The Stanford d.school updated the Bootcamp Bootleg, a working document that outlines some of the methods from their “Design Thinking Bootcamp” course. “The guide outlines each mode of a human-centered design process and describes a number of methods which may support your design thinking throughout the process.”
Posts tagged ‘Resources for Organization Development’
Here are some of the sites where I find useful information and resources for working with organizations, learning, critical thinking, and life:
Marshall Goldsmith Library
Find articles on Peer Coaching and Leadership. There are also videos and podcasts.
In addition to this summary, I would point to the Blogs of Interest and Articles of Interest linked on the left sidebar of our blog.
What are the web resources that you find useful for working with your organization? I encourage you to comment and share the links with all of our readers!
Is your first response, “We can’t afford to subscribe to the Harvard Business Review…”? I will agree it can be pricey, especially if you subscribe to both print and on-line. But the on-line site offers some free, useful resources, including magazine resources that are available to non-subscribers. I include a summary here:
Some recent blog posts of interest:
If you’re interested in hearing what some of the influential leaders, researchers, and educators are saying about organizations, you’ll want to check out these links.
There are many free resources on the web, but not all are created equal. The Leader to Leader Institute, which was founded as Peter F. Drucker Foundation for Nonprofit Management, is one that contributes a variety of useful and inspiring resources. I’ll point to a few:
Their on-line journal has many free articles: Leader to Leader Journal.
Another useful resource is the Thought Leader Gateway, which includes an ability to search for articles, interviews, and videos by author. For example, this link will send you to a short biography of Peter Drucker and list Drucker resources available from the Institute.
Finally, they are challenging organizations to ask and answer five essential questions: What is our mission? Who is our customer? What do the customers value? What are our results? and What is our plan? Can you answer those questions for your organization? Could you tell me the answer in 3 minutes or less?
Recently I had the privilege of leading a seminar on the Biology of Learning. My goal was to bring multiple disciplines to bear on the question of the intersection of the research into interpersonal neurobiology and education and organization development. With my background in cell biology and organization development, this is an intersection that I find fascinating. Below is the bibliography that I used for this seminar. I hope those interested in IPNB and education will find this resource useful.
The Biology of Learning
Buxton, B. 2007. Sketching User Experiences. San Francisco, CA: Elsevier.
Cozolino, L. 2006. The Neuroscience of Human Relationship. New York, NY: W. W. Norton & Company.
Doidge, N. 2007. The Brain that Changes Itself. 2007. New York, NY: Viking.
Gardner, F. L. & Moore, Z. E. The Psychology of Enhancing Human Performance. New York, NY: Springer.
Geake, J. G. 2009. The Brain at School: Educational Neuroscience in the Classroom. New York, NY: McGraw Hill.
Iacoboni, M. 2008. Mirroring People: The New Science of How We Connect with Others. New York, NY: Farrar, Straus and Giroux.
Johnson, S. & Taylor, K. (Eds.) 2006. The Neuroscience of Adult Learning. Hoboken, NJ: Wiley.
Kegan, R. & Lahey, L. L. 2009. Immunity to Change. Cambridge, MA: Harvard Press.
Kegan, R. 1994. In Over Our Heads. Cambridge, MA: Harvard Press.
Kelley, T. 2005. The Ten Faces of Innovation. New York, NY: Doubleday.
Medina, J. M. 2008. Brain Rules. Seattle, WA: Pear Press.
Pink, D. H. 2009. Drive: The Surprising Truth About What Motivates Us. New York, NY: Riverhead Books.
Rock, D. 2010. Your Brian at Work. New York, NY. Harper.
Schwartz, J. M. & Begley, S. 2003. The Mind & The Brain: Neuroplasticity and the Power of Mental Force. New York, NY: Harper.
Siegel, D. J. 2010. Mindsight. New York, NY: Bantam.
Siegel, D. J. 2007. The Mindful Brain. New York, NY: W. W. Norton & Company.
Wiggins, G. & McTighe, J. 2005. Understanding by Design (2nd Ed.). Upper Saddle River, NJ: Pearson.
It’s a cool, rainy Saturday on the Great Plains, which provides time for reflection. I’ve been considering a question asked in an encounter this week, “How do I know which method or process to use with an organization that is having a hard time finding its way?” My first response was that there isn’t a tidy checklist or rule book for people who work with organizations. Organizations are made up of people, and those relationships rarely go by a checklist or rule book.
How then should an organization development practitioner proceed? There are many different processes that I’ve used successfully from Appreciative Inquiry to World Cafe to Strategic Visioning. I’ve facilitated with organizations that were willing to begin with a central question and allow the process to emerge, evolve, and engage the group through our time together. Ultimately the practitioner has to have what David Kelley calls “creative confidence“. I have to be willing to step out into uncertainty, ambiguity, and fog and enter into the organization’s journey.
This isn’t magical. A good practitioner brings along their toolbox. A couple of months ago I discovered a new toolbox from the d.school at Stanford: Bootcamp Bootleg. In it the students and faculty from the Stanford d.school share their mindset along with modes and methods that they use to engage organizations and people when the solutions, and sometimes even the questions, aren’t obvious. They set an example of resilience, of not being willing to give up with the way ahead is uncertain, ambiguous, or wrapped in fog.
To respond to the original question: my personal goals as an organization development practitioner are to sharpen my tools while continually adding to my toolbox – to be willing to start a conversation for change, be willing to fail, be willing to try again – to welcome the unknown along with the known – to practice with creative confidence.