Lynne Forbes-Zeller 'student' <lynne.forbeszeller@pepperdine.

edu>

Chi Prime Mid-Program Assessment

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Chi Prime Mid-Program Assessment

Welcome to the MSOD Chi Prime mid-program self-assessment. We hope that you emerge
from this process with greater clarity about your capabilities and areas for growth as an
organization development practitioner. This is a self-reflective exercise and not a right/wrong
answer test. Be thoughtful as you answer, thinking about what you have learned and how
you believe you are doing at this point in the program. Since it is a self-assessment it will not
be graded for feedback. Once the self-assessments are reviewed, Dr. Gary Mangiofico will
provide any feedback that is deemed necessary (feedback is not automatic), or you can
request a 1:1 to discuss any reflections that came up for you. You are to submit your
answers by 11:55 pm on Sunday, November 20th.

Email address *

lynne.forbeszeller@pepperdine.edu

Your Name Here *

Lynne Forbes-Zeller

Conceptual Understanding

2. I am able to articulate key concepts, theories, and models, covered during the first
year of MSOD. *
Examples: Use of self as instrument of change, SPINE, group dynamics, consulting skills,
organization culture, cross-cultural entry model, norms, etc....
Strongly Disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree

Please explain answer above. *

I articulate and use the fundamental concepts, theories, models

and experiences to frame my work and perform at a level that will
positively influence, help, and lead others.

3. I can integrate (relate, connect, combine, bridge) OD concepts, theories, models and
experiences to make sense of situations and effectively intervene. *

Strongly Disagree.

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree

Please explain answer above. *

Yes, I connect my MSOD concepts and experiences both in my

professional and personal life. I can teach the concepts to my
clients. I see evidence of personal and professional growth and
development stemming from the integration of these concepts.
I construct concepts by viewing the whole organization as a living
organism and work towards creating conditions that would allow
people to find new narratives and solutions to their problems
from within.

4. Describe two specific examples of when you have applied OD concepts. What was
your rationale for using the particular models, concepts or theories you selected? *

Planned Change & experiential learning:

I was hired by Starbucks to understand the obstacles preventing
reserve coffee stores from achieving desired performance
outcomes and offer solutions. I designed and lead experiential
learning to help managers and employees more effectively
address the challenges they face supporting the reserve coffee
 sales while keeping up the increasing demand for custom
beverages.
The planned change started with a corporate overview and
approval and followed by manager and employee training in both
the stores and online. Various exercises were designed to
improve skills and product knowledge. Tests and surveys were
created in their online learning portal to test the new curriculum,
and I surveyed them to learn how they received the content of
the classes.
Systems orientation, levels of culture, and their orientation:
I looked at the Starbucks change intervention with a whole
systems approach. During the change project, I collaborated with
all levels in the organization to improve relations, improve
collaboration, and encourage responsiveness to others.
The rationale for this approach is primarily due to the store
culture, age of the employees, it complements the existing
corporate learning philosophy, and there is learning theory to
support the approach I selected. This process helped the store
managers understand their unique culture, compare it to
corporate culture; it facilitated fun learning and group dynamics,
and helped with conflict resolution.
emphasized

Use of Self as Instrument of Change

5. I am committed to developing self-awareness. *

e.g. gaining clarity about my personal values; setting clear personal boundaries; managing
my biases and defenses; recognizing when personal feelings have been aroused.
Strongly Disagree

Disagree

Neither Agree or Disagree

Agree

Strongly Agree

Please explain answer above. *

I am continuing to develop self-awareness. I work on noticing

what situations evoke emotions in me and the difference
between my internal feelings and my outward expressions or
responses to these emotions. I reflect and analyze what
triggered these responses, if they are relevant, particularly when
someone says something unkind or critical. I am also aware that
I can recognize or rewire behaviors to construct a healthy
integrated self.
6. What actions have you taken to further develop your self-awareness? *

The accuracy with which I understand my client's problems and

their organization depends in large on how well I know myself. I
keep a journal and meditate, I ask for feedback, and I take time
for self-care and reflection. I take time for introspection and
recognize that I am separate from the environment and other
individuals. As a result of the work done in the MSOD program
and work I have done outside the program, I have a deeper
understanding of my character, feelings, motives, and desires. I
check-in with myself and work on labeling emotions to bring
greater clarity and understanding of self.

7. Describe a specific situation where using your “self-as-instrument” has impacted

your professional effectiveness. *

As an instrument of change, I remind myself that I have a unique

“lens” in which I filter my perceptions about an organization. I
also have preferences on how I collect and organize information,
solve problems, and make decisions about this information.
When client meetings are dragging out, and the client does not
want to make decisions, it is easy for me to fall into a pattern of
guiding the client. Sometimes this is necessary. The downside of
doing this is that I may guide a client down a path that is good for
me but not as good for them.
During a recent meeting where the client did not want to make
difficult decisions, practicing self as instrument or knowing self
helped me to step back and become when a more effective
practitioner. I separated myself/my lens, then asked helpful
questions to draw out relevant information. This approach helped
the client receive more accurate answers, they developed new
insights and skills, and we strengthened our relationship.

Consulting Skills

8. I have a working knowledge of consulting skills and the consulting process. *

Strongly Disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree

Please explain answer above. *

 The MSOD curriculum introduced new concepts and methods
that I can apply immediately to my consulting practice. I now
have a much larger tool chest and view consulting through a new
lens. I am more confident in my capability to serve my clients and
impact positive, measurable change.

9. Describe a consulting engagement. (This can be something that you are currently
involved with.) Identify how you addressed each stage of the consulting process.
Where were you most challenged? Where did you feel the strongest? What was your
key learning as a result of your engagement? *

Starbucks is the client. Their premium reserve coffees are not

hitting sales goals in their Clover stores. Target markets with
Clover stores carry the reserve coffees. Clover refers to a
brewing system used only with the reserve coffees.
The consulting project was to determine why the sales volume of
the reserve coffees had dropped. They wanted to know what the
obstacles were in the target markets. I had five meetings with the
client to determine the scope of the project. Next, I worked with
the decision-makers to approve a budget for the project and
agree on my deliverables.
Stakeholders identified specific stores and markets for external
and internal research. SWOT analysis was completed and
presented. I spend 6 days in 6 stores observing, interviewing,
and learning the systems. I collected all the data and created an
executive report. I presented the report face to face to the
stakeholders, provided a hard and digital copy of the findings.
The coffee market is complex and changing rapidly due to the
growth of small mom/pop coffee cafes and local coffee roasters.
If Starbucks wants to be the leader in custom specialty drinks, it
may be difficult to sell expensive luxury coffee from a self-serve
shelf. One of the exciting aspects of the project was presenting
the information to key stakeholders and observing their
resistance.
The key learning: the client was not ready to change. The
change will not occur even if it means a loss of revenue. At the
time, their more significant concern was about a perceived brand
image. Their tradeoff was to carry the product at a loss. Brand
image is more important than efficiency, employee well-being, or
the reserve coffee business line remaining profitable.

10. I am developing skills in group facilitation *

Strongly Disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree
Please explain answer above. *

The LG projects and field practicum meetings are providing me

with the opportunity to observe, practice and improve my
facilitation skills. I keep notes on observed behaviors that help
and hinder facilitation. I am also reading about facilitation to
deepen my knowledge in this area.

11. Describe a situation where you were the faciliator and how you led this process. *

I recently co-facilitated a client change readiness meeting.

During the meeting, I orient participants towards the meeting’s
purpose, trying to leverage learning. I help bring and develop
energy to assist with connecting the individuals participating in
the session while being mindful of the meeting purpose, the
physical setting, virtual vs. contained, group size, their familiarity.
I monitored the group/individual’s progress throughout the
meeting. I paused and checked in with individuals to ensure
everyone’s voice was heard. I asked questions to draw out
information and gain clarity as needed, including supporting
activities such as who does what, when, and where.
As a facilitator, I helped the group think about operationalizing
the agreed-upon actions, guiding to achieve closure on
commitments, and how the group will work together. I facilitated
discussion around biases, group norms, and encouraged
curiosity to keep the flow moving. When various topics got sticky,
I facilitated finding ways to build on the positives instead of the
negatives.

Thesis

12. I can conduct literature searches and apply what I learn to practice. *

Strongly Disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree

Please explain answer above. *

Yes, I can confidently conduct literature searches. A literature

search is somewhat of an art and a science. Failing to find
needed research taught me how to persist, think smart, use
available resources (library) to learn how to creatively problem
solve search techniques, and find the information I sought.
13. Where are you in your literature review? Articulate other situations where you have
gone to the literature and applied what you learned to practice. *

I chose neuroscience for my thesis topic, and I believe my

literature review (LR) is complete. I used a variety of methods
during this process to achieve my LR research goals.
During my initial LR investigation, I did not locate a literature
review. After consulting my advisor, we determined that my topic
was too new for an LR to exist. Not having an LR to work with, I
attempted writing chapters 1&2. My advisor reviewed these
chapters, and the feedback I received was, “you are too broad.”
Determined to figure this challenge out, I started a second thesis
investigation. I used a broad sweep of neuroscience, studying
many of its subcategories. This attempt to locate an LR required
a significant amount of time and effort. However, during this
process, I learned the correct term for my area of research is
“social cognitive neuroscience.” Based on this new information, I
was able to locate an LR and rewrite chapters 1&2. I am waiting
for feedback from my advisor on the revised chapters.

Point of View

14. I am developing a working theory of OD practice. *

Strongly disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly agree

Please explain answer above. *

I am synthesizing the resources, knowledge, and experiences

and applying any process or activity, based on the learned
behavioral sciences, that, either initially or over the long term,
has the potential to develop in an organizational setting
enhanced knowledge, expertise, productivity, satisfaction,
income, interpersonal relationships, and other desired outcomes,
whether for personal or group/team gain, or the benefit of an
organization, or work community.
15. Describe your working theory of OD practice. Include the beliefs, values,
assumptions, and models that inform your emergent theory. *

As an OD practitioner, I perform as an agent or an agile

organization systems designer who views the whole organization
as a living organism. Using a system-wide application and
transfer of behavioral science knowledge to the planned
development, work to improve and reinforce the strategies,
structures, and processes that lead to organization effectiveness.
I design sustainable conditions that would allow people to grow
and find solutions to their problems from within.
My goal includes Design/Lead/Manage planned change using
behavioral science knowledge and practice, such as leadership,
group dynamics, work design, strategy, organization design, and
culture change. The planned change includes design, support of
stakeholders, implementation, and subsequent reinforcement of
change.
Many models, concepts and theories inform my emergent theory.
Some of them are:
Lewin’s Change Management Model: Unfreeze-Change-
Refreeze (Cummings Worley)
Action Research Model
Appreciative Inquiry
Planned Change Management: Formal & Informal
Performance Management
Open Systems Model (Org level, Group level, Individual-level)
Gestalt Cycle of Experience
Group Dynamics – Group process
Five stages of group formation (forming, storming, norming,
performing, transforming)
Interventions (Org level, Group level, Individual-level)
Edgar Schein Model of Organization culture (don’t mess with
culture unless you know the <local-org> rules)
Schein’s Ten Principles
Levels of Cultures and their Interactions, cultural iceberg
(Schein)
Competing Values Framework
STAR
Porter / Tibbett – Strategic Management (Analysis: Strategy,
PESTEL)
SWAT / TOWS Analysis (SWOT is divided into Internal
(Strengths & Weaknesses) and External (Opportunities &
Threats) analysis. A TOWS analysis focuses on external
elements first.

Program Assignment Progress

16. I am current on my thesis project *

Disagree

Agree
If you selected disagree, please explain.

I am waiting for Miriam to provide feedback on my revised

chapters. I am working on my IRB prep.

17. I have successfully completed all session papers *

Disagree

Agree

If you selected disagree, please explain.

18. I am making progress on my strategic learning contract *

Disagree

Agree

If you selected disagree, please explain.

Narrative

19. Narrative self-assessment. Briefly describe your strengths and areas for
development as an OD practitioner. *

I am capable of supporting change and designing systems that

are evolving and people ecosystems. In doing so, I directly help
leaders, individuals, teams, and organizations learn to connect
with purpose, motivate themselves to act in ways that support
the organization's strategy and employee well-being. I find
appropriate processes to guide collaboration and co-creation,
develop trust and prosocial behaviors, and support results that
improve the effectiveness of an organization.
I continue to do the work so that I show up as a clean instrument,
being capable of using OD tools for positive influence. I have a
learning mindset and continue to seek out and use the best
approach that helps my clients make connections during times of
turbulence and fragmentation.
 Areas I seek additional knowledge and practice with are in group
dynamics, coaching, including giving useful, actionable feedback.

20. Anything else that you would like us to know about you and your development as
an OD practitioner? *

I continue to grow personally and expand my OD competencies

using my experiences, knowledge, and broad business skills,
empathy, knowledge of the theories and methods, self-
assessment, learning from feedback, and many other
competencies that lead to effective practice.

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