Lynda Commale's Blog

Capstone and Master’s Experience    By: Lynda Commale

My experience in the master’s program at Penn State University was nothing short of fulfilling and enriching. Engaging in a curriculum tailored to my academic interests provided me with a deep sense of satisfaction and purpose. However, what truly elevated my experience was the opportunity to undertake this relevant capstone project. This project not only allowed me to apply the knowledge and skills acquired throughout the program but also provided a platform for real-world problem-solving and innovation in my workplace. My project grew exponentially and the impact that I had in my organization provided a solution to a difficult problem. My guidance to future capstone students is to embrace a real-life problem in your workplace and seize the learning all around you. Use your contacts, mentors, and learning to guide you. Enjoy it!

Throughout my time at Penn State in this program, I witnessed substantial progress both academically and personally. The rigorous coursework challenged me to think critically, analyze complex problems, and explore innovative solutions. Each milestone achieved, whether mastering a difficult concept or successfully completing a challenging project, contributed to my growth and development as a scholar and professional.

My journey was not without its challenges. Balancing academic commitments with personal and professional responsibilities demanded resilience and determination. However, overcoming these obstacles not only strengthened my resolve but also honed my time management and prioritization skills, especially at the end when I earned a promotion and had to begin studying for a difficult licensing exam simultaneously. However, the support and camaraderie of my peers and mentors were invaluable during times of difficulty, fostering a sense of community and belonging that enriched my overall experience. Through collaboration and shared experiences, lasting relationships were forged, creating a network of like-minded individuals with whom I can continue to grow and thrive beyond the confines of the university.

Heifetz’s adaptive leadership model emphasizes the importance of leaders addressing complex, ambiguous challenges by mobilizing individuals and organizations to adapt and thrive in changing environments. Unlike technical challenges that have clear solutions, adaptive challenges require behavioral and mindset shifts, often involving conflicting values, beliefs, and interests.

Adaptive leaders encourage experimentation, learning, and adaptation, empowering followers to confront and navigate uncertainty while fostering collective ownership of problems and solutions. This approach involves challenging existing norms, facilitating productive conflict, and mobilizing stakeholders to explore new possibilities and embrace necessary changes. Adaptive leadership requires leaders to exhibit courage, resilience, and humility as they navigate the complexities of adaptive challenges and guide their organizations toward sustainable growth and success.

I tend to agree with this model, especially considering the current corporate environment of near constant change which requires a more adaptive leadership style. Some supporting elements of the model from my perspective include:

• Relevance to Complex Challenges: Heifetz’s adaptive leadership model emphasizes the need for leaders to address complex, adaptive challenges that cannot be solved through technical solutions alone. In today’s rapidly changing and interconnected world, leaders often face ambiguous situations requiring adaptive responses. Difficult but necessary.
• Flexibility and Agility: Adaptive leadership encourages leaders to be flexible and agile in their approach, adapting their strategies based on evolving circumstances and feedback. In a dynamic business environment (which I live in daily) characterized by uncertainty and volatility, this flexibility is crucial for effectively navigating challenges.
• Focus on Learning and Growth: Adaptive leadership emphasizes continuous learning and growth, both for leaders and their teams. In an era where innovation and creativity are key drivers of success, leaders need to foster a culture of learning and experimentation to stay ahead of the curve.
• Empowerment and Collaboration: Adaptive leadership involves empowering followers and fostering collaboration across diverse teams. In an increasingly interconnected world, leaders must leverage the collective intelligence and expertise of their teams to tackle complex problems effectively.

Below, please find my most updated resume/CV. If anything changes, I will update it and re-post.

Lynda Commale – Resume (non-VG)

My professional philosophy aligns greatly with simplicity, involving the principles of adaptability, continuous improvement, and proactivity, emphasizing a collaborative and iterative approach to change, problem-solving and project management. I believe in fostering a culture that embraces change as continuous improvement, values learning from experiences, and prioritizes flexibility and growth. I am also a fan of the simple framework – What? – So What? – Now What? And use it frequently to coach others. If we can answer those three questions, we are often ahead of the game.

Acknowledging personal biases is an integral part of my professional philosophy but I will also admit that this was a struggle for me until recently. Taking Data Analysis with Dr. Siford-Myers spotlighted my LACK of partiality during some of my project work. She clearly pointed out moments of my work where I struggled with bias and got a bit too “personal” with the work.  I recognized that individual perspectives could influence project decisions and outcomes, and mine were. I was grateful for her feedback and grew from that experience.

I emphasize self-awareness and a commitment to mitigating biases through diverse perspectives, open communication, data-driven insights, and self-reflection. By incorporating ARM concepts and being mindful of personal biases, my professional philosophy strives for a resilient and inclusive approach that thrives on adaptability, collaboration, and continuous learning. This philosophy aims to create a work environment where challenges are viewed as opportunities for growth, and success is measured not only by outcomes but also by the ability to navigate complexities with agility and integrity.

Blog 2 – Lessons learned from ARM

As we have learned through this program, the Action Research Model, a leading model for OD interventions, teaches the importance of active stakeholder engagement to ensure a comprehensive understanding of organizational challenges.

Some of the lessons I have learned through practice within my workplace and through assignments during the program:

• Adaptability is paramount, emphasizing the need for flexible strategies based on continuous assessment.
• Establishing a culture of open communication encourages feedback and promotes transparency.
• ARM’s iterative nature fosters ongoing organizational learning and improvement.
• This approach encourages a proactive and collaborative mindset, aligning interventions with the evolving needs of the organization for sustained effectiveness and allowing for real-time adjustments based on feedback and outcomes.
• ARM encourages a participatory approach, where employees are actively involved in decision-making and problem-solving.
• This model creates a supportive environment for experimentation and learning is crucial, fostering a culture that values innovation and continuous improvement.
• ARM’s comprehensive nature also embraces the importance of aligning interventions with organizational goals, ensuring that changes contribute directly to overall strategic objectives.

What did Betty do wrong prior to the meeting, and what could be done to avoid missing the deadline?

Before her vacation and the meeting, Betty missed an opportunity to discuss the report’s progress with Don. Regular check-ins could have allowed her to offer advice or assistance in reviewing the reports, potentially avoiding a deadline overrun. Consistent updates throughout the six weeks could have preemptively addressed issues, enabling both Betty and Don to collaboratively find solutions and prevent complications.

What did Betty do wrong in the meeting itself, and what could been done to make the meeting more effective?

Betty faced challenges in the meeting, displaying a lack of composure and professionalism as she resorted to yelling and nitpicking Don’s performance without sufficient observations or accurate information. Her failure to check in on Don during the six weeks prevented an understanding of his efforts. A more composed approach and offering constructive advice could have fostered a collaborative environment for future improvements. Betty’s communication style should shift towards ongoing dialogue, promoting cooperation and ensuring success in meeting deadlines.

What should Don have done to be more effective?

Don missed an opportunity by not seeking help or guidance from Betty when he initially encountered report issues. Requesting advice on managing the task and enlisting support for report reviews could have saved time. Don should overcome hesitancy to ask for assistance, specifically seeking Betty’s input on preferred procedures to enhance report management. Additionally, he should not deflect blame but proactively communicate issues, ensuring a more efficient process and preventing delays caused by lack of communication among team members.

My field project has been underway for a number of months now, and I have spent a lot of time thinking about professional ethics regarding this project. Influence, conflict of interest, evaluation, and accountability have been top of mind for me.

Influence: OD interventions as a whole involve influencing organizational change. Ethical issues have arisen when I navigate power dynamics, especially if my influence is perceived as coercive or if certain groups within the organization are disadvantaged. As my project has progressed, the data has challenged me to ensure that I am telling a truthful data story and supplementing my influence with the additional qualitative data I have gathered.

Conflict of Interest: It is not uncommon that OD practitioners navigate potential conflicts of interest. Balancing the interests of the organization, its employees, and the OD consultant requires careful ethical considerations, and this has been a struggle for me with this project. I was once in the seat of many of those I am serving, so I have an extra element of “passion” for this topic which can easily be seen as a conflict of interest. I have asked my sponsor to “check” me to ensure I am staying fair and even.

Evaluation: Gathering data, assessing the effectiveness of OD interventions and evaluation of that criteria has the potential to be tricky, especially depending on who is evaluating it. The perception of the data and the knowledge behind the evaluation has provided me with some bumps in the road with some senior leaders.

Accountability: Once I overcame building trust around evaluation with the leadership team, I have come across elements of accountability concerns, especially with attributing success or failure, and ensuring leadership and coaching accountability. I am diligently striving to influence and coach leaders to “do the right thing” as they see the results of this project, and then also coaching the senior leadership team to ensure accountability.

Hello all –