Discovering the Immune System by Becoming certified in the Immunity to Change (ITC) process

I am writing about an eye-opening experience I had in January 2014 when Dr. Richard McGuigan and Dr. Nancy Popp from The Institute for Leading Change led a program called “Becoming an Immunity to Change Facilitator.” The workshop was designed to give participants the insights and tools to lead change work as one-on-one coaches or with teams in organizations.

The ITC process is a powerful and effective way to guide clients through making difficult changes. Overcoming one’s Immunity to Change is not only about changing problematic behaviors, it is about understanding and testing one’s own immunity by working with and not against ourselves. It is about understanding our own complexity and the stories we tell ourselves.

Through a series of exercises, experiences, and reflection time, we as participants of the workshop, were able to explore our own Immunity to Change. This experience and learning the process of ITC will help me to lead clients and teams through the process of committing to a goal and surfacing their competing commitments in order to reveal the Immunity to Change. The Immune System reveals itself and the discussion for opportunities to test it continues.

I highly recommend the program and becoming an ITC facilitator! The process is based on the “Immunity to Change” book written by Robert Kegan and Lisa Lahey. The book is a great resource and starting point!

Tami France, PHR
Marketing & Communications


State of the Union of Change Mgt with Geek Sheik Dan Olson

Engaging speaker, practical approach, excellent insights, useful metaphors, trends, & current processes

Dan “The Disruptor” Olson of STAR Collaborative came to the MNODN on January 9th to facilitate a program on Change Management: State of the Union. I was unsure what to expect, and Dan presented information on his background to help provide context for his “Getting Stuff Done” perspective. Not only did we learn about his own path which is currently the successful startup STAR Collaborative (The Costco version of for talent) we also learned about the local change management group.  This was an evolution from a gathering of friends providing a somewhat quarterly Change Summit into the birth of a new change association - The Minnesota Change Management Network (MMCMN). I personally also re-learned new terms such as “Network Weaver” with an application to building Communities of Practice to better implement change.  

Dan let us know of his penchant for pop culture, and how he sees change management as a street level approach to change. The metaphor used was that Batman was more appropriate to enable “Change Fu” with his innovative down-in-the-trenches approach than Superman who has greater super powers (requiring less collaboration?).

Dan shared a few trends which many of us found interesting, and/or confirmatory:

  • Those hiring Free Agent Change Managers want to see certifications i.e., Prosci
  • Hiring entities are more interested in results and outcomes than Organizational Theory
  • Those being hired are asked for specific full cycle implementation examples and tools
  • Leaders may deny it, but they often want secret coaching on change
  • Dan provided benchmarking fee information on going hourly rates for Change Agents.

Another suggestion from Dan was for change Managers to use Heat Maps as one of their tools when presenting information to others (Wiki: A heat map is a graphical representation of data where the individual values contained in a matrix are represented as colors). Using Heat Maps to illustrate locations of stress and strain in an organization can be easier to communicate/ navigate than tables, charts, or graphs.

There was great group discussion including the relationship between Change Management and Organization Development. Other questions and discussion centered on issues such as:

  1. Will new findings and developments in neuroscience disrupt Change Management?
  2. How can software development’s Agile Methodology be woven into Change Management?
  3. Is gamification creeping into Change Management? If so is it accelerating impactful change?

So before you wonder if “The Disruptor” came from Tatooine or the Gotham City, Dan left us with some great key take away quotes such as “Project Management is getting things done, while Change Management is making change stick”. During the session we were also provided information on the upcoming Association of Change Management Professionals standards which are open for comment and review.  Finally, Dan also invited us to view/provide feedback on STAR Collaborative’s  values manifesto.

Paul Thoresen, M.A.
Programming Co-Chair

International Leadership Association Global Conference

Contributor:  Tami France, PHR, Marketing & Communications

Between October 28th and November 3rd, 2013, there were more than 1,000 leadership professionals from around the world gathered together in Montreal, Quebec, Canada. We all gathered at the International Leadership Association Global Conference to network, hear new thinking on leadership, and share perspectives.

Attending the International Leadership Association (ILA) Global Conference titled “Leadership for Local and Global Resilience - the Challenges of a Shifting Planet that took place in Montreal, Quebec was an inspiring way to connect to leadership, research, and practice around the world. It was a means for me to connect to current leadership trends and practices. During the opening keynote Eliane Ubalijoro, the ILA 2013 Chair, welcomed us to experience the conference and allow it to “nourish in each of [us] an invigorated appetite to keep exploring and taking [our] leadership research and practices to new heights of resilience.”

An added layer of engagement at the conference was my role as a presenter/facilitator at the roundtable discussion and my topic was Cross-Cultural Collaboration. The roundtable format was “an informal small group discussion on a topic of common interest” (ILA Conference Guide, p. 18). My co-facilitator and I were asked to submit a short description of the content of our roundtable discussion, which was added to the conference guide as a way to publicize our topic. We described collaboration as a process through which people, groups, and organizations work together to achieve desired results of shared vision, and positive service outcomes, through an interdependent system. We added to this by noting the role of Cross-Cultural Collaboration as being necessary at this time of global interconnectedness. We noted that individuals attending the session would have an opportunity to discuss the necessity for this capacity in leaders and gain practical applications of Cross-Cultural Collaboration. This was an engaging and relevant topic at this conference. While attending a concurrent session I found myself at a table where the other participants and I represented five different countries (Canada, Saudi Arabia, Netherlands, UK, and USA) and different cultures, backgrounds, and ways of thinking about leadership.

The final moments of the conference were brought together by a beautiful closing keynote speech led by Dr. Nancy Adler. I am inspired to attend the International Leadership Association 2014 Global Conference titled “Conscious Leading for Global Change - Emergence of our Collective Realities,” taking place in San Diego, California.

Leadership and the Art of Struggle at MNODN’s monthly program

Thank you, Steven Snyder, Ph.D., for a wonderful presentation on Leadership and the Art of Struggle:  A New Conversation about Leadership at MNODN’s monthly program!

On Thursday, November 7th Steven shared from his book examples of personal "struggle" stories he uncovered through his extensive research for his book Leadership and the Art of Struggle: How Great Leaders Grow Through Challenge and Adversity.  These stories were engaging and enlightening. Through them, he illustrated leadership as “a struggle by flawed human beings to make some important human values real and effective in the world as it is.*” You challenge leaders and those they work with to reconsider the negative connotations of "struggle" and the desire to avoid or automatically speed through it without reflection.

Some insights that Steven shared with those of us in attendance:

Struggle is a learning opportunity – an art to be mastered.  We aren’t alone, no human is perfect, struggle leads to growth, we have opportunities to go beyond what and how to why we struggle, and we can shift our conversations.    

The elements of a struggle is that a change occurs.  This creates tension.  We are then out of balance. Steven provided a tool to think about these elements of struggle through the development of a tension map.  This map gives a visual representation of the current struggle (low to high).  You'll have to read the book to learn more.

If I had one take away from Steven’s presentation is that we must all reflect on our struggle and ask ourselves, where am I out of balance?  Once we can determine the nature of our disequilibrium we can then figure out what we could do to ground ourselves, to find new pathways to deal with any situation or issue and find that adaptive energy to move through the struggle.

Thank you Steve for generous gift of your book to all attendees!  What a great bonus to end an evening of rich conversation and story telling and now a new lens from which to view struggle.  For more information, go to Steven’s Website at  or to learn more about his book Leadership and the Art of Struggle: How Great Leaders Grow Through Challenge and Adversity.

Jan Williams, PMP, PHR
Marketing and Communications Co-Chair

* Quote attributed to Joe Badaracco

National Leadership Academy for the Public's Health - applications due November 26, 2013

The National Leadership Academy for the Public’s Health (NLAPH) began in 2011 to provide training to four-person multi-sector teams from across the country to advance their leadership skills and achieve health equity in their community. Funded by the Centers for Disease Control and Prevention, the one-year program uses an experiential learning process that includes webinars, a multi-day retreat, coaching support, peer networking, and an applied population health project. NLAPH is currently training its second cohort of fellows. 

 Highlights include:

  • The NLAPH program runs for 1 year and requires a commitment of 100 hours during the year, including a 3 day retreat in Atlanta from 3/9-12
  • The NLAPH program is available for teams of 4, with one member from the public health department
  • It’s FREE – Selected teams receive cost of round-trip transportation and lodging at the national retreat, access to program materials and webinars and become a part of the Leadership Learning Network after completion of the program.    

Email applications to: no later than November 26, 2013 at 5pm PST.

Click here to learn more.

Organizational Development Network Conference Recap from MNODN Chair

Dear members -

I’m back from California and am already putting next year’s Organizational Development Network (ODN) Conference* on my calendar.

This year’s conference theme was innovation. With 4 tracks and 50 concurrent sessions, the good news was there was something for everyone. The bad news was how difficult it was to choose which sessions to attend.

There were three terrific keynotes:

  • Robert Kegan’s overview on the DDO – Deliberately Developmental Organization
  • Verna Myers on Inclusion and Diversity
  • Susan Foley on Intrapreneurship

I was able to download the majority of handouts and materials before the conference and skimmed them in flight from MN to CA. While thorough, the handouts don’t do justice to the richness of content presented and the connections made. With plenty of time between sessions, attendees had the opportunity to continue conversations sparked by a session and network with peers. A mentor/mentee program initiated the first day gave us an opportunity to meet several current students or practitioners in transition throughout the conference. I made a lot of connections that I’m looking forward to maintaining for years.

Important connections for MNODN were made via the regional caucus meeting. ODN has built sharing tools open to local OD related organizations and support them with special pricing for Board chairs. The ODN will be maintaining a programming repository to share programming ideas, materials and speakers and Regional Leaders’ KnowledgeBase to share regional management practices. While ODN does not have “chapters” these tools enable the sharing of OD knowledge across the globe.  

I attended presentations on the topic of Collective Consciousness, person-to-person, Conflict management, Dialogics Leadership, Practice Transformation, Performance “planning” and client contracting. Along with great content and networking, there were new tools to see in practice.  While I was familiar with Prezi, I’ll be checking out Sketchbook and Polleverywhere. If you’re interested in any of these topics, I’d be happy to share what I learned.

Look forward to seeing you at future programs and learning, growing and developing with you!

Warm regards,

Julie Moore Rapacki
MNODN Board Chair

*50th anniversary of the Organizational Development Network Conference is the weekend of October 25, 2014 in Philadelphia, PA.  If you’re a long-term planner, the 2015 conference will be part of the World OD Summit in Portland, OR.

MNODN Programs - 1st Thursday of the Month

MN Organization Development Network Regular Programming
First Thursday of the month
September through May each year
5:30-6:00 pm networking
6:00-7:30 pm program
St. Thomas University (rooms may very)

Note:  1/2 day and full day events are scheduled based on speaker availability and vary within the programming year.

Programming details are generally posted 6-8 weeks in advance.  Information can be found at MNODN Events.

Personality and Application: Which do you use and in what context?

 Personality and Application:  September 12, 2013 MNODN Program Recap

I consider myself pretty savvy when it comes to personality assessments.  I’m certified in several and for years have worked inside organizations, teams and with individuals assisting in self-discovery, leadership development and strategic team work.  I’ve seen first-hand how identity personality assessments have helped many discover their own or team’s roadmap to success. 

So in comes Scott Gregory, PhD to the September Minnesota OD Network meeting presenting the Hogan Personality Inventory (HPI) and a few of the first things out of his mouth are statements such as, “the you, only you know, doesn’t matter to Hogan” and “the you, only you know is hardly worth knowing.” 

I was thinking to myself, “he’s a heretic” and was about to pick up my stone. I know for a fact that the personality assessments I use do in fact help others in leadership and team development.  Others in the room felt the same way (I could see their stones).

For the record, he didn’t actually bash on identity personality assessment s (such as DiSC or MBTI) he stated several times that there is a place for them in our tool kit.  Rather, he came to state the case for the need for what he called “Reputation personality assessments.”   Reputation personality is others’ observations of what you do.  So it isn’t so much what you know about yourself but what others see you as that defines personality.  Personality in this context is defined as how others see you.  Hogan instruments study what other people say about those who answer an item a particular way.

The Hogan Personality Inventory measures normal personality along seven scales:

  1. Adjustment: confidence, self-esteem, and composure under pressure
  2. Ambition: initiative, competitiveness, and desire for leadership roles
  3. Sociability: extraversion, gregarious, and need for social interaction
  4. Interpersonal Sensitivity: tact, perceptiveness, and ability to maintain relationships
  5. Prudence: self-discipline, responsibility, and thoroughness
  6. Inquisitive: imagination, curiosity, and creative potential
  7. Learning Approach: achievement orientation, valuing education

So while I can’t do justice to personality assessments in a short blog and I know that many of you reading this know so much about personality assessments including the Hogan Personality Inventory.  We at the MNOD Network are interested in what you have to say about the differences of Identity personality assessments. Reputation personality assessments.  Which do you use and in what context? 

Stan Oawster

Nov 7: Leadership & the Art of Struggle: A New Conversation about Leadership

Leadership is often a struggle, yet cultural norms often dismiss struggle as a sign of weakness or incompetence.  Steven Snyder’s new book, Leadership and the Art of Struggle, poses the question: what if we stop thinking about struggle as a negative, and instead embrace it as a natural part of leadership, focusing on the learning opportunities that it affords?

In this workshop session, Steven will introduce a new leadership lens, the Struggle Lens, opening a new conversation about leadership.  He will share his research exploring this lens, and then, through a set of exercises, invite you to join in on the conversation. 

During this session, you will first apply the Struggle Lens to your own leadership narrative.  Then, we will expand the conversation, exploring new ways to frame an organizational dialogue. Hopefully, you will leave the session with a new set of possibilities for navigating through conflict and adversity.


Steven Snyder is founder of the Snyder Leadership Group, a consulting firm dedicated to cultivating inspired leadership. Steven was an early leader at Microsoft, where he worked closely with Bill Gates.  He was co-founder and CEO of Net Perceptions, where he won the first World Technology Award for Commerce. Steven is currently an Executive Fellow at the University of St. Thomas Opus College of Business. He holds an MBA from the Harvard Business School, where he was a Baker Scholar, and a Ph.D. in Psychology from the University of Minnesota. His first book, Leadership and the Art of Struggle: How Great Leaders Grow Through Challenge and Adversity, was published in March 2013 by Berrett-Koehler. 

What are people saying about Steven Snyder?

"Seasoned OD professionals know that transformational change embodies struggle. Steven Synder’s book, Leadership and the art of struggle, provides language, tools and useful perspective how leaders can learn from their own career struggles as they attempt to be a force for organizational change.  If you believe effective change requires leaders to have personal insight how they attend to their own struggles, then this MNODN session is for you!"
~Marc Sokol
Sage Consulting Resources, LLC
(Current member of the MNODN)

"Steven is probably one of the smartest people I know.  I have known Steven for more than 20 years.  He came to PDI to lead the development of some revolutionary software tools, did a great job, and moved on.  I kept in touch with Steven over the years, and spoke with him a number of times while he was writing this book.  He is a very thoughtful, insightful guy with a powerful message about the realities of leadership, learning from struggle.  I endorse him wholeheartedly."
 ~Lou Quast
Associate Chair, Department of Organizational Leadership, Policy, and Development
College of Education and Human Development, University of Minnesota
(Presented 'Leadership Patterns and Career Derailment' at MNODN May 11, 2012)
"I worked with Steven many years ago when he was at PDI. He was one of the first people I knew who was trying to unite technology and psychology. It got me thinking about that intersection and had a lasting influence on my career. Looking forward to his talk."
~Bruce Sevy
Director, Leadership Assessment
PDI Ninth House, a Korn/Ferry company
"As a CEO of a public company, Steven Snyder has been there himself. But he hasn’t stopped there. He’s captured the wisdom of well-known leaders from some of the world’s most successful companies in his book “Leadership and the Art of Struggle” (Bill Gates, Steve Jobs and Richard Schulze, to name a few). We’re delighted and honored to have Steven join MNODN on 11/7/2013 to discuss his book and share what he’s learned, and what we can learn, through the art of struggle. You won’t want to miss it!"
~Julie (Moore) Rapacki
Management Consultant, Senior
State of Minnesota
(Chair @ Minnesota Organization Development Network)   

5:30 pm networking; program starts at 6:00 pm

To register, click here.

2014 Bush Fellowships - Application deadline 10/14/13


The Bush Fellowship was founded nearly 50 years ago by founder (and 3M executive) Archibald Bush. The 1964 Bush Foundation annual report shares that the program was designed to seek out and develop broad-gauge candidates who could be effective leaders. It sought candidates “of force, inquiring minds, integrity and vision to be groomed for leadership in government, industry and professions, or with unions.”

What does a Bush Fellowship provide?

  • Financial support between $50,000 and $100,000 over two years (which may be used to attain formal education (including graduate degrees) and/or to implement a self-designed leadership development proposal)
  • Lifelong access to the Bush Fellows alumni network of 2,200+ individuals
  • Participation in an annual Fellows retreat and optional learning opportunities with other Fellows

Note: successful finalists are not required to take a leave of absence from their employer

Click here, to learn more about the 2014 Bush Fellowship program.

Who should apply or be nominated?

  • Individuals with passion, optimism and ambition to develop their leadership and vision for contributing to the common good within Bush Foundation region
  • Have a distinguished track record of leadership accomplishment
  • Have demonstrated resiliency, creativity, curiosity, integrity, and civic-mindedness
  • Leaders from all sectors

Click here, to review eligibility and selection criteria

You can nominate a 2014 Bush Fellow(s) here:

Who has received a Bush Fellowship? (sample of alumni):

“Famous” Dave Anderson ‘ 85
Founder, Famous Dave’s of America

Margaret Anderson Kelliher ‘03
President, MN High Tech Association (MHTA)

Terri Barreiro ‘79
Director, McNeeley Center for Entrepreneurship serving St. John’s University and College of Saint Benedict

Arne H. Carlson ’71
Former Governor, State of Minnesota

Mark Dienhart ‘89
President/CEO, Schulze Family Foundation

Esperanza Guerrero-Anderson ‘88
Founder and President, Guerrero-Anderson, Inc.

Dr. Jon Hallberg, M.D. ‘06
Medical Commentator, Minnesota Public Radio

Peter Heegaard ‘77
Founder, Lowry Hill and Founder, Urban Adventures

Kevin Kling ’88 and ‘03
Author, playwright, storyteller and commentator with National Public Radio

Richard J. Leider ‘73
Founder and Chairman, The Inventure Group

Mark Mishek ‘85
President and CEO, Hazelden Foundation

Joe Selvaggio ‘80
Founder, The 1% Club & MicroGrants

Kari Niedfeldt-Thomas ‘07
Foundation Manager, The Mosaic Co.

Sandy Vargas ‘95
President and CEO, The Minneapolis Foundation

Stephen B. Wellington, Jr. ‘83
President, Wellington Management

Tene Wells ‘12
Principal, Tene Wells Consulting and Former President, WomenVenture

Recruiting and Selection Timeline:

Applications open                                           September 5, 2013
Applications close                                           12:00 PM CDT, October 14, 2013
Initial review                                                     October 16 – November 15, 2013
Applicants notified; finalists selected     December 16,  2013
Final selection committee interviews     February 6 – 15, 2014
All finalists notified by                                 February 21
Announce 2014 Bush Fellows                     March  2014

News Release: Hogan Assessments Executive to Explore Business Impact of Personality Assessments at MNODN Event

SOURCE: Hogan Assessment Systems

Hogan Assessment Systems

September 04, 2013 15:41 ET

Hogan Assessments Executive to Explore Business Impact of Personality Assessments at MNODN Event

Scott Gregory, Hogan's General Manager of the Twin Cities Region, to Share Thought Leadership With Area's Organization Development Professionals

MINNEAPOLIS, MN--(Marketwired - Sep 4, 2013) - Hogan Assessment Systems, Inc., a global leader in personality assessment, research and leadership development, today announced that Scott Gregory, the company's general manager for the Twin Cities region, will lead a session titled "Personality Assessment and Applications" on Thursday, September 12, 2013. The event, hosted by the Minnesota Organization Development Network (MNODN), will take place at the University of St. Thomas in Minneapolis at 5:30 p.m.

The MNODN is a professional community committed to excellence in learning, growth and innovation in the field of organization development. To meet this goal, the organization hosts programs, workshops and special events throughout the year. MNODN will kick off its 2013-2014 series of events with Gregory's session on personality assessments.

During this session, Gregory will highlight how personality can be conceptualized as one's reputation and how defining personality in this way makes it applicable to the workplace at the individual, team and organization-wide levels. In addition, Gregory will explore the bright side and dark side of personality developed from this modern perspective and share insight in a variety of business and leadership applications.

"MNODN put together a great series of sessions designed to give its members and the greater community a forum for connecting with their peers and learning the best practices and strategies that enhance the OD field," said Gregory. "It is a great honor to share my thoughts on the current state of personality assessments with my fellow organizational development professionals in the Twin Cities."

"Scott is a world-class expert when it comes to the role of personality and work values in individual, team and organizational success," said Gordon Curphy, Ph.D., renowned leadership authority and author of The Rocket Model. "I highly encourage people to attend his session."

The "Personality Assessment and Applications" session will take place on Thursday, September 12, 2013 at 5:30 p.m. Additional information, including registration details, can be found at:

About Hogan Assessment Systems
With more than 25 years of experience, Hogan is the global leader in providing comprehensive, research-based personality assessment and consulting. Grounded in decades of science, Hogan helps businesses dramatically reduce turnover and increase productivity by hiring the right people, developing key talent and evaluating leadership potential.

OD in Crisis: A Special Forum on Haunting Questions About OD

Thursday October 3, 2013 - Thursday October 3, 2013

1000 LaSalle Ave.

View MapMap and Directions | Register


We often read in online discussions and articles that most organizational change efforts fail.  Is that a crisis in the field of OD?  Would it be a crisis if that situation were in other fields and professions?  What should those of us in the field of OD do about this?               

Over the years, Carter McNamara of Authenticity Consulting, has informally been monitoring discussions and articles about “Why do most organizational change efforts fail?”  He’s boiled down the “research” to the questions:  Is the question itself flawed and unfair?  What research concluded the rate of failure?   Are the failures caused primarily by external forces?   Is it primarily the client?  Is it primarily the OD practitioner?  All of these?

As professionals, we owe it to our field to do something.  What do you personally want to do?  Nothing?  Validate the research?  Facilitate dialogues about the issue?  Do some public relations about OD?  Drive certification of practitioners?  Get OD into MBA programs?   Get more “business skills” in OD?

In this session, Carter will brief us on his research.  We’ll use Open Space to organize participants to discuss their preferred questions and come to action plans.  We’ll condense their conclusions and actions into a report that we’ll share with other OD chapters.

5:30 pm Networking; 6-7:30 pm Program

Carter McNamara, MBA, PhDCarter McNamara, MBA, PhD, is co-founder of Minneapolis-based, Authenticity Consulting, specializing in organizational and leadership development.  He is one of the country’s top experts in customizing Action Learning programs for a variety of applications.  He is also founder of the Consultants Development Institute.  He is author of several books, including “Field Guide to Consulting and Organizational Development” and “Field Guide to Leadership and Supervision” and has authored numerous articles.  Carter, a former MNODN board member, has received MNODN’s “Organization Development Practitioner of the Year” and the University of St. Thomas “Business Excellence Award”.  


Sept 12: Personality Assessment and Applications

Historically, personality has been conceptualized in several key ways, each with implications for measurement and application.  This presentation will include a brief overview of traditional approaches and applications, and will highlight personality conceptualized as one’s reputation.   Defining personality in this way makes it easily applicable to the workplace at the level of the individual, team, and organization as a whole.  We will explore measures of the bright side, the dark side, and the inside developed from this modern perspective on personality and review a variety of business and leadership applications that practitioners should find thought provoking and accessible.

Scott Gregory is General Manager for Hogan Assessment Systems in the Twin Cities of  Minneapolis/St. Paul, Minnesota, and a member of Hogan’s Corporate Solutions team.  He earned an M.A. and Ph.D. in Industrial/Organizational Psychology from the University of Tulsa.  His career has included extensive global consulting experience and he spent over 12 years as Vice President of Talent Management and OD for Pentair, an $8B global manufacturing business headquartered in Switzerland, where he was responsible for global management and executive recruiting, development, and succession planning as well as culture and change initiatives.


Scott Gregory, Ph.D., is General Manager for Hogan Assessment Systems in the Twin Cities of  Minneapolis/St. Paul, Minnesota, and a member of Hogan’s Corporate Solutions team.  He earned an M.A. and Ph.D. in Industrial/Organizational Psychology from the University of Tulsa.  His career has included extensive global consulting experience and he spent over 12 years as Vice President of Talent Management and OD for Pentair, an $8B global manufacturing business headquartered in Switzerland, where he was responsible for global management and executive recruiting, development, and succession planning as well as culture and change initiatives.

Scott’s expertise includes talent management, psychological assessment, coaching and development for leaders, succession planning, and management and executive selection processes.  He has worked extensively in North and South America, Australia, Asia, and Europe.  He also has been active in developing other professionals as Assistant Professor of Psychology at St. Olaf College (13 years), as Visiting Instructor in Psychology at Macalester College (5 years), as guest lecturer on talent management, succession planning, and executive selection issues at Cornell University’s School of Industrial and Labor Relations, and as a presenter at numerous national and international conferences.

2013-14 MNODN Welcome

MNODN has been in existence for more than a quarter of a century, and we have always focused on one thing - helping those who help organizations grow, develop, and change, in developing their own capabilities. We’re excited to enter the 2013-2014 membership year with you!

I’m pleased to announce several recent developments:

New Board Members:

The following candidates were interviewed, offered, and accepted their new roles on the Board over the past few months. Please join me in thanking them for their commitment to serve our community:

  • Stan Owaster, Communications/Marketing Board Member
  • Tami France, Communications/Marketing Board Member
  • Paul Thoresen, Programming Board Member
  • Karalyn Smith, Programming Board Member


2013-2014 Programming Kick-off:

The first program of the year will be on Thursday, September 12. Our speaker will be Scott Gregory, Ph.D. and he will speak on the general topic of personality.                                                                                                  

Additional opportunities to serve - current board openings:

  • Membership committee (2)
  • Chair-elect position
  • Co-treasurer position

We also appreciate your participation in committee and volunteer opportunities, recommending speakers, events and opportunities of interest to our members, contributing to our online community, forming or supporting a Community of Practice in your area of interest, reaching out to other members to share expertise, insights and collaborate, sharing your accomplishments and work (published book, written article, new survey instrument developed, & amazing client story, etc.), supporting students and new practitioners in OD and encouraging others to join and increase the richness of our network.

Thank you for your support of MNODN. We’re excited to be growing, developing and changing with you!

Julie Moore Rapacki, Board Chair                                                                             

May 2: Leading Sustainable Change

MDA Leadership Consulting will present on their Leading Sustainable Change program that includes a simulation that enables leaders and managers to work with a robust model for planning and implementing effective actions that lead to sustainable change within their organizations.  Participants apply lessons from a fast-paced, thought provoking business simulation to designing and implementing a change initiative for their own organizations. In the simulation, participants play the role of change consultants challenged to help a fictitious company successfully implement a new strategy.  MDA will lead a discussion about what makes for effective change, what components are needed from a change leader perspective, and have the participants experience aspects of the change simulation.

For more information about program and to register, click here.

April 4: Organizational Lifestyle

The Organizational Life Style Analysis was adapted from an Individual Life Style analysis format to an Organizational format by Dr. William Premo who has also been teaching the process of use for organizations for 12 years at the Adler Graduate School in Minneapolis. He created a course and teaches the process to students in a course entitled Organizational Life Style. 

The Organizational Life Style Analysis is designed to uncover the underlying behavior and interpretation patterns of the organization in a similar way that the traditional Adlerian Life Style Analysis uncovers the framework in which we as individuals interpret experience, control experience through goal oriented private and social behavior, and predict experience, based on previously created convictions. The Organizational Life Style unites the organization, and indicates how the organization makes creative use of resources and subjective understandings to behave in the world.

To learn more and register, go to:

April 19: Adaptive Action: Leveraging Uncertainty in Your Organization

We have entered the Age of Uncertainty, and public, non-profit and government organizations everywhere are struggling to cope. It’s not hard to see why. Technology is evolving rapidly. Global markets are shifting unpredictably. Political action and social media are creating instability around the world. We used to play and win a finite game where we knew the rules, the goals, our partners, and what to expect.  Now we're playing infinite games that are full of surprises, and the goal is simply to keep playing.  The game has changed because of global reach, massive interdependency, enormous diversity, and speed of change.  Today, the game is infinite, and uncertainty is the only certainty.

So what can we do when the old ways of working no longer work?  There is no single roadmap to follow, but Human Systems Dynamics Institute can help you get unstuck and move forward effectively.  We draw lessons from chaos theory and complexity science to help you leverage uncertainty. We teach simple ideas and models that prepare you and your clients to build adaptive capacity; form collaborative relationships, and take courageous, creative action.

This MNODN meeting is the launch event for our new book Adaptive Action: Leveraging Uncertainty in Your Organization (Stanford University Press, April 2013).  We will introduce the foundation of the core approach it features, share stories about how we used Adaptive Action to transform individuals, teams, organizations, and communities; and help you use it to explore creative options for action for yourself and your clients.  You will receive a copy of the book and the opportunity to have it signed by the authors.        

Click here for more information or to register for event.

March 7: Not your Daddy's Succession Planning

Program Description:

There has been much talk of the “new normal” in global businesses, but only lip service as to how to rethink and re-tool this process to ensure organizations can face the challenges coming their way in the context of talent management.  The pitfalls and trends in succession planning and management must be addressed differently today. As you look at many succession plans in current organizations, they are irrelevant to todays’ workforce and strategic challenges.  Massive change and organizational trends have caused traditional succession planning and management approaches to become obsolete. Global trends in every industry have huge implications for thinking about future leadership roles.  Just these few statistics are daunting:

  • As of January 1, 2011, 10,000 baby boomers are turning 65 every day for the next 19 years (US Dept. of Labor)
  • In 2012, the 55 and older segment of the workforce will have increased 19%, almost four times the rate of growth for the overall labor force
  • By 2020, there will be 1.3 million college grads, and 5.9 million too few high school grads to meet employer needs (US Dept. of Labor)
  • 67% of organizations do not currently have and formal succession planning process, (Cutting Edge)
  • Only 24% of organizations are confident in their ability to staff leadership positions during the next five years (Watson Wyatt)
  • 68% of senior managers hired from the outside usually fail within the first 18 months (CCL)

However, another part of the new normal is that those in their 30’s and 40’s want to apply their own attitudes and values to the roles they assume. Needless to say, they are more skeptical than past generations. Institutions that had once employed their parents are not necessarily valid benchmarks any longer. Working hard doesn’t provide job security, organizations do not last forever, and leaders do not necessarily make the best choices. As these new leaders assume responsibility within organizations, they are more likely to challenge the status quo and question the veracity of practices that have been in place for many years (Wendover, 2011). This is also a workforce that has better training than any generation in history, invested mightily in technology and globalization. That said, these skills sets and confidence can mask a deficit of expertise, experience, and leadership maturity.  Lastly, many knowledge workers today do not see their job as a calling. They are not looking to climb ladders once embraced by parents. When they are restless, they leave, it’s not personal. It’s just business.

The impact of the above can and will have monumental effects on your succession planning process. To prepare them for future roles, and more senior positions, it is incumbent for business leaders to understand these beliefs, and many other factors while these leaders assume those new and challenging responsibilities.

Best practices are all the more important for guiding human resource and business leaders in designing and executing more effective programs. Practices such as:

Top management participation

  • Rigorous and comprehensive assessment
  • Identification of future talent requirements pivotal to strategy execution
  • Structured and individualized developmental programs
  • Creation of talent databases
  • Open communication

This session will explore all of the above, and the audience will be encouraged and challenged to think through these issues collectively.


Donna Dimeena

Donna DiMenna is an organizational psychologist and business leader who has led Global HR consulting firms, was Chief HR Officer for a global print/custom graphics arts/e-commerce corporation, as well as co-led Strategic Workforce Planning at Cargill, a Fortune 250 company. She has worked across the globe in partnerships with clients in APAC, and EMEA. She was awarded 2012 Industry Leader by the Mpls-St. Paul Business Journal.

Go to to register.

Seeking Co-Treasurer Board Position

The Co-Treasurer is a member of the Executive Committee of the Board of Directors of the organization. The Co-Treasurer shall cause regular books of account to be kept, and shall render to the Board of Directors, from time to time as may be required, an account of the financial condition of the Organization, shall deliver quarterly and an annual report.  The quarterly report is provided to the Executive Committee the end of every third month and annual report is provided every December. The Treasurer shall perform all other duties properly required of the Treasurer by the Board of Directors.

The Treasurer is elected by the MNODN Board to hold office for a two-year term, or until a successor is elected and qualified. For succession planning and fiscal security purposes, this position is shared role, which means there are two individuals occupying the role as co-chairs for Treasurer.


  1. Financial knowledge of the organization.
  2. Personal commitment to devote the time necessary to perform the responsibilities of Treasurer.
  3. Understanding of financial accounting for nonprofit organizations.
  4. Maintain and report the financial stability of the organization


  1.  Serves as Chair of the Finance Committee (as applicable) and a member of the Executive Committee of MNODN
  2. Manages, with the Finance Committee, the Board’s review of, and action related to, the Board’s financial responsibilities.
  3. Works with the Executive Chair and Chair Elect to ensure that appropriate financial reports are made available to the Board on a timely basis.
  4. Assists the Executive Chair and Chair Elect in preparing the annual budget, and presenting the budget to the Board for approval.
  5. Develop Fiscal Policies for recommendation to the Board to ensure the financial integrity and sustainability of the organization.
  6. Develop long-term financial strategies and submits them for Board approval during quarterly and annual Board meetings
  7. Keeps currently informed of legal, regulatory and sector developments relating to the Board’s financial responsibilities.
  8. Completes the annual taxes for the organization in a timely fashion and in accordance to federal and state reporting requirements.
  9. Promptly alert the Chair and Chair Elect of the Board upon any suspicion of financial impropriety or activity that may impact the security of the MNODN assets. Advise the full Executive Committee and take all appropriate actions to prevent, investigate and respond to any unusual or suspicious activity relating to the assets of MNODN.

 Attributes required to complete the role:

  • Responsible
  • Reliable
  • Committed
  • Trustworthiness
  • Ability to positively represent the MNODN

Skills required to complete the role:

  • Leadership skills
  • Strategic Thinking
  • Strong focus on delivering good results
  • Management skills
  • Communication skills
  • Organizational skills
  • Facilitation skills
  • Detail orientation

Estimated Time Commitment

  • Two-year term
  • Monthly responsibilities related to position as chair: 10 to 12 hours
  • Monthly Board meetings: 2 hours
  • Monthly program meetings: 2 – 3 hours
  • Quarterly Executive Board Meetings – 3 hours
  • Total estimated monthly time commitment:17 – 20 hours (estimate only)
 Expectations of Board Members:

Criteria and responsibilities for being on the Board, as stated in the By-laws:

1)     Be an OD Practitioner and/or Financial expert

2)     Carry a primary responsibility on the Board

3)     Share responsibilities at monthly and quarterly meetings.

4)     Attend as many meetings and programs as possible and network as much as possible with members and guests.

Current Benefits for Board Members:

  • Board members must pay annual membership while they are on the Board
  • Board members attend program meetings
  • Board member attend monthly and quarterly meetings
  • Board members may be allowed to attend national programs.

*Terms maybe flexible per an agreement with and approval of the Board Executive Committee

If interested, send letter of interest via email to: