After Chris Argyris we Ask, What Learning Loop are we in?

When Fred Nickols shared the news of Chris Argyris passing away, it was a rather litmus test of sorts on the ODNet list. Firstly, it was a relay from Prof Elena Antonacopoulou, of GNOSIS, University of Liverpool Management School. Secondly, there were very few who surmised his contributions to Organisation Development, as compared to when some greats in Organisation Development passed away earlier this year. 

Elsewhere outside of the ODNet, there was a fitting tribute from a Harvard Professor of Information Technology who began with this quote ““When a sage dies all are his kin and should mourn the passing.” – The Talmud". 

Prof. Andrew Macafee  says little about him, and yet; the little he shares stuns with its accuracy and impact. “I wish his work got the attention it deserves. Part of the reason why not, I believe, is that he was not only clear about organizational failure modes, but also about how much time and effort were needed to get past them. He didn’t offer quick fixes or ‘the 4-hour organization.’ Instead, he stressed that it was a real slog to make things legitimately better. I think his honesty cost him some attention, probably even a lot of it, but that’s a tradeoff I’m sure he was happy with. Chris was the most intellectually honest scholar I’ve met; watering down his medicine to make it go down easier would have been anathema to him.”

It was in the early 1990s that I began reading Overcoming Organisational Defenses. I was an ‘internal’ then eking a living out of holding up a promise for the brave new world of Human Resources Development in a family managed firm.  Fortunately for me, the young scion there took a fancy for the very literature Argyris penned from research. As business leader, he began to see the minefields and bypasses in our firm with. I was in awe of the thinking and the lucidity in Argyris’ reasoning. It drew parallel with the raw freshness of Igor Ansoff’s work on Corporate Strategy of the 1960s. Heady were the days of investing in this line of work.  We went through the pain of learning that classical Organisation Development is without frills and fancy and a lot of hard work on cognitive patterns and emotional re-framing.

Later in my own academic work regarding the evaluation of Organisation Development, I began to see the utility of theory in action, especially insofaras the life of an interventionist is concerned. The era of ‘whole systems thinking’ was picking up currency in interventions too. Today, when there is tension in the field out there to examine effectiveness of organisations beyond its own boundaries, it is but natural to enquire if the theory-in-use at one’s own firm would be similar or different to those firms outside it. When I got to meet Chris at San Francisco in 2006, he was just done with a superlative demonstration of how Appreciate Inquiry as a construct was lacking in procedural elements of theorisation. Alone, he took on a room of nearly 100 practitioners and consultants in Organisation Development on the aspect of theorisation, and none could meet his reasoning prowess, despite them wanting to.

This is probably the closest reason I can think of as to why the late Ranjan Acharya decided to have me on his team. He was the essential learner, who wished to bring to his situation the most effective that learning could offer. I remember him peering through the expositions I made to explain my work, like a child letting the ocean of organisational learning wash over the infinite sponge that he was. All I can say is that today, 27^th November, Ranjan’s birth anniversary in 2013, the poignancy of Prof. Macafee’s quote from the Talmud, could not ring more truer.

In closing, I must mention that I had attempted a live application of Argyris theory in the week gone by. I held out the following Argyris tenets through a series of reflective questions I requested professors to engage each other with in the room.  ‘There seems to be a universal human tendency to design one’s actions consistently according to four basic values:

1. To remain in unilateral control;

2. To maximize winning and minimize losing;

3. To suppress negative feelings; and

4. To be as rational as possible – by which people mean defining clear objectives and evaluating their behavior in terms of whether or not they have achieved them.’

Principals and Professors alike huddled in private with me in the lunch break to say that their understanding of organisational learning shifted most with my session. Needless to say, I was proving to myself, that Argyris was not only original, but pure of thought and honest in action. I think the mention of what I state hereafter really got under the skin of educationists who wished to know the relevance of Learning Organisations. 

I asked "And would you know how he got to doing what he is now famous for in organisational learning? Well, he reflected deeply on his former secretary’s statement when he returned to collect his personal belongings from the military establishment that he served. She told him in a pleasant tone and cheerful voice, which Chris had never seen or heard before in work-life, that while in office, he was seen as like a terror and difficult to speak with from that standpoint. So, driving back home, he thought why was so much human behavior so self-frustrating, particularly in organizations? In particular, his devotion was to the question, what is it that prevents people from stating their truths in their organisation(s)?"

Seldom do such souls as Argyris walk this planet, unfettered, pristine and uncompromising in inquiry. Some learning can be unpleasant too, is it not? 

CALL FOR INDIAN OD CASE STUDIES

FIRST CALL FOR  INDIAN OD CASE STUDIES

Rupande  Padaki,  Joseph George, Gopal Mahapatra and Mary Mathew

The role documented OD activity in India will play is immeasurable.  Documented OD activity will serve as a resource useful in consulting, teaching, research and knowledge acquisition.  This call aims to motivate members of the ODINSANGAM to contribute written OD case studies they have witnessed, been actors in, heard about.  Case studies can be successful ones or even more interesting, experiences of failed OD efforts. In other words both success and failure stories are most welcome.  Case studies of OD in an Indian context, with Indian actors, in Indian organizational climates and settings are welcomed.  Case studies of foreign multi-national OD experience in India, are also solicited.  All case studies must be originally written by the author/s. 

The general definition of OD given by French and Bell, 1999 can be used as a guideline.  They define OD as follows:  “…. a long-term effort led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organizational culture, with special emphasis on the consultant-facilitator role and the theory and technology of applied behavioral science, including participant action research" (French & Bell, 1999). 

 In the long run an edited book on OD case studies will be published and sequels evolved.  Rich OD data on the Indian experience is rare to find. This resource base will have use for both Indians and global change managers alike. 

The following are the guidelines for OD case study submission:

(a) Aspects to note when writing your case study:

Clearly written case studies highlighting the nature of the change that was / is being managed are encouraged.  Indianness in the theme is essential, however cases may well be on a MNC in India, and experiences if any on Indians practicing OD in Indian companies abroad.  Cases on OD successes and failures are equally welcome.    Care must be taken to elaborate  the process in each case study.  The process can be described as follows:

(i)      Planning for change, level of change, individual, group, organization, other, include the industrial sector, functional area if necessary

(ii)    The nature of change will describe the element being changed like, behavioral, structural, process, culture, technology, customer, skills, etc

(iii)  Other interventions like quality movements, HR interventions, cultural change also qualify

(iv)  The characters being addressed in the case must be described: namely the client system, the interventionist (change agent) or the top management of the system.  

(v)    The method of intervention used, for example the diagnostic tools used, the process for diagnosis, target behaviors for change or elements of change, assessments of facilitating and restraining factors, feedback and procedure used for the feedback process, feedback reception, the design of the intervention, the actual intervention,  sub systems involved, evaluation of change, feedback process, success or failure.  Difficulties encountered.

(vi)  Any theory used: for example, action research, systems theory, OD theories, group dynamics and process consulting

(vii)Any hint of philosophies or schools of thought used, like use of science, socio-technical approach, sociology, radical humanism, functionalism,  behaviorist.

(viii)                     The outcome of the intervention, impact and effects, long and short term

(ix)  Learnings and insights from the case study

Whilst these guidelines are essential to maintain uniformity and quality, minor deviations around the guideline is permissible. 

(b) Style guide to follow when writing your case study:

All case studies must have an abstract and main case study.  All abstract must not exceed 250 words.  The following guideline must be followed:

This is the title of your OD Case study and it has a font size of 14 using Times Roman

This is the abstract of the case study.  This abstract must make clear a summary of the process described in (a). The font size for the body of the abstract is size 12 and Times Roman.  Kindly restrict yourself to 250 words. This abstract will be used to screen your case study and assess if it fits and is suitable for the OD database.  In case it is found lacking feedback will be provided. The case studies will be reviewed by Dr Rupande Padaki, Gopal Mahapatra, Dr Joseph and Prof Mary Mathew.  The deadline for the abstract is July 25^th.   Kindly email the case study to marymathew24@gmail.com   All emails bearing your abstract must carry the subject heading “OD Case study”.  Authors will be members from ODINsangam for now, with co-opted co-authors where necessary.  All abstracts must have “key words” below them.  Key words will be small phrases describing the sector of your case study and anything you wish to highlight. Key words will evolve organically and be used to index case studies over time.  Kindly use, Times Roman 12 and italic, for key words. Once all case studies are received we will send you an email with details of how to go about writing your main case study.  Nevertheless, note that the style guide for the main case study will be the same as is in your abstract (namely, font style, size, headings, text).  The main case study must not exceed 10,000 words. The probable time line for the full paper will be October 25^th, 2011. Enjoy!

Word count: 257

Keywords:  Industrial sector, highlight, main issue, main actor

Important Disclaimer:  All authors please note that, abstracts and main case studies must have a disclaimer stating that "The author/s of this case study is/are responsible for permissions from the organization whose name is being mentioned in the OD case study”, alternatively the name must be camouflaged. Also, state that, “To the best of my/ our knowledge, my/our  case study does not contain plagiarism or any kind nor does it contain any form of self plagiarism”.

(c)  Screening process:

The screening of case studies will be done in two stages.  First, the abstract will be reviewed by four reviewers as mentioned above.  Once, the abstract is accepted, there will be a call for the full paper.  Second, the full paper will be further reviewed and comments provided by the same team of reviewers for revisions if necessary.  Following the style guide is mandatory.  The abstract and full paper will be screened to assess if the guidelines mentioned in points (a), (b) and the disclaimer are strictly followed.  Irrespective of the time duration of the OD exercise in weeks, months and years, and the complexity of the case, the length of the case study must not be more than 10000 words and less than 5000.  Short case studies that lack OD content as mentioned in the guidelines will not received high reviews, neither will cases longer than 10000 words.   Plagiarism and self plagiarism of any kind must be avoided. For any queries/clarifications please write to marymathew24@gmail.com

We look forward to your submissions !!!

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