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Developing Inclusive Organizations:
Organization Development and MuseumsCecilia Garibay
Principal
Garibay Group
Chris Taylor
Chief Inclusion Officer
Minnesota Historical Society
70% of all organizational
change efforts fail.
What is Organization Development?
“O”﹣organizations of all kinds;
human organizations existing to
accomplish some purpose
“D”﹣ change & improvement;
growing towards something, getting
better at one’s mission, improving how
work gets done and the quality of work
life experienced
What is Organization Development?
Process of planned intervention(s) utilizing
behavioral and organizational principles to
change a system and improve its
effectiveness, conducted in accordance
with values of humanism, participation,
choice and development so that the
organization and its members learn and
develop.
adapted from Jamieson and Worley (2008)
Inclusion and ODEvolving organizations to
include Diversity and Inclusion
as a:
• part of its identity
• core function
• business Imperative
• systemic practice
• competency/standard
3 Step Model of Change - Kurt Lewin
● Provide rationale
for change
● Create minor
levels of
guilt/anxiety about
not changing
● Create sense of
psychological
safety concerning
change
● Provide
information that
suspects
proposed
changes
● Bring about
actual shifts in
behavior
● Creating policies
and procedures to
reward new
behaviors
● Implement new
evaluation
systems
MOVING
UNFREEZING REFREEZING
Force Field Analysis
Change happens
when restraining
forces are weakened
or driving forces are
strengthened to push
the current state
towards the desired
state.
Levels of Systems
Cognitive, Affective and Behaviors
Knowledge and Skill Development
In/Out Group
Dynamics,Interpersonal Skill
Development
Policies and Procedures,
Organizational Culture, Values and
Behaviors Alignment
Positive Brand Awareness,
Community Relationships,
Partnerships
Action Research
Types of Change
Developmental
Improvement of
what is: new state
is prescribed
enhancement of
existing state
Transitional Transformative
Design and
implementation of
desired new state that
solves an existing
problem
Fundamental change in
strategy, operations,
worldview where new
state is largely unknown.
New state requires
fundamental shift in
mindset, organizing
principles, behavior
and/or culture
Anderson & Ackerman, 2001
At the heart of a learning organization is a shift of mind—
from seeing ourselves as separate from the world to
connected to the world, from seeing problems as caused
by someone or something “out there” to seeing how our
own actions create the problems we experience. A
learning organization is a place where people are
continually discovering how they create their reality. And
how they can change it.
Senge
Core Peripheral
Radical
Incremental
High Disturbance
High Risk
Moderate Disturbance
Moderate Risk
Moderate Disturbance
Lowish Risk
Low Disturbance
Low Risk
Pennington, 2003
Organizational Learning
Governing Variables
Goals, values, beliefs,
conceptual frameworks
Why we do what we do
Action Strategies and
Techniques
What we do
Results and
Consequences
What we obtain
Single Loop Learning
Problem solving; Fixing
the system as it is
Double Loop Learning
More than problem solving, this learning style
reevaluates and reframes goals, values, norms
Case Study: Minnesota Historical Society
UNFREEZING MOVING REFREEZING
Diversity engagement survey Creating Department of Inclusion
and Community Engagement and
Chief Inclusion Officer position
Performance Management
system changes
Internal focus groups Learning and Development
framework
Hiring Practices - Recruitment
and Onboarding
Intercultural Development
Inventory
Talent management framework Diversity Metrics development
Exit Interview data Native American Initiative Group Recognition and Reward system
Staff experiences Content and Program Theme
Organizational Change as a Journey
• Change is a process, it requires
patience and persistence.
• Developmental or transitional change
efforts can be a stepping stone
toward transformational change.
• Change vision requires commitment
from leadership, but is everyone’s
responsibility
• Change requires deep, internal work
• Change efforts toward equity and
inclusion must put cultural
competence at the center
Questions
Contact Info
Cecilia Garibay, [email protected]
@garibaygroup
Chris Taylor, [email protected]
@christaylordice
