work on Piper Club type O. D. projects ?”

 DIPLOMADO en “CONSULTORÍA INTERNA”  (ayudando a Su propia empresa en el proceso de Cambio y Desarrollo Organizacional)

 In order to develop O. D. Internal Consultants, The Organization Development Institute International, Latin America created an O. D. Diploma on Applied Sciences to prepare individuals to practice O. D. within their firm. The Diploma consists of five courses, each focusing on specific O. D. knowledge, skills and competencies. The O. D. Diploma consists of both theoretical knowledge and experiential learning so that the learners can integrate practice and theory in a useful way.

 Program I: Knowing Self and Others – Internal Consulting

 This is a 40-hour residential experiential Program which helps participants develop an understanding of self and how one is perceived by others, placing focus on their own firm (intra-group and inter-group relationships) .     This experiential course is co-facilitated by two experienced O. D. Practitioners who are qualified in group learning techniques within organizations. Participants will be engaged in a series of experiential exercises and simulations to gain insight into their personal behavior patterns and to learn how they react to various situations in which O. D. Internal Consultants find themselves.

 This course will also introduce the idea of career planning and participants will engage in experimental exercises which help clarify their personal career goals and help them begin to deal with integrating their interests, preferences and goals with those of their organization.

 

 Program II: Seminar in Organizational Change & Development – Internal Consulting

 This 40-plus hour seminar is designed to provide a theoretical understanding into the principles and practices of Organizational Change & Development from the stand-point of an Internal Consultant. Twenty-plus articles have been selected from The Organization Development Journal (the most cited publication in Organization Development and Change in the world) for participants to read and discuss. These articles were selected because of their breadth and usefulness for a Consultant. They include articles by Arnold Tannenbaum, Chris Argyris, Robert Kaplan, Edgar Schein, Carl Rogers, Bob Golembiewski, Ken Murrell, Don Cole, Peter Drucker, Peter Sorenson, Terry Armstrong, Joanne Preston, Eric Gaynor Butterfield, Roland Sullivan, David Norton, James March, Herbert Simon, Daniel Goleman and others. Topics include : the role of the internal change agent, change theory “from within”, feedback methodology, group & organizational assessment, internal consultation processes, organizational learning “from within”, group creation and development, intra group and inter group relationships, ethical issues in O. D. and various cases of O. D. interventions.

 This seminar will also contain a series of experiential exercises to help students understand critical points involved in the theories presented and discussed, and how they may be applied effectively by an Internal Consultant. These will include exercises which deal with such things as : visualization, projection, nonverbal communication, trust, organizational diagnosis, force field analysis, giving and receiving feedback, interviewing, trust building, listening triads, how to be of help. Kolb´s learning model will be used to help participants link experience, reflection, theory and experimentation.

 Program III: Competencies in Organizational Change & Development – Internal Consulting

 This 80-hour experiential class will focus on the Internal Consultation Process and specific skill essential to Organizational Change and Development. It will deal with seven stages of the internal consultation process: internal entry, renegotiating the Psychological contract, “redefining” diagnosis, feedback, planning change, interventions and termination of the contract.

 Course Outline

 1. Internal Entry

 Process vs. Expert consulting (match with the external consultant)

Listening

Rapport building

Communicating nonverbally

Mistakes often made

Case examples

 

2. Renegotiating the Psychological contract

 Re-building the psychological contract

Negotiating skills (with others from outside)

Process consultation skills (within the organization)

Writing a formal or informal contract

Mistakes often made

Case examples

 

3. Redefining Diagnosis

 New data collection

New Instruments used for diagnosis

Interviewing skills

Observation skills

Developing questionnaires

Case examples

 

4. Feedback (Used for both diagnosis and evaluation of intervention)

 Simple data analysis

Report writing

            Data presentation: overhead, flip charts and handouts

Feedback skills

 

5. Planning change and the evaluation

 How to lead group meetings

How to facilitate group meetings

How to resolve conflict

How to lead problem solving sessions

Action planning and action research

Practical evaluation and data collection

 

6. Interventions

 Overview of previously learned internal interventions

Practice putting diagnosis and interventions together

These may include:

            Team Building

            Strategic planning

            How to design training programs

 

 7. Termination

 Transferring Organizational Change and Development competencies to others from within

How do we cycle back and renegotiate our psychological contract ?

Knowing when to “return” to previous tasks and roles

Final report and leaving

Putting it all together

Small groups of participants will prepare, present and critique O. D. cases.

  

Program IV: Organizational Change and Development “in Action” – Lab – Internal Consulting

 This laboratory course is designed for a team of three to five learners to develop an Organizational Change & Development intervention with a Client, which may be their own firm. The team will work in consultation with two seasoned O. D. practitioners. The team will be involved with scouting, entry, contacting, diagnosis, intervention, design, implementation, exit and evaluation. The experienced O. D. practitioners will serve as the team´s guide and shadow consultant during the entire project.

 

 Program V: Practicum – Internal Consulting

 In this Program the participant must carry out an Organization Change and Development internal consulting project from the initial phase of redefining his own psychological contract with his/her company through the exit and evaluation  phase of the O. D. Internal Consulting Process.  The learner will be assigned two experienced consultants who will serve as personal mentors.

 

Joel Finlay (in The O. D. Registry, edited by The O. D. Institute): “As any field matures and as its knowledge and experience base begins to expand, people begin to see new ways of doing things and in an effort to stand out from the crowd they begin to develop new types of O. D. and new marketing niches for themselves. Certified Consultants Internationally (original the International Association of Applied Behavioral Scientist s and now out of business) certified Behavioral Scientists / O. D. consultants. They divided Behavioral Science / O. D. consultants into four main divisions:  Personal / Professional Development Consultants, Group Development Consultants, Organization Development Consultants and Societal Change Consultants. (Incidentally, in 1987 Don Cole, RODC was the only member of CCI that was certified in all four divisions).” Joel Finlay wrote an article on the different kinds of Organizational Change and Development and came up with a tentative list of five different types of O.D.(O. D. Registry):

 “Level 1 – Organizational Transformation (OT).

 Characterized by tactical or strategic change fully chartered and led by senior organizational Managers. Perhaps internal but generally external O. D. practitioners.

 Level 2 – Traditional O. D.

 Characterized by tactical or strategic change fully chartered and led by a relatively  autonomous manager / management group in an organization. Internal and / or external O. D. practitioners.

 

Level 3 – Focused O. D. (Including training / HR OD)

 Characterized by general tactical or possibly strategic change chartered by an individual organizational function with significant functional area management leadership but not necessarily broad organizational leadership. Internal and / or external O. D. practitioners.

  

Level 4 – Tactical O. D. (Including training / HR OD)

 Characterized tactical change chartered by individual / functional area managers in support to change within their sub-organization, with sub-organizational leadership but generally without broad organizational leadership. Usually internal but possibly external practitioners.

 Level 5 – Guerrilla O. D.

 Characterized by attempted tactical to strategic change un-chartered by organizational management and generally not broadly supported by leadership at any level. Nearly always internal practitioners operating an O. D. skunk works. Sometimes referred to as bottoms up O. D. in contrast to the much more traditional top down O. D. (This material by Dr. Joel Finlay, RODC was originally published in “The O. D. Journal”, Volume 14, N° 1, 1996, page 100.)

 A number of other O. D. brands have sprouted into use. Organizational Effectiveness (OE) was originally coined by the U. S. Army to differentiate between military O. D. and civilian O. D. and distance their brand of O. D. from touchy-feely O. D. We have seen the development of Appreciative Inquiry at CWRU and Short Cycle O. D. at Benedictine University. As we learn how to impact larger and larger groups, we have seen the development of Future Search O. D. and whole systems change O. D.. And, we have also seen the development of International O. D. (the application of traditional O. D. to organizations outside the USA) and Global O. D. (the application of O. D. technology to national and international problems).”

 The participants in our DIPLOMADOS - Programs (External and Internal Consultants) eventually have shared with us some heated discussions on the competencies that should / can be taught to students in Organization Change and Development as well as in Organizational Behavior programs. To say it in few words – following Finlay: “Should students be taught the competencies necessary to work on 747 type O. D. projects or is the most that they can be taught are the competencies to work on Piper Club type O. D. projects ?”

 

 

 

 

 


Para mayor información puede acercarse a
The Organization Development Institute International, Latinamerica

a través de : www.theodinstitute.org
y también por este medio : info@theodinstitute.org

 


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