UPSILON PRIME

PEPPERDINE UNIVERSITY
THE GEORGE L. GRAZIADIO
SCHOOL OF BUSINESS AND MANAGEMENT
SYLLABUS

MSOD 620a
Practicum 3: Transorganization Systems and Strategies
Beijing, China

Julie A Chesley, PhD

Graziadio School of Business & Management
(703) 389-3287
Julie.Chesley@pepperdine.edu

INTRODUCTION

This course focuses on elements and dynamics of large-scale, multi-national, and multi-
organization change, continuing and extending the strategic view of organizations started in
earlier MSOD class sessions. It explores transorganization development, strategic alliances,
headquarter-subsidiary relationships, networks, and transformational change in an international
and global context.

Note: this is a complex session and a complex syllabus…it is as complete as I can make it now.
Please read it carefully and in its entirety prior to asking questions.

COURSE DESCRIPTION

A total systems approach to planned change is required to create optimal, lasting change among
an ecosystem of participants. In this third project-oriented and international session, we
emphasize the development of ecosystems and network-oriented change strategies, the design,
development, and sustenance of alliance and trans-organizational collaborations, and the
integration of intervention methods for structural, human systems, managerial, cultural, and
technological changes. There is an explicit interest in applying organization development
technologies to issues of social and environmental sustainability.

COURSE LEARNING OUTCOMES

By the end of this session, students will be able to:

1. Explain 2-3 models or frameworks of collaboration and transorganization development

2. Describe how your “point of view,” developed in prior sessions and assignments, has
changed as a result of performing project work in the host country

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 3. Describe how the design principles of large systems change processes were adapted (or
needed to be adapted further) to fit a host country culture.
4. Plan and apply an evaluation strategy to OD interventions.
5. Defend the behavioral and verbal choices made in live case study engagements
6. Apply international organization development and change management principles to
country and global issues, specifically in a Chinese context.

REQUIRED BOOKS

1. Cummings & Worley, Organization Development and Change. Chapters 9, 20 and 23

2. Huxham, C. & Vangen, S. (2005). Managing to Collaborate. Oxford: Routledge.

REQUIRED READINGS (all in Sakai)

3. Ainsworth, D. and Feyerherm, A. (2015). Higher Order Change: A Transorganizational
System Diagnostic Model. Journal of Organizational Change Management. Vol. 29,
Issue 5.
4. Kania, J., & Kramer, M. (Winter, 2011). Collective Impact. Stanford Social Innovation
Review.
5. Turner, S., Merchant, K., Kania, J., & Martin, E. (2012, July 18). Understanding the
value of backbone organizations in collective impact: Part 2. Stanford Social Innovation
Review
6. Williams, P. (2002). The competent boundary spanner. Public Administration, 80:1, 103-
124.
7. Books, articles, and other materials as required by your specific consulting assignment.

SUGGESTED READINGS (all in Sakai)

1. Cummings, T. (1984). “Transorganizational development.” In Research in Organization
Behavior, vol. 6, B. Staw and L. Cummings (eds.), Greenwich, CT: JAI Press, pp. 367-
422. (In 3 parts in Sakai)
2. Worley, C. and S. Parker. (2011). “Building multi-stakeholder sustainability networks:
The Cuyahoga Valley Initiative.” In Organizing for Sustainable Effectiveness, vol. 1, S.
Mohrman, A. Shani, and P. Docherty (eds.), Bingley, UK: Emerald Group Publishing
3. Prins, S. (2010). From competition to collaboration: Critical challenges and dynamics in
multiparty collaboration. The Journal of Applied Behavioral Science, 46 (3), 281.
4. Trist, E. (1983). Referent organizations and the development of inter-organizational
domains. Human Relations, 36 (3), 269-285
5. Mangiofico, G. (2013). “Using Transorganizational Development and Complexity
Theory Frameworks to Establish a New Early Childhood Education Network.” In
Organizing for Sustainable Effectiveness, Worley (ed). Bingley, UK: Emerald Group
Publishing

WEBINAR

Introduction to Networks and Trans-Organizations Systems (TS). Mar 29th at 4:00 pm. This
webinar will be presented by Dr. Julie Chesley and Dr. Dale Ainsworth (see Bio in Sakai). In
preparation for this webinar select an existing TS that will function as the “unit-of-analysis” as
you listen to the webinar. The selected TS should meet the basic definition of a TS used in

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MSOD 620 (a collection of organizations that have agreed to work interdependently for a period
of time to attain a commonly held goal that is too large in scope for any single organization to
work alone). After selecting a TS, draw from course readings to reflect on the following
questions:

 What is the TS working to accomplish? Does the TS have a compelling reason to exist?
Upon what do you base your conclusion?
 How is the TS organized, or, what is the basic structure of the TS? (How would you draw
it?)
 Does the TS appear to be accomplishing its goals and objectives? Why or why not?

ASSIGNMENTS

The China session is dominated by an intense set of field assignments followed by a period of
structured and unstructured opportunities for reflection and integration. The assignments involve
a continuing thread in the MSOD program -- the development of practical consulting and
engagement skills in cross-cultural settings. When possible, the assignments involve work that is
intended to explore and build out networks. These networks may be social in nature, but in some
cases, involve a transorganization system (TS) among government, business, and/or non-
governmental organizations (NGOs) in China.

Work with your consulting team to prepare for your projects. All assignments are based on
current beliefs about how the session will proceed and are subject to change at any time. [Note:
this is a complex session and a complex syllabus…please read it carefully. The complexity
of the location, culture, and assignments warrants a tighter and more hierarchical
communication network. Please work with and through your steering committee and the
team leaders you appoint as much as possible.]

In an effort to build in the ability to respond to changes in the assignments or clients in China,
the community is being organized into: a steering committee (already formed and working), and
six consulting teams. The steering committee will be forming you into teams by ~ March 1st.

Consulting
Member Team Lead

Member Member
Consulting Steering
Member Team Lead Committee Consulting
Team Lead
Steering Steering
Member Committee Member
Committee
Member SC Member Member

Conference

Consulting
Consulting
Member Team Lead Team Lead
Steering Steering
Steering
Member
Committee Member Committee Committee Member
Consulting
Member Member
Member Team Lead Member
Member Member

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Steering Committee Assignment Details

The steering committee’s primary objective is to help the Upsilon Prime community extract as
much learning as possible about conducting OD in Chinese networks, in developing Chinese
networks, and working with Chinese organizations. The activities of the steering committee
include understanding the overall objectives of the session, coordinating the different consulting
assignments, leading the conference in Datong and designing and conducting (as appropriate) the
relevant debrief and integration module during the session. The Steering Committee (SC)
consists of the Student Representatives (Bethany, Hannah, Crystal, Grace A., Marcina, Isabelle),
Faculty, China cultural experts (Paul, Lucky, Jewell), and the learning group consultants who are
accompanying us in China (Beth, Tracey, Gina, Charlie and Nico). The assignments below are
for the Student Representatives of the Steering Committee.

1) Organize the class into teams.

2) Design and deliver the ½ day conference in Datong on Wednesday May 16th (details
below).

3) Design and deliver, at different times during the session, activities that help the
community learn from its experiences. In broad terms, this would include working with
the “opening team” to design an opening session/ceremony on Sunday (May 13th)
(approx. 1.5 hours), creating the debriefs of the field-work, and delivering the integration
session on Sunday. The inputs to your debrief and integration planning sessions are the
consulting team’s pre-session written assignments, your observations of preparation, real
time implementation and evaluation feedback during the interventions, and your personal
experiences and observations during the session. [Logistics Note: You will be a part of
your consulting team and can be as involved as you’d like with the preparation and client
delivery (depending on how you contract with your group)]. These modules can consist
of exercises, activities, and lectures intended to draw out the learning related to:
a) Cross-cultural consulting, specifically consulting to Asian/Chinese organizations
b) Formation and development of networks and inter-organization collaborations
c) In addition, the modules should include exercises that allow participants to
explore the role of “group dynamics” in their teams. To what extent did those
group dynamics reflect the inter-organization dynamics of collaboration as well as
the extent to which the group dynamics affected the quality of the outputs of the
team (e.g., quality of the written assignment, quality of the interventions/projects
conducted).
The deliverable of these modules (debrief and integration) are concrete and specific
learnings about networks, network development, China, consulting, personal insights, and
points of view regarding planned change. Overall, the teams will have had different
experiences and objectives. How can you create a process that will help the community
become “collectively smart?”

4) Deliver a written paper. Part A. Integration and Debrief Sessions. The paper should
include a process for gathering data during the session and for pulling it all together for
the integration session on Sunday May 20th. The description should include a rationale

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 (why this intervention in this situation), your objectives, the planned activities, expected
outcomes (with enough detail so that I know you are prepared to lead the integration
session) and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional
deliverable to me at the conclusion of the project is a copy of any presentations that you
made, any handouts, etc. Finally, make sure to include in your paper your thoughts on
how the steering committee is like a backbone organization (Turner et al) or referent
organization (Trist) and the implications. Part B. The deliverables for the conference
(see below).

Client Team Assignment Details

The Client team’s primary objective is to design and deliver something of value to your clients.
There is significant pre-session design work including contracting and building relationships
with your clients, the actual intervention while in China, and some post session deliverables.
Each team is different, but where possible they all have a network/trans-organization focus.

There will be 6 client teams working in Datong: the Wenchang Construction Group, the Shanxi
North China Media team, the XinCheng New Material Co team, the China Travel Service team,
the Shanxi Ba Zhao Yu Direct Sales team, and the Shanxi Dexian Science and Technology team.
Each team will be involved with these individual clients starting Tuesday afternoon until Friday
mid-day. In addition, 3-4 members from each client organization will attend a conference
Wednesday morning with additional participants from other organizations from Datong. The
steering committee is responsible for designing and delivering the ½ day conference, but each of
the consulting teams should integrate and use the learnings from the conference into the work
they do with their clients. Please note paper guidelines for all teams are listed below the
client descriptions.

Datong Conference (Note this will be delivered by the steering committee but all clients will
have representatives attend the conference. Also, all Upsilon Prime students will also attend the
conference)

The steering committee will work with Meggie and Sonja from the city of Datong who help
organize and sponsor the conference for us. Meggie was an interpreter for us for many years and
works in the Datong city government office. She has transitioned from her role as an interpreter
to co-organizer of the conference. Sonja is head of a local chapter of a chamber-of-commerce-
like organization supporting small and large organizations.

All client teams and 8-10 other organizations will participate in a ½ day conference on the
morning of May 16th. The for-profit organizations that we have worked with before and that are
likely to participate in the conference again this year are: Shanxi Huasheng Fruit and Vegetable
Co, Ltd., Datong E-Commerce Association, Datong Hualin Co, Ltd., the Datong Xincheng New
Material Co., Ltd, the Wenchang Construction Group, Jinying Silver Mining Co., Ltd, Shanxi
North China Media Group, Fantawild Holdings Inc. Datong, Datong Jicheng Waipoqiao
Catering Co., Ltd and Silver Star Jewelry. The government/non-profit groups that we have
worked with before and that are likely participate again this year are: The Datong City Museum,

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Datong No 1 Vocational School, the Jinhuagong National Coal Mine Park and the Datong
Normal College. Basic information on many of these organizations is provided on the MSOD
620 Sakai site. Please note that some of these organizations may shift, but it will give you some
general idea of the participants.

This is the fifth time that we will host a conference for our clients and for city members. Meggie
and Sonja have been very pleased with the conference the last few years and are beginning to
understand the importance of networking and sharing across businesses. They are also seeing
the value of OD. The conference participants also are beginning to see the value of connecting
across industries --- there are more organizations that want to attend then we can fit in the
meeting space. (Think of this as one of the very first steps in Trans-org development – being
aware that they are connected.)

The general theme of this ½ day conference on May 16th is “Motivation”. In my meetings with
12 of these organizations, participants expressed that they’d like to understand more about “How
can we motivate ALL levels of the organization?; How can we align levels so we are all
motivated to accomplish our goals?” I can provide further background on this when we have a
discussion. Interaction among participants, case studies and examples are highly valued as you
think about this design.

As you work on this project, please connect with Jewell DeWeese (journey.p413@gmail.com) as
she will be your primary contact and will connect you to Meggie and Sonja. They both speak
fairly good English. Please contact Jewell after I have had a conversation with your team. (Calls
with me will be scheduled in the first week in March.)

Your written assignment (steering committee Part B) involves the agenda and rationale for your
delivery and how you will evaluate the success of the conference. An additional deliverable to
me at the conclusion of the conference is a copy of the agenda / presentation(s) you made at the
conference along with any handouts and a 2-page executive summary.

Shanxi North China Media Group

We have worked with the Shanxi North China Media Group three times in the last 2 years. In all
of our interventions Mr. Ma, the CEO, was very engaged with the process and very interested in
what he could learn from Western practices. Mr. Ma’s group has grown very quickly in the past
few years and they have experienced typical challenges with high growth companies. He has
several groups that he manages, but he would like this year’s focus to be with his new Nature
tourism business. This business began about a year ago when they purchased 1500 Mu (~250
acres) of land outside Datong. They then recruited 30 young university graduates (that they call
peasants) to be modern farmers. The modern farmers spend half of their time directly farming,
the other half everyone does what they can to contribute to the business (e.g., tourist guides,
catering, office management). They grow Forget-me-not flowers and Day lily’s which they use
to create cosmetic products (e.g., facial masks). They also have several green houses where they
grow fruits and vegetables. Their grand vision is that this can become a model for farming to be
used throughout China.

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The focus for our time together is to help them think through how they can create opportunities
for the farmers to become partners (currently they are paid employees) and how they can do this
equitably. (For example, each person is contributing different skills for the time they are not
farming and should everyone be paid equally?) You can expect to work with all 30 of the
farmers and Mr. Ma during our time together. (I can provide further details in my conversation
with you.)

You will be engaged with this organization starting the afternoon of the 15th through lunch on the
18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2 hours to do a
meet and greet, tour their company, and verify plans for the next day (e.g., re-contracting). That
evening we will have a banquet where you can build relationships. The next morning (May
16th), Mr. Ma or Ms. Duan (#2) and others on the leadership team will attend the conference in
the morning. Following that you will have Wednesday afternoon, all day Thursday, and Friday
morning to work with this organization.

Mr. Ma is very supportive of MSOD and is looking forward to working with all of you. So,
through Paul Wang (Paulwang@bwisechina.com), contact Mr. Ma and begin the contracting
phase of this assignment after my call with your team. (Calls with me will be scheduled in the
first week in March.)

Your written assignment will briefly summarize the contracting process, present the objectives
and agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day
intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

XinCheng New Material Co. Ltd

This is the third time we have worked with the XinCheng New Material Co. The mission of this
600-person organization is to provide the best quality graphite products both domestically and
internationally (US and India primarily). They have been quite successful in their 10-year
history, owning 42 patents and being responsible for creating 2 Industry Standards. They have
grown quite rapidly in the last year (>200 people), surpassing their competition largely due to
their environmental practices. (Several of their competitors have recently gone out of business.)
Our interactions with this organization have grown since we have been working with them and
we are gaining their trust. The first year focused on creating a shared vision, and the following
intervention delved into greater specifics using various models (e.g., RACI) with the middle
management team. (I can provide further information in my discussions with you.)

In my recent meeting with Ms Qian Jingrong (Grace) who is the manager of marketing (and who
will be your point of contact to begin the contracting) they stated the greatest opportunity for our
work is in the area of developing collaboration on the leadership team. Since our last interaction,
they have a new general manager (Mr. Pung). He has not been involved with our work before,
but the 9 members of his senior leadership team have had some limited exposure. (The last 2
years the focus was more with the middle managers and the leadership team only attended for a

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few hours.) Currently, the senior leaders operate in silos with little collaboration. This presents a
challenge as they need to collaborate to address the complex issues facing them as well as
achieve their strategic goals.

On a side note, you will also want to engage the Chairman, Mr. Zhang. His involvement has
increased over the years that we have worked with them, but it will be important to reinforce this
in your contracting.

You can expect to be engaged with this organization starting the afternoon of the 15th through
lunch on the 18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2
hours to do a meet and greet, tour their company, and verify plans for the next day (e.g., re-
contracting). That evening we will have a banquet where you can build relationships. The next
morning (May 16th), Mr. Zhang, Mr. Pung or Ms Qian and others on the leadership team will
attend the conference in the morning. Following that you will have Wednesday afternoon, all
day Thursday, and Friday morning to work with this organization.

So, through Paul Wang (Paulwang@bwisechina.com), contact Ms. Qian and begin the
contracting phase of this assignment after my call with your team. (Calls with me will be
scheduled the first week in March.)

Your written assignment will briefly summarize the contracting process, present the objectives
and agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day
intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

Wancheng Construction Group

This is the second year we are working with the Wancheng Construction group. The Wancheng
Group started 11 years ago and now has several businesses in its conglomerate including:
Property Management, Industrial Park Management and new building acquisition and
development. They employ over 300 employees.

Last year the focus of the intervention was on strategy development and was very successful.
Both the Chairman, Mr. Su and Ms. Ren, the Office manager (#2 person) were very pleased and
said they were touched by the emphasis on involving the head and the heart in change processes.
In our follow-up dialogue they said they had a challenging time keeping the momentum going
from last year, but they were working on it. In our preparatory discussions for 2018, the
presenting issue was personnel. Ms Ren spoke of the gap between the capability of the new hires
and the older employees, as well as a perceived lack of motivation to achieve the strategy. I
talked a bit about the Star model and explained the importance of a systems view which seemed
to resonate. You can expect between 20 and 30 mid-level managers from across the businesses
(as well as the CEO) to participate in the intervention. Last year the Pepperdine consulting team
sent out a pre-survey which they were open to doing if you thought it would be helpful for your
interventions.

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You can expect to be engaged with this organization starting the afternoon of the 15th through
lunch on the 18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2
hours to do a meet and greet, tour their company, and verify plans for the next day (e.g., re-
contracting). That evening we will have a banquet where you can build relationships. The next
morning (May 16th), Mr. Su or Ms. Ren and others on the leadership team will attend the
conference in the morning. Following that you will have Wednesday afternoon, all day
Thursday, and Friday morning to work with this organization.

So, through Paul Wang (Paulwang@bwisechina.com), contact Ms. Ren and begin the contracting
phase of this assignment after my call with your team. (Calls with me will be scheduled the first
week in March.)

Your written assignment will summarize the contracting process, present the objectives and
agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day
intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

China Travel Service

This is the second year we are working with the Datong China Travel Service. The Datong China
Travel Service (CTS) started in 1997 as a government/state-owned enterprise with 5 people. In
2001 it transitioned to private ownership (although the government continues to maintain shares
in the operation) and today it employs almost 100 employees – the largest in Datong. And as you
will see when you get to Datong, the city has placed great emphasis on increasing tourism with
the completion of a city wall last year, so it is a growing industry. Mr. Li, the General Manager,
has been with the organization since 1998. (By the way, there are 3 Li’s - the Chairman, the
General Manager and the General Manager’s #2.) Last year the focus was on creating a shared
vision. They are currently working to put details on that vision by creating a 5-year business
plan. (I can provide a summary of the intervention to your team.)

Recently CTS merged with another travel company where they took part ownership as well as
full management responsibility. The new organization is smaller in size (~85 people), but it has
assets that are helpful for CTS (bigger channels, greater advertising background, greater financial
backing). Mr. Li expressed a desire to build a strong team and create plans for the future with the
new members. You can expect to work with CTS leadership and about 20 mid-level managers
for the intervention.

An additional request of Mr. Li (GM) is that your team bring some general best practices from
the tourism industry. This can be part of something you leave with them at the end of the
engagement.

You can expect to be engaged with this organization starting the afternoon of the 15th through
lunch on the 18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2

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hours to do a meet and greet, tour his offices, and verify plans for the next day (e.g., re-
contracting). That evening we will have a banquet where you can build relationships. The next
morning (May 16th), Mr. Li and others on his leadership team will attend the conference in the
morning. Following that you will have Wednesday afternoon, all day Thursday, and Friday
morning to work with this organization.

So, through Paul Wang (Paulwang@bwisechina.com), contact Mr. Li (GM) and begin the
contracting phase of this assignment after my call with your team. (Calls with me will be
scheduled the first week in March.)

Your written assignment is to briefly summarize the contracting process, present the objectives
and agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day
intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

Shanxi Ba Zhao Yu (Octopus) Direct Sales

This is the first year that we are working with Shanxi Ba Zhao Yu Direct Sales. Although we
have worked with the CEO, Mr. Cui Zhuanzheng, before in his role as lead of an E-commerce
association in Datong. This new business is an “online merge offline” business (direct sales at
stand-alone stores and internet sales) where they sell imported goods including food, daily
commodities, baby products cosmetics, liquor, etc. Currently they have about 30 employees, 2
stand-alone stores in Datong and 2 stores in Tianjin. Their focus is on tier 3 and tier 4 cities in
China. Mr. Cui has partnered with 2 others to run this business (although Mr. Cui is the CEO and
lead investor with 54% ownership). They have resolved some cash flow issues that had been
troubling them the last 2 years and are now ready to finalize their strategy.

In preliminary conversations, their hope for our work with them is to help them shift their
thinking (from a hierarchical mindset to working across boundaries) as well as helping them
design a structure to execute their strategy. They anticipate that 10 leaders will attend (the CEO
and 2 partners) as well as other key members of their leadership team.

While working with MSOD is not new to Mr. Cui, it is for the rest of his team. So, you will
want to make sure that you spend adequate time in your contracting to discuss how we work with
organizations, expectations for participants, etc.

You can expect to be engaged with this organization starting the afternoon of the 15th through
lunch on the 18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2
hours to do a meet and greet as well as verify plans for the next day (e.g., re-contracting). That
evening we will have a banquet where you can build relationships. The next morning (May
16th), Mr. Cui, Ms. Zhao Changhong (his deputy), and his 2 partners will attend the conference in
the morning. Following that you will have Wednesday afternoon, all day Thursday, and Friday
morning to work with this organization.

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So, through Paul Wang (Paulwang@bwisechina.com), contact Mr. Cui and begin the contracting
phase of this assignment after my telephone call with your team. (Calls with me will be
scheduled in the beginning of March.)

Your written assignment will briefly summarize the contracting process, present the objectives
and agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day
intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

Shanxi Dexian Science and Technology Co. Ltd.

The primary focus of this organization is the development of laser, fiber and other light
technology used for monitoring and warning in the coal mining process. They are an ISO9000
organization and they own several patents in this area. They have also recently started a new
business using their patented technology to monitor cultural relics.

This is the first year that we have worked with this organization. In my conversations with Ms.
Wang Hua (CEO/founder and General Manager) she was very open and excited to be working
with us. Her primary concerns were around her team being able to execute the strategy on the
new business. To be successful her team needs to collaborate with government organizations,
and other educational and cultural institutions. She is worried that they aren’t able to do that.
She also acknowledged that she may be part of the issue (very interesting and not typical of
Chinese leadership). You can expect to work with about 6-8 top people from this organization
during your intervention. They are all traveling from Taiyuan (about 4 hours away) to work with
us.

Part of your challenge on this project will be to coach and engage the employees in the delivery.
This is new to them. You may want to consider sending out a short survey ahead of time to
obtain information. As you may gather, contracting and re-contracting will be a skill you will get
to practice with this client.

You can expect to be engaged with this project starting the afternoon of the 15th through lunch on
the 18th. On the afternoon of the 15th (when we arrive in Datong) you will have ~ 2 hours to do a
meet and greet as well as verify plans for the next day (e.g., re-contracting). That evening we
will have a banquet where you can build relationships. The next morning (May 16th), Ms. Wang
and a few others will attend the conference in the morning. Following that you will have
Wednesday afternoon, all day Thursday, and Friday morning to work with this organization.

So, through Paul Wang (Paulwang@bwisechina.com), contact Ms. Wang and begin the
contracting phase of this assignment after my telephone call with your team. (Calls with me will
be scheduled in the beginning of March.)

Your written assignment will briefly summarize the contracting process, present the objectives
and agenda of the intervention (with enough detail that I know you are prepared to lead a 2-day

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intervention), and the methods you will use to evaluate the process. Also, please include how
your team is organized (roles/responsibilities) for your time in China. An additional deliverable
to me at the conclusion of the project is a copy of any presentations that you made, any handouts,
and a 2-page executive summary. These will be used to help future groups that work with this
client.

Paper Guidelines for ALL Groups:

All papers should identify your group members, and be emailed to the lead professor
(jchesley@pepperdine.edu) on or before April 29th, 2017. Papers can be no longer than 10-15
pages (double-spaced, 1” margins, 12-point Times Roman font or equivalent). Attachments are
fine for all papers (and anticipated).

In addition to the deliverables above, provide “evidence” that all members of the team
contributed to the paper (e.g., a statement that all participated is fine). As a group project, I want
to be assured, in some way, that everyone pitched in; that the paper is not the result of one or two
people who did all of the work.

Some logistics information/advice:

1. Interpreters will be provided in numbers that are expected to be sufficient for the project.
Some groups will be connected with your interpreter before China, some will meet them
when you get to China. Prior to arriving Paul Wang or your interpreter will provide
translation for any handouts or Powerpoints that you need for your interventions. Please
make sure you get these materials to your interpreter early—2 weeks before we arrive—
so that they have time to do the translation. (Remember there are many of you!)
2. It is also highly recommended (you should consider it mandatory ☺) that you do a “dry
run” of any presentation before you “go live.”
3. Note for all groups: Please see the Frequently Asked Questions (link on yammer) for
information on business cards, gifts, appropriate dress, contacts etc.

Other Assignments:

1. Bring a copy of your individual global entry model that you completed for MSOD 619.

2. Submit an executive summary of your learnings to date (review your journal if you have
kept one throughout the program) to your learning group and learning group consultant at
least one week before the session (~ 2 pages).

3. It is recommended – but not required – that you journal frequently during the session.
There are a number of opportunities to “make sense” of the activities during the week.
Keeping a journal of your personal and professional observations on the project during
the week will help you be more effective and efficient during the debrief sessions.

Reflection Assignment (individual assignment 1-2 pages):

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Based on your experience in the MSOD 620a session, select the most important, personal, and
powerful learning. Summarize the learning in terms of a clear purpose (what is the focus of your
reflection paper), specific insight or learning, and why it is important to you, your life, or your
practice. This summary should be included in your e-portfolio.

This assignment is due two weeks after the session is complete (June 6th).

GRADING

The grade for this course is Pass/No Pass. A passing grade is given for satisfactory (B level)
performance on written assignments and field/project work. In addition, to receive a passing
grade, students need attend all sessions, be a receptive learner and an active contributor to others'
learning, and participate in experiential and other applied projects.

Notices: The University and MSOD program policies concerning plagiarism, conduct, and
disabilities are made an explicit part of this syllab

UPSILON PRIME– MSOD 620 2018 –DRAFT WINDOWPANE

May 13 14 15 16 17 18 19 20 21 22

Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday

Xi Yuan Hotel Xi Yuan Hotel Garden Hotel Garden Hotel Garden Hotel Garden Hotel Xiang Shan Hotel Xiang Shan Hotel Xiang Shan Hotel Xiang Shan Hotel

9:00 am start

a.m. Opening Networks Travel to Datong Datong Client work Client work Cultural Visit Session Great Wall Closing
Conference Integration
Cultural Entry (All clients) Networks and
Trans-Org
Development

Lunch Lunch in hotel Lunch in hotel Light lunch at Light Lunch after Lunch on own or Lunch on own or Light Lunch on Lunch in hotel Lunch as class Lunch in hotel
hotel upon arrival conference with clients with clients bus

Travel back to
Learning Group Networks (cont) Meet with Clients, Client work Client work Debrief of Client Session Beijing
Tour client sites Work Travel to Beijing Integration
Intervention Networks and Temple of Closing
evaluation Trans-Org Heaven/Pearl
p.m. Development Market

Dinner Dinner on own Dinner on own Banquet with Dinner on own or Dinner on own or Hot Pot Dinner as Dinner on own Dinner with Dinner on own Duck Dinner
Clients with clients with clients class Learning Group

Evening Client prep Client prep Client Work Client Work Client Work Off Off Learning Group Off Closing
Close-out

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 UPSILON PRIME
PEPPERDINE UNIVERSITY
THE GEORGE L. GRAZIADIO
SCHOOL OF BUSINESS AND MANAGEMENT
SYLLABUS

MSOD 620b

Julie Chesley, Ph.D.

Julie.chesley@pepperdine.edu
(703) 389-3287

Introduction

This class closes the last session and as such, is integrative of materials covered in the rest of the
program. The focus of this session is three-fold: demonstrating your knowledge and practice of
OD and closing the MSOD community. Demonstration of knowledge is accomplished through
completion of the final integrative examination and e-portfolio, and student’s learning contract
reviewed by their learning group and learning group consultant. Closing the MSOD serves two
purposes, to learn about the importance of (1) project endings and graceful closings and (2) to
actually "close" the MSOD community.

Course Objectives

The objectives of this week are to help students:

1. Demonstrate their integrated knowledge by taking a final integrative exam and
submitting and e-portfolio
2. Demonstrate their professional and personal competence in OD through completion of
the learning contract
3. Explore changes facing them in the future
4. Learn about organizational endings and practice closings
5. Return to a reflection about "self as instrument"

Texts and Course Materials

Required:

Review of all materials relative to the final comprehensive exam.

Recommended (all posted in Sakai MSOD 620):

Marshak, B. and Grant, D. (2008). “Organizational Discourse and New Organization

Development Practices”, British Journal of Management, (19), S7-S19. The purpose of this paper
is to have a perspective on the future of the field and to give you some background for your own
reflection essay on your point of view about organization development.

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Tannenbaum, R., Hanna, R.W. (1985). “Holding on, letting go, and moving on: Understanding a
neglected perspective on change.” In Human Systems Development, San Francisco: Jossey-Bass.
This is a classic paper by Bob Tannenbaum, who is one of the influencers of the MSOD
program’s focus on “use of self as instrument of change.” This paper is to help understand the
power of closings.

Grading

The grade for this course is Pass/No Pass. A passing grade is given for satisfactory (B level)
performance on written assignments and field/project work. In addition, students are expected to
attend all sessions, take responsibility for their own learning, be an active contributor to the
learning of others, and participate in experiential and other applied projects.

Assignments

1. Complete the Strategic Learning Contract that has guided your professional, and
personal development throughout the program. Your learning group will review this.
Evidence of completion of the goals should be made available to your learning group
and learning group consultant. Often the evidence is presented in the form of your e-
portfolio with various “artifacts” presented (e.g. certificates of completion of training,
letters from family members, copies of performance evaluations). Your LGC will guide
you through this process. This must be completed prior to May 13th.

2. E-portfolio. Submit the link to your e-portfolio (and passwords) no later than June 15th.
Additional information will be provided by the program office when you return from
China.

3. Comprehensive Exam. June 22-July 1st. Five final exam questions will be
electronically distributed June 22nd. You have until midnight on July 1st to submit the
exams. Additional information will be provided by the program office when you return
from China.

4. Completed thesis (if not turned in prior to this time). In order to walk at the graduation
ceremony Aug 11th, your thesis needs to be turned in to an APA Editor no later than
July 20th. This means it has been through your advisor and your second reader and your
advisor has approved all changes.

Directed Instruction Activity Hours

In-Class Instruction 84
Synchronous Instruction 2
Asynchronous Instruction 4
TOTAL 90

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