A journal of creative thought and feeling published by LIOS ...

“Recognizing that my needs are as valid as those of a potential client
(Block, 2000; Weisbord, 2006), I prepared a thoughtful proposal. I
began brainstorming on my own and with colleagues and mentors
about prospective organizations. I think my greatest learning from
this stage in the process was the power of a personal vision and a
positive attitude.”
Laurie Rosenfeld on contracting: Who is the appropriate sponsor
for this project and how will sign-off occur?
“The client group, a nine-member sub-committee of the board,
consisted of a cross-functional representation of the organization’s
key stakeholders. Since we had to identify initial project goals and
complete a Memorandum of Understanding within a specific timeframe
for my Masters Change Project, the sponsors and I did some
preliminary work. Taking a systemic perspective, we utilized O’Neill’s
(2005) Three Key Factors and Zolno’s (2008b) Field Alignment
Model to identify three initial project goals. A project timeline
and Memorandum of Understanding were developed and shared
with the committee.
“I made an assumption that approving this project was a formality,
but instead, it was met with resistance by several vocal and seemingly
powerful members of the committee. Afterwards several questions
came up for me: Who needed to sign-off on this project? What
decision-making style would be used?
“Since time was drawing near for my MCP contracting deadline,
I decided to be upfront and direct with my sponsors. I openly and
honestly shared my observations and my questions. I told them that
if we were going to work together we needed to complete contracting
and stay on or close to our scheduled timeline. I brought diagrams
and taught them about the various decision-making styles, explaining
that no style is better than another and each is appropriate in different
circumstances (Johnson & Johnson, 2006; Tannenbaum & Schmidt,
1973). I said that as much as I wanted everyone to be committed
from the start, consensus is not always the most appropriate style.
“To my surprise, they thanked me and told me how much they appreciated
my honesty, directness, and the clarity of expectations and
next steps. They appreciated the lesson in decision-making styles and
the visuals I provided. They took a majority vote and the project was
approved 5-3 to move ahead.”
Kelly Spangler on holding steady in a storm of change: How do
you support a client system that is experiencing so much change?
How do you help them increase their capacity to relate to one another
even while storming?
“Relieved is how I felt as I walked from my car into the building. My
first planned intervention for my Individual Action Research Project
was about to happen.
“The first few months of my project were full of unexpected changes
and occurrences. A change in sponsorship resulting from three
different iterations of the organizational chart sent waves through
the entire system and tested my internal anxiety range as well. The
hard part was behind us now, I thought, and it would be smooth
sailing for the rest of the project.
“As soon as I saw my sponsor I knew something was wrong. His
eyes were heavy and he seemed nervous. He explained that there
was no point to carrying out our planned intervention because he
was contemplating leaving the agency because of conflicts he was
experiencing. Conflict avoidance was one of the main systemic
patterns we identified on this team. My sponsor decided, in the
moment, that we should change the planned intervention from
brainstorming a new work schedule to addressing conflict on the
team. Unless the team made a commitment to work at engaging in
“robust conversations,” he did not want to work there anymore.
“So much for navigating through a calm discussion. It was
‘whitewater’” (Vail, 1996).
“I agreed with him that it was time to get it all out on the table. We
determined that I would set the ground rules for the difficult conversation
and facilitate. I coached him on sharing his feelings and how
to be transparent. I explained that if he opened his heart and risked
some vulnerability the rest of the team would follow suit.
“Feelings were shared and differing stories were respectfully heard.
The team and leader heartfully committed to working with each
other instead of around each other. The team gained so much
energy from connecting in this way that they began to create action
plans faster than I could write them down. The sponsor stepped
right into his leadership role and took over facilitating the evolving
creative process.
“I sat there listening to the energized chatter with a big grin on my
face as I had just worked myself out of a job. Holding the team and
leader capable of creating their own healthy system, while simultaneously
listening, re-framing, and working through the Action
Research process, helped me nudge them toward their goals.”
Marina Gordon on systemic intervention design: How do you
meet these whole system goals: a) Create a high-performing, reliable
team and improve cross-team collaboration (business goal);
b) Increase the number of personal connections and deepen the
level of emotional support within the client group (team goal); and
c) Become a role model in collaboration for my subordinates during
the leading of this project and develop more personal connections
with them (leader goal)? Marina, an international student,
facilitated Action Research with a group of 12 departments in a
Russian University.
“One of the technical challenges I faced was that I received my
consultant education in English and sometimes it was hard for me
to find the right words while working with my Russian clients.
Even though my intention was to speak their language and not
overwhelm them with specific terminology, sometimes it was still
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