"Be passionate and bold. Always keep learning." -Satya Nadella.
Psi Prime Mid-Program Assessment
Welcome to the MSOD Psi 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 December 6, 2021 .
Your Name Here *
Sydni Rucks
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....
Agree
Please explain answer above. *
I am able to articulate the key concepts and theories but haven't developed a strong enough understanding to call myself proficient in the skill. There is still more that I would like to learn around org culture and consulting skills.
3. I can integrate (relate, connect, combine, bridge) OD concepts, theories, models and experiences to make sense of situations and effectively intervene. *
Agree
Please explain answer above. *
I agree that I can integrate OD concepts
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? *
I used process theory in my work organization to find a pain point on why teams weren't collaborating. The interviews were to get honest answers about why people didn't collaborate and compiling / theming out the data was to drive next steps which were experiment suggestions. The second was at a workshop that I helped to run and we were talking about the team's strategy for 2022. I opened the workshop with an icebreaker that was similar to a MAP exercise to get everyone on the same page and authentically in the room.
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 Agree
Please explain answer above. *
In addition to the readings and coursework, several of my goals on my SLC are around self-awareness. I go to therapy twice a month to work on boundary setting and keeping my mind even-keeled. I also am constantly reading books about disrupting bias, cognitive dissonance, and practice uncomfortable conversations in both work and my personal life.
6. What actions have you taken to further develop your self-awareness? *
See above
7. Describe a specific situation where using your “self-as-instrument” has impacted your professional effectiveness. *
One of the helpful techniques I've found is in personal relationships: asking if the other person wants to vent or if they want solutions. This has been radically life-changing and keeps me from entering the drama triangle as the resentful savior. I also breathe and remember that these things the other person is bringing up is not mine to carry. I help enforce my boundaries with time constraints and a mantra afterwards, "You are you, I am me. I take back what is mine and give back what is yours." This leads to energy dispersal back to each party so a one-up dynamic of help isn't lingering and also allows me to not take on the emotional qualms the other brings up.
Consulting Skills
8. I have a working knowledge of consulting skills and the consulting process. *
Agree
Please explain answer above. *
I have a knowledge of how to consult. I feel comfortable in the consulting engagements we have done to date. I do not have the consulting skills for internal consulting. What are the next steps after recommendations? This is an area I am very keen on covering.
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? *
In Washington D.C. there were several factors at play that made it so the consulting was a challenge. We couldn't meet our interviewees in person due to covid and geographic location of the team. We were short on time for delivery, had to manage expectations of the hub team as well as try to get information from our contact. All of this combined with different working styles in the group led to tension and missed opportunities for communication. We conducted the interviews well and excelled at collecting the information but fell into the trap of consensus which led to long working hours and overcomplicating the issues. I felt the most challenged with the consensus and ways of working aspect. I want to include people and get their opinion then I want to move forward with all of the information and help drive results. Talking about it until words are meaningless was very difficult and led to conversations around our ways of working with individuals becoming less engaged at times. I felt the strongest in talking with the client; this is an area I feel I excel and can really get to know them, build trust, and drive change. My key learnings were: 1. consensus is a trap, 2. There needs to be a timebox for discussion, 3. Hours of working need to be respected and stuck to.
10. I am developing skills in group facilitation *
Strongly Agree
Please explain answer above. *
In a group setting, I am able to learn so much from my peers and their expertise. This has been invaluable.
11. Describe a situation where you were the facilitator and how you led this process. *
Assuming this question is related to being a facilitator in a group setting (suggest re-wording as it's unclear), I facilitated the conversation with the Executive contact, Nicolas, at INELYS and was able to have a great "see the light" moment. In this conversation, he referred to the responsible party as "the leadership team". I asked who that was comprised of; it was himself, his co-founder, and newly appointed partner. I asked if he thought he was at all contributing to the problem that his company was having to which he replied that he could see his contributions now that it was asked. He committed to more servant leadership and wrote down in his journal during our presentation and conversation to be a more hands on leader.
Thesis
12. I can conduct literature searches and apply what I learn to practice. *
Agree
Please explain answer above. *
I am able to do literary research
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 have kept up to date on the course readings and done research into my thesis topic to find books and articles to read. I cannot think of a specific example of how I have applied the literature to practice outside of conversations around the learnings. There hasn't been anything concrete to pull up other than self as instrument and sharing what I learn with as many people as possible.
Point of View
14. I am developing a working theory of OD practice. *
Agree
Please explain answer above. *
It seems thus far that most of the OD engagements in consulting have to do with people dynamics and dispelling cognitive dissonance. Both D.C. and Lyon consultations yielded virtually the same exact sentiment around issues that were facing each organization: communication, clear strategy, and reporting mechanisms. This is the same thing that I found at my company when I did the process design exercise. Given the readings that we have completed to date, there is a heavy focus on people: dynamics of helping, bias, feedback loops, power dynamics, decisions, and how we make sense of things. This program is unique in that emphasis where other programs focus heavily on process.
15. Describe your working theory of OD practice. Include the beliefs, values, assumptions, and models that inform your emergent theory. *
See above
Program Assignment Progress
16. I am current on my thesis project *
Disagree
If you selected disagree, please explain.
I have re-written chapter 1 and need to send it to my advisor. I have read 3 books to get an environmental understanding of my thesis topic but have not devoted any time to moving forward on the writing.
17. I have successfully completed all session papers *
Disagree
If you selected disagree, please explain.
I have outstanding papers due to Miriam
18. I am making progress on my strategic learning contract *
Agree
Narrative
19. Narrative self-assessment. Briefly describe your strengths and areas for development as an OD practitioner. *
My strengths are in the relationship building and initial conversation at the client. I feel very comfortable in this space and am able to improvise as needed. An area here that I need development is to pause longer and let things sink in with the other party. I also am aware that I become too invested in the solution and process to find it where it is not my role as a consultant to do so. Separating that out will be key as an external consultant, but I wonder at efficacy of that as an internal consultant who is expected to drive the results. Another aspect that has been called out is that I am very supportive of others yet have a self-deprecating habit. This is something that I am actively working on with my therapist since Lyon. I also have been working on phrasing so as to not seem like I am making a funny comment when I intend to be serious. Often times the cadence and tone has led people to think I am joking despite the content of my sentence to be very serious.
20. Anything else that you would like us to know about you and your development as an OD practitioner? *
Not at this time
Welcome to the MSOD Psi 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 December 6, 2021 .
Your Name Here *
Sydni Rucks
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....
Agree
Please explain answer above. *
I am able to articulate the key concepts and theories but haven't developed a strong enough understanding to call myself proficient in the skill. There is still more that I would like to learn around org culture and consulting skills.
3. I can integrate (relate, connect, combine, bridge) OD concepts, theories, models and experiences to make sense of situations and effectively intervene. *
Agree
Please explain answer above. *
I agree that I can integrate OD concepts
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? *
I used process theory in my work organization to find a pain point on why teams weren't collaborating. The interviews were to get honest answers about why people didn't collaborate and compiling / theming out the data was to drive next steps which were experiment suggestions. The second was at a workshop that I helped to run and we were talking about the team's strategy for 2022. I opened the workshop with an icebreaker that was similar to a MAP exercise to get everyone on the same page and authentically in the room.
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 Agree
Please explain answer above. *
In addition to the readings and coursework, several of my goals on my SLC are around self-awareness. I go to therapy twice a month to work on boundary setting and keeping my mind even-keeled. I also am constantly reading books about disrupting bias, cognitive dissonance, and practice uncomfortable conversations in both work and my personal life.
6. What actions have you taken to further develop your self-awareness? *
See above
7. Describe a specific situation where using your “self-as-instrument” has impacted your professional effectiveness. *
One of the helpful techniques I've found is in personal relationships: asking if the other person wants to vent or if they want solutions. This has been radically life-changing and keeps me from entering the drama triangle as the resentful savior. I also breathe and remember that these things the other person is bringing up is not mine to carry. I help enforce my boundaries with time constraints and a mantra afterwards, "You are you, I am me. I take back what is mine and give back what is yours." This leads to energy dispersal back to each party so a one-up dynamic of help isn't lingering and also allows me to not take on the emotional qualms the other brings up.
Consulting Skills
8. I have a working knowledge of consulting skills and the consulting process. *
Agree
Please explain answer above. *
I have a knowledge of how to consult. I feel comfortable in the consulting engagements we have done to date. I do not have the consulting skills for internal consulting. What are the next steps after recommendations? This is an area I am very keen on covering.
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? *
In Washington D.C. there were several factors at play that made it so the consulting was a challenge. We couldn't meet our interviewees in person due to covid and geographic location of the team. We were short on time for delivery, had to manage expectations of the hub team as well as try to get information from our contact. All of this combined with different working styles in the group led to tension and missed opportunities for communication. We conducted the interviews well and excelled at collecting the information but fell into the trap of consensus which led to long working hours and overcomplicating the issues. I felt the most challenged with the consensus and ways of working aspect. I want to include people and get their opinion then I want to move forward with all of the information and help drive results. Talking about it until words are meaningless was very difficult and led to conversations around our ways of working with individuals becoming less engaged at times. I felt the strongest in talking with the client; this is an area I feel I excel and can really get to know them, build trust, and drive change. My key learnings were: 1. consensus is a trap, 2. There needs to be a timebox for discussion, 3. Hours of working need to be respected and stuck to.
10. I am developing skills in group facilitation *
Strongly Agree
Please explain answer above. *
In a group setting, I am able to learn so much from my peers and their expertise. This has been invaluable.
11. Describe a situation where you were the facilitator and how you led this process. *
Assuming this question is related to being a facilitator in a group setting (suggest re-wording as it's unclear), I facilitated the conversation with the Executive contact, Nicolas, at INELYS and was able to have a great "see the light" moment. In this conversation, he referred to the responsible party as "the leadership team". I asked who that was comprised of; it was himself, his co-founder, and newly appointed partner. I asked if he thought he was at all contributing to the problem that his company was having to which he replied that he could see his contributions now that it was asked. He committed to more servant leadership and wrote down in his journal during our presentation and conversation to be a more hands on leader.
Thesis
12. I can conduct literature searches and apply what I learn to practice. *
Agree
Please explain answer above. *
I am able to do literary research
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 have kept up to date on the course readings and done research into my thesis topic to find books and articles to read. I cannot think of a specific example of how I have applied the literature to practice outside of conversations around the learnings. There hasn't been anything concrete to pull up other than self as instrument and sharing what I learn with as many people as possible.
Point of View
14. I am developing a working theory of OD practice. *
Agree
Please explain answer above. *
It seems thus far that most of the OD engagements in consulting have to do with people dynamics and dispelling cognitive dissonance. Both D.C. and Lyon consultations yielded virtually the same exact sentiment around issues that were facing each organization: communication, clear strategy, and reporting mechanisms. This is the same thing that I found at my company when I did the process design exercise. Given the readings that we have completed to date, there is a heavy focus on people: dynamics of helping, bias, feedback loops, power dynamics, decisions, and how we make sense of things. This program is unique in that emphasis where other programs focus heavily on process.
15. Describe your working theory of OD practice. Include the beliefs, values, assumptions, and models that inform your emergent theory. *
See above
Program Assignment Progress
16. I am current on my thesis project *
Disagree
If you selected disagree, please explain.
I have re-written chapter 1 and need to send it to my advisor. I have read 3 books to get an environmental understanding of my thesis topic but have not devoted any time to moving forward on the writing.
17. I have successfully completed all session papers *
Disagree
If you selected disagree, please explain.
I have outstanding papers due to Miriam
18. I am making progress on my strategic learning contract *
Agree
Narrative
19. Narrative self-assessment. Briefly describe your strengths and areas for development as an OD practitioner. *
My strengths are in the relationship building and initial conversation at the client. I feel very comfortable in this space and am able to improvise as needed. An area here that I need development is to pause longer and let things sink in with the other party. I also am aware that I become too invested in the solution and process to find it where it is not my role as a consultant to do so. Separating that out will be key as an external consultant, but I wonder at efficacy of that as an internal consultant who is expected to drive the results. Another aspect that has been called out is that I am very supportive of others yet have a self-deprecating habit. This is something that I am actively working on with my therapist since Lyon. I also have been working on phrasing so as to not seem like I am making a funny comment when I intend to be serious. Often times the cadence and tone has led people to think I am joking despite the content of my sentence to be very serious.
20. Anything else that you would like us to know about you and your development as an OD practitioner? *
Not at this time