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.