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AI is described as a big hype. However, based on my experience, it is an incomplete tool and approach if it is not integrated with other related concepts and approaches. i worked on this approach for years. I have led dozens of workshops. I started reading on AI from 1998. I then trained myself with management experts including Dr. David Dooperrider. Provided it is mixed up with other approaches, it can create magic. However, to keep the momentum, it takes a lot of effort. You can not keep the group or the consituents motivated with some tools of AI. I am ready to have conversation with anyone who may be interested to share experiences.

Encouraging people to be has fragile and vulnerable as possible. The messaging is all about appealing to peoples weakest selves so that this group and others can take advantage of them

One of the finest products of the intellect, comparable to rationalistic humanism. 'Or' mentality has motivated revolutions by the disadvantaged; 'And' mentality initiated by the privileged can initiate transformation. 'And' thinking is rationalization of 'Love', which is rooted in spirituality rather than rationality.

24:10 Primary role of an OD Consultant...."What the hell is going on there:" is called Diagnosis! So true!

23:50 The Coaches work for Change Management Consultants for "Facilitating" Change , using coaching process!

17:15 Open System Theory

15:10 Keyword that defines Change management is "Facilitation", while OD is "Development"!

🎯 Key Takeaways for quick navigation: 00:09 🌐 *Introduction to the Video and Speaker Acknowledgment* - Introduction to the just-in-case mini-series by Quality and Equality. - Acknowledgment of Professor Warner Burke's contribution to organization development. - Mention of Warner Burke's influence on the speaker's practice. 03:52 🗣️ *Warner Burke's Appreciation and Topic Introduction* - Appreciation for Warner Burke's dedication to OD over 50 years. - Warner Burke's ability to stay updated with literature and research. - Introduction to the main topic: "Change Management is not Organization Development." 04:07 🤔 *Anger and Disassociation from OD in Change Management* - Warner Burke's reference to the movie "Network" expressing frustration. - Observation on the disassociation of change management from OD. - Mention of consulting firms favoring "change management" over "organization development." 06:33 📊 *Part 1: Comparison - Value System* - Change Management focuses on building and expanding the consulting firm's business. - OD emphasizes development, social justice, participation, openness, honesty, and psychological safety. - OD aims to strengthen beliefs and values for both consultants and client organizations. 10:52 📚 *Part 1: Comparison - Theory* - Change Management is described as a-theoretical, primarily relying on facilitation. - OD is grounded in theories such as open system theory, Lewin's contributions, and motivational theory (Maslow). - OD consultants are clear about the theoretical foundations guiding their work. 22:26 🛠️ *Part 1: Comparison - Primary Skill* - Change Management primary skills include facilitation, coaching, and often taking over client meetings. - Coaching certification is common among Change Management consultants. - Emphasis on Change Management skills not necessarily leading to significant organizational change. 24:13 🧭 *Change Leadership in OD* - Change leadership based on system thinking and clear goals is a primary skill of an OD consultant. - Diagnosis, collaboration, process consultation, coaching, and effective communication are key skills. - Emphasis on educating the client and giving away knowledge to empower them in the change process. 27:10 🔄 *Intervention Modes in Change Management* - Change management consultants work alongside client managers, providing an extra pair of hands. - Use of questionnaires to gather data, but focus on business outcomes rather than individual development. - Interventions may help individuals but may not contribute significantly to organizational change. 29:23 📊 *Lewin's Three-Step Model in Organization Development* - Lewin's three-step model involves diagnosing, unfreezing, and changing, emphasizing small steps. - Diagnosing focuses on understanding forces for and against change. - Action research involves small, experimental changes with immediate data collection. 31:34 🔄 *Change Model for Change Management Consultants* - Change management consultants facilitate decisions made by top management. - Clients often hire change management experts to handle challenging changes, keeping executives removed. - Change management consultants are tasked with facilitating change rather than leading or participating. 38:11 🔍 *Evidence-Based Ten-Step Change Model* - The ten-step change model: get facts, assess organization readiness, implement evidence-based interventions, develop change leadership, communicate change vision, work with social networks, use enabling practices, promote experimentation, assess progress, institutionalize change. - Emphasis on evidence-based interventions and a holistic approach to change. - Challenges the notion of starting change with a vision; vision comes after groundwork. 42:28 🌐 *Change Activities: OD vs. Change Management* - Change management consultants focus on activities to keep employees busy without a clear organization change objective. - OD consultants define change activities within the broader ten-step model, aiming for systemic change. - Activities include large group interventions, organizational diagnosis, and skills development. 44:54 ⏩ *Sustainment of Change: Different Objectives* - Change management sustainment objective is to expand business for the consulting firm. - OD consultant sustainment involves addressing deviations, constant assessment, and celebrating successes. - Change management consultants aim for business growth, while OD consultants prioritize effective organizational change. 47:18 🔄 *OD's Rich Understanding vs. Change Management* - Organization Development (OD) has a rich theoretical understanding and clear values, guiding its work. - Change Management lacks a comparable theoretical foundation and clear values. - Emphasis on the misnomer of the title "Change Management." 48:34 🌐 *Truth and Leadership* - The importance of truth in leadership, especially during complex times like a pandemic. - Leaders like Andrew Cuomo, who openly shared data during the pandemic, were appreciated for their honesty. - The need for leaders to speak truth to both power and followers, emphasizing the role of OD practitioners in coaching leaders for truthful communication. 51:18 🌐 *Impact of the Internet on OD* - The significant impact of the internet on how OD practitioners operate, especially with the rise of virtual work. - Challenges in reading non-verbal cues in virtual settings, affecting the traditional OD reliance on non-verbal behavior. - Suggestions to cope with limitations, such as using quick surveys and relying on breakout sessions in virtual meetings. 54:40 🌐 *Essential vs. Non-essential and Social Needs* - Reflections on the pandemic prompting a distinction between essential and non-essential aspects of life. - Recognition of essential workers through traditions like applauding them daily in New York City. - Consideration of heightened social needs, like the importance of physical gestures like hugs, prompting personal reflection. 57:13 🌐 *Importance of Group Dynamics in OD* - Emphasis on OD practitioners often working with groups, small and large, rather than just individual clients. - Clarification on what constitutes a team, focusing on common goals, roles, agreed-upon processes, and interpersonal relations. - Differentiation between virtual groups and teams, highlighting the need for new tools like social network analysis for virtual settings. 01:02:16 🌐 *Group Size and Dunbar's Number* - Discussion on the importance of group size, introducing Dunbar's research on social channel capacity and the "magic number" of 150. - The idea of breaking organizational units into smaller groups when exceeding this number. - The need for OD professionals to stay knowledgeable about large group interventions and their impact on organizational dynamics. 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Hello mercy Mr. Thnk you for the content you offer I have a question, can you help me with references for organizational agility and quality of tourism services?

Thank you very much, first time I learnt about this awesome concept and it's impact.🎉

Thank you so much Dr. Burke for this enriching knowledge. I am now more confident about this model and how to interpret and use it. Please do confirm on how to get a copy of the survey of this model.

Thank you, very helpful !

So appreciate this presentation. I’m a LSS MBB and we also have been using AI in my industry.

Never had a way to put this into words a young lad but I feel like I understood these concepts. Thanks for the interesting video and putting into words what I couldn't.

This is so Kung Fu!

what are the four forms of organisational agility ????

Is this something that you're kids could have

An interesting and informative lecture. Thank you

Watching this today, I find myself feeling so sad. . . Bless your huge heart, Mee Yan. We miss you terribly. . .

This is unfortunate - I was so looking forward to listening to Dr. Burke thoughtfully distinguish between organizational change management and organizational development. It is the first opportunity I've had to listen to this pioneer in the field of OD, and someone whose Burke-Litwin model was my introduction to understanding the complexity - and power - of effectively navigating a changing organization. But I cannot finish, at least for now. This broad-brush condemnation of change management is unnecessary and, frankly, rooted in a very limited understanding of how change management is practiced these days. I'll try to come back to this at some point because I still would like to learn what I can from him. But here's what I'll say - as someone who started out practicing organizational change management in one of the large consultancies Dr. Burke mentioned, I can understand why he might be bitter about the turn that consulting firms have taken in how they guide clients to practice change management without the behavioral sciences- or humanistic-foundations that have defined the field of OD. It is - as practiced by many of those large consultancies - more like executing change management actions versus taking a systems approach to diagnosing and intervening to help develop the capacity and effectiveness of the organization as a system. However, those same consultancies started out decades ago with professionals who had deep respect for the roots of OD and its role in helping organizations evolve effectively and stay vital and were successful in spreading that knowledge and wisdom to those of us who were just learning. Further, not all organizational change management practitioners today are in consultancies. Many of the brightest minds have either gone off on their own or, more likely, joined corporations as OD and/or OCM practitioners, where they are valued for the solid grounding in OD that they bring to their teams. Going back to my agreement that there is an over-simplification of organizational change management as practiced by some of the largest consultancies, we should be fair and include outfits like Prosci, who I see as also responsible for popularizing a transactional, execution-focused approach (vs. inquisitive, diagnostic and developmental approach) to managing change. Nevertheless, there are practitioners (like me) who work everyday to broaden the perspectives of junior practitioners - who may only be versed in the less sophisticated models of change management. In every field, there will be profit-driven motives for commercializing valuable approaches; OD is not the only victim in this regard. To ignore the organizational change practitioners who hold true to the core of what we know to be in the best interest of organizational health and vitality is to be narrow-minded.

Well it is taken in the same breathe now. I would say cm is a subset of OD. Managing change is integral as it involves human, od looks into systemic layers .

It is interesting to see such a video getting only 3000 views in 2 years. My experience is the majority of business executives have one interest: money. Companies focus on design when they are in trouble. When they are in serious trouble, they go to banks and not consultants. A few executives believe in the power of design and innovation to turn around organizations. Indeed, organizational change is soooooo difficult. Like changing people.

RIP...

Dr. William Rothwell of Penn State would be fantastic for this series!

This is one edge adding value to management skills

Dear Dr. Cheung-Judge and Professor Burke, thank you for sharing this video, the content is wonderful, informative and most useful. Such a well spent hour, this content is fundamental for any practitioner to understand OD practice. Thank you.

Really good video. Thanks for sharing!

Thanks for the insights.

Great explanation. Simple and easy to understand

Really well explained the difference between Organization Development and Change management, How the pandemic has impacted the collection of non verbal data

These lectures are so helpful! We read about these authors and never imagined hearing their lectures out loud. Love this entire series!

I bought your recent book, and I can now understand your design philosophy after reading it. The five design principles are so insightful. Thanks for the insights.

excellent explanation sir

Waoooooo great

What a great presentation! Thanks for sharing. Remarkable info from Dr. Burke, and your material in the description!

would these rules apply to OD in the united kingdom?

One video like a whole book. Great job!

Thank you - so inspiring and instructive!

Congratulations David, this is a brilliant and clear explanation of how Appreciative inquiry can help all of us living the crisis on a more generative way.

Thank you so much! I wonder if people continue to ask because they haven’t found a definition that resonates for them yet. This should help immensely!

Thank you for this opportunity to learn directly from Barry. Priceless.

Great 👍OD education is evolving in Africa

When you develop this app will it be based on the Use of Self work you and Dr Jamieson have been doing? Thank you.

Dr. Judge how do i download the app?

Sounds super useful. How exciting! Where can we find this? I can't see it on your website or twitter

I have the highest evaluations in Washington DC regarding large group work Now we will work with one of Kathie’s key people Dr Jones We start in Chicao We are in Illinois Government budget at a 3 million clip No need to write proposals Then the plan is to go nationwide Join us !!!!!!

Love all of what Dr Judge is doing

How do I download

Couldn’t find the name of the app to download it. Did I miss something?

Dr. Mee I heard you mention an App, are you developing an app to help assess OD competency?