Theory & Philosophy in HRD by HC121014072012


									  Theory &
  Practice in

Orlando V. Griego, PhD
• Then Samson's wife threw herself on him,
  sobbing, "You hate me! You don't really love me.
  You've given my people a riddle, but you haven't
  told me the answer."
      "I haven't even explained it to my father or
  mother," he replied, "so why should I explain it to
  you?" She cried the whole seven days of the
  feast. So on the seventh day he finally told her,
  because she continued to press him. She in turn
  explained the riddle to her people.
                                    Judges 14:16-17
•   HRD is a process for
    developing and unleashing
    human expertise through
    organization development
    and personnel training and
    development for the purpose
    of improving performance.

                                    Lost in the
                                      •   “You think because you
               Environment                understand one you must
   Input      Process        Output       understand two, because one
                                          and one makes two. But you
                                          must also understand and…”
              Feedback                         • Margaret Wheatley, Leadership
                                                 and the New Science 1999
            Basic System





 Defining the Family / Organization

• A family is a system.
• All family / organizational systems go through
  predictable and expected tasks.
• Family / organizational members establish
  routine, habitual patterns of interaction with one
   –   Routines are altered
   –   Distinctive identify
   –   Boundaries
   –   Emotional climate
   –   Members’ development (or non-development)
 The Family/Organization As a System
• Complex structure
• Interdependent
  group of individuals
  – Shared sense of
  – Emotional bonding
  – Devise strategies
    for meeting needs
    of individual family /
    members and the
    group as a whole
        Characteristics of
 Family / Organizational Systems
• Multiple subsystems.
• Common purposes and tasks that must be
• Devises strategies for the execution of
  these tasks.
 Viewing the Family / Organization As a “System”

• Structure
  – Membership: Family - Organization
  – Organization: Rules governing the family /
• Tasks
  – The “business” of the family / organization
  – It’s common and essential responsibilities
  – Tasks fulfilled for society and for members
          Structural Properties
       of Families / Organizations

•   Wholeness
•   Organizational complexity
•   Interdependence
•   Openness
 Structural Properties of Families /
     Organizations: Wholeness
• Individuals form a complex and unitary
• Understanding the rules and unwritten
  rules that structure interact
     Structural Properties of Families /
  Organizations: Organizational Complexity
• Subsystems: family / organizational systems are comprised of
  smaller units
• Subsystems organized by:
   –   Each member of the family / organization
   –   Gender
   –   Divisions
   –   Different tasks
   –   Generation: Marital, parental, and siblings
    Structural Properties of Families /
 Organizations: Organizational Complexity

• Subsystems influence the family / organizational
• Family / organizational systems are also a
  subsystem within the broader community and
  – The social, political, economic, educational, and
    ethical agendas of these broader social systems have
    an impact on the family and organization.
Structural Properties
     of Families /
• Mutually dependent
  and mutually
  influenced by one
• Factors that appear to
  influence only one
  person have an
  impact on everyone.
  – Example: changes an
    sick child goes through.
      Structural Properties of
Families / Organizations: Openness

       •   Flow of information
       •   Influenced by outside
       •   Influences outside
       •   Dynamic
    Predictable and Identifiable Tasks of
        Families / Organizations (5)
(1) Establishing identity
   – Family / Organization as a whole
   – Each individual member

(2) Clearly defined boundaries
   – Between family / organization and outside
   – Between individual members inside

(3) Manage the family / organization
   – Chores, finances, problem solving

(4) Create a human-focused environment
   – Family: warm and nurturing
   – Organizations: Respect and community

(5) Adapt how tasks get accomplished in response to stress (expected
   and unexpected)
   – Family: Daughter leaves for college, loss of a job
   – Organizations: Loss of employees, loss of customers
Modified Genogram Symbols

  Male     Female

  Strong      OK/Weak   Conflict
     Modified Genogram Symbols
Forces                                                 Environmental
                         Little Sister


                                                  Big Sister


                                         Step Mother

Forces               Step Sister                        Environmental
Your Turn
Class Objectives

• To take part in the
  active learning of
  chapters 1-5.
• To understand our
  decision making in
  the context of HRD.
• If time: To practice
  leadership and its
Chapter Jeopardy
               Shelter Exercise
• A comet has hit the earth and your group known as
  the Higher Echelon Logistic Program Management
  Entity (HELP ME) has survived. Unfortunately, the
  area has a high incident of Litronium 306. Luckily,
  your group made it to a fallout shelter. You have radio
  communication with other shelters under your
• Unfortunately, one shelter, which has oxygen,
  supplies, and equipment, only holds seven people.
  There are twelve people in the shelter. The supplies
  and equipment, however, will only sustain life for the
  anticipated shelter stay of four to five months.
• The only information you have about the occupants of
  that shelter in question are contained in sketchy
  personnel files on each of the persons.
                The Object
• You must first decide who will be ejected from
  the shelter.
• Then, as a group, reach a decision on which
  seven people may remain in the shelter. Five
  persons must be ejected! (You have the ability
  to remove them). Decide who may stay and
  who must leave.
• In addition, be prepared to explain your reasons
  for choosing the persons who must leave and
  the person who may stay.
•   No voting
•   Everyone must come to a consensus
•   Differences need to be discussed openly
•   Listen to both sides prior to making a
         Biographical Information

•   Dr. Ira Silverstein, M.D.   •   Colonel Roger Thomas
•   Father John O’Conner        •   Mohammed Ibal
•   James Robinson              •   George Martinez
•   Kathy Love                  •   Ruben Cohen
•   Larry Chen                  •   Steve Anderson
•   Shelly Roberts              •   Stanely English
             Economic Forces - Political Forces - Cultural Forces

Mission & Strategy - Organizational Structure - Technology - Human Resources

Input                        Process                           Output

       Analyze     Propose     Create      Implement      Assess



        HRD Systems Theory
• What did you learn about yourself and
  your group process?
   – How did your initial input (individual) differ
     from your output (group decision)?
   – How did you personally deal with the
     decision conflicts?
   – What was your mission & strategy as a
   – How did you use your shelter
     organization? What could you have
     improved on?
   – Explain your effectiveness or
     ineffectiveness in using your group human
   – What environmental forces impacted you?
   – How did you process feedback?

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