Leading a group is always challenging, as Schein (1988) pointed out some emotional challenges for entering a new group. The problems are identity, control and influence, needs and goals, and acceptance, and the related responses can be tough tender or denial. With simple wording, Schein explained a deep relatable concern for every leader in the […]
From your own experience, describe the last meeting that you attended. How were decisions made? Was there a method to evaluate outcomes?
The action cycle of making decisions are action planning, taking action steps, and evaluating outcomes, where the group should reach a consensus on the criteria for evaluation and timetable. There are different methods for group decisions and each method has certain consequences. Dr. Schein(1999) provided us a simplified model for group problem solving which includes […]
Double messages
Double messages can be defined as saying one thing while communicating something else. A double message can be communicated unintentionally, without knowing such as misleading body posture, or wrong attitude; on the other hand, the double messages can be provided with proper clarification and causes no harm from both sides. Double messages can be a […]
Experience of using Facework
Facework can be explained as a notion of metaphorical face, which represents how that individual is viewed. Facework is an important part of interpersonal communication strategies, where it helps to elevate or hinder a conversation. In my few years of management experience, I’ve utilized this strategy many times, specifically in every performance review. It’s important […]
Lesson 5 Blog Reflection
ORJI refers to observation, emotional reaction, judgment, intervention; a simplified model of intrapsychic processes to be an effective process consultant. Observation is a representation of reality, slightly modified by anticipation, preconception. The reaction is the true feeling and understanding of our emotions. Judgment is the logical decision-making process, and intervention is the implication based on […]
Ultimate and unwitting client
Unwitting clients are the members of the organization or client system who are directly affected by the process consultant’s intervention. And ultimate clients are the individual or groups whose welfare must be considered in any intervention. Many times these are the people above or below the primary client’s position in the system, and often not […]
Active inquiry
The goal of active inquiry is to develop a relationship with the client to help them with diagnosis and solution. I’ve attended the conversation as a third party but utilized active inquiry. Inactive theory the consultant listen in a non-judgmental way, and it’s very important and often difficult. Often we share our opinion too fast, […]
Occasion of consulting
I’ve worked in management for three years in a home improvement retail organization. In much other retail organisation, our organization was facing a high rate of turnover. I had an opportunity to act as an internal consultant with my general manager to solve the turnover issue for my department. I acted as an expert due […]
Introduction Post
Hello everyone, I am Farhan Sadique, a 2nd year Ph.D. student. I am currently working as a graduate assistant in the Department of Learning and Performance System. I’ve worked in retail management for three years before joining Penn State and performed differently to facilitate organizational development and change without actively pursuing the implementation plan as […]
Blog Reflection 7
It isn’t easy to point out one most important learning, but I would mention the appreciative inquiry model and action research model for organization development. I’ve learned about the whole system perspective, which was an interesting eye-opener to understand the change process, and how OD as a field can facilitate changes in the organization. I […]
