The following individuals will be leading a Learning Session at the conference. Taken together, these OD colleagues will be sharing a wealth of diverse experiences and knowledge, and we thank them for creating these learning opportunities for conference participants.

While many change efforts have the necessary criteria to evoke change, seldom do they produce lasting results. Looking back on these change efforts, I believe that two critical elements have been missing -- primarily those attending to forgiveness and to healing. This session explores: What is the role of forgiveness and healing in organizational learning and change? Is healing possible in organizational settings? If it is possible, is it desirable? What is the process for healing in this environment? What is the role of the consultant? and What are the consequences for organizations that don't heal?

Carol Anderson is a principal of Carol E. Anderson and Associates. She brings over 19 years of consulting experience to clients ranging from Fortune 500 companies to community based leadership programs. She provides individual coaching for clients, assists in designing interventions for large scale change, and uses art and graphics as a means for telling the deeper stories that lie beneath the surface chaos. Her emerging interest is in the area of forgiveness and healing and the role they play in organizational change. Carol is a doctoral candidate in Educational Psychology at the University of Michigan, has Master degrees in Organizational Development from Pepperdine University and Communications from the University of Michigan, and is a graduate of the Barbara Brennan School of Healing.

Merrill Anderson "Learning Fields: Engines for the Learning Organization"

Since the 1989 publication of Peter Senge's book, The Fifth Discipline, many organizations have attempted to become learning organizations. Unfortunately, building learning organizations has proven to be elusive. The traditional training model of assessing individuals needs and eliminating deficiencies through structured classroom experiences has proven to be ineffective in creating dynamic learning organizations. Building a true learning organization requires a new approach to learning. "Learning Fields" represent a break with the past and are proving to be effective in creating learning organizations. Learning Fields are holistic and appreciative in nature, and enable people to integrate new learning disciplines, models and tools into their day-to-day work life in realistic work / learning environments. Knowledge networks come alive, teachable moments are created and new insights are applied at the point of business impact.

Merrill Anderson, Ph.D is a management consultant with eighteen years of learning and organization development experience maximizing the performance of organizations, teams and people. His book Fast Cycle OD features new and innovative approaches to accelerating performance improvements in business organizations. Merrill is an adjunct graduate faculty in organization development at Pepperdine, Benedictine and Antioch Universities. He earned a Ph.D. in organizational studies at New York University.

What distinguishes great partnerships and teams that create collaboratively, solve problems others deem impossible, and produce extraordinary results? The presenters will present what they have learned about "creative collaboration and look into what conditions must be present for genius to arise. We will present what we have learned about "creative collaboration," and what distinguishes great partnerships and teams that create collaboratively, solve problems others deem impossible, and produce extraordinary results. We will look into what conditions must be present for genius to arise.

Dave Angus is a founding partner of the LEGACY Alliance. Prior to creating the LEGACY Alliance, Dave successfully operated his own consulting firm, focusing on leadership and team development. Over the last 6 years, he has been actively involved in assisting organizational leaders and leadership teams to successfully guide their organizations through the significant challenges associated with mergers and acquisitions, large-scale change and rapid growth environments. During this time he has worked with Governing Boards, Senior Executive Teams, Middle Management Groups and other key organizational leaders.

Dede Henley has been in the field of human and organization development (OD) since 1982. She worked as an internal consultant and manager in Fortune 500 companies in the healthcare, oil and gas, and investment banking industries. Ms. Henley has managed a successful OD consulting practice since 1992 and has helped organizations effectively navigate through change through a wide range of whole-system interventions. Her gift and passion is in helping people identify and develop their authentic leadership style. She is the founder of Strategic Leadership Coaching, a powerful structure for developing leaders in courage, commitment, balance and integrity. Dede is a partner with The Legacy Alliance. Ms. Henley holds a Masters degree from Pepperdine University in Organization Development.

Walt Ross is president and cofounder of the Legacy Alliance. He is recognized internationally as a leader in the field of strategic organizational change. He has served on the faculties of four universities. At Pepperdine University, he served as Academic Dean of the School of Business and Management. He also served there as a faculty member of the President/Key Executive MBA program and as faculty and Director of the Master of Science in Organization Development (MSOD) Program. Walt was honored as Professor of the Year at two universities and received the Benedum Foundation Award for his research in leadership effectiveness.

David Swain is a founding partner of the LEGACY Alliance. He served as an executive with AT&T for a number of years and was a member of the design team that helped create Lucent Technologies. Over the last 8 years, David has been actively involved in assisting organizational leaders and leadership teams successfully guide their organizations through the significant challenges associated with mergers, turn-arounds, large-scale change and rapid growth environments. He has done this from two different perspectives, as an internal leader and change agent and as an external consultant. During this time he has worked with CEOs, Presidents, Senior Executive Teams, and other key organizational leaders.

What do OD practitioners face in international environments? Market expansion, mergers and acquisitions have brought cultural interface to our doorstep, but many U.S.-centric tools are inadequate. We'll examine assumptions about the terminology & premises we bring, such as globalization, diversity, change, and management, from the perspectives of cultures in Europe, Asia and the Americas. "Hard issues" such as compensation & benefits, hiring/firing and labor laws, facilities & equipment, and MIS infrastructure and usage will be discussed as they impact change initiatives across cultures. "Soft issues" such as knowledge management and technology transfer, motivation, ethics, relationships, and perceptions of time will also be discussed with recommendations for effective intercultural organization development.

KC Bayless is Manager of Training at Cisco Systems in San Jose, California, where she works with Cisco employees at international sites. She previously worked at AirTouch Communications where she started the human resources functions at their cellular phone service joint venture in Warsaw, Poland. She also led the human resources start-up of the AirTouch office in Bucharest, Romania, and worked in the Belgium, Netherlands, and Portugal offices. She holds a M.S. in Organization Development from Pepperdine University.

Marian Stetson-Rodriguez is President and founder of Charis Intercultural Training Corp., an intercultural communication and management consulting firm based in Silicon Valley, California. Her work includes cross-cultural training programs for 30 countries, multicultural diversity training, and international relocation and management development. Clients include Intel, Hewlett-Packard, Samsung Semiconductor, Fujitsu Electronics, Sun Microsystems, Space Systems/Loral, Chevron Overseas Petroleum, and Levi Strauss. She holds a M.S. in Organization Development from Pepperdine Graziadio School of Business and Management, a B.A. in Linguistics from University of California at Berkeley, and attended La Sorbonne Paris IV, the Monterey Institute of International Studies and the Summer Institute of Intercultural Communication.

Sherrin Bennett (Alpha) "A Collaborative Design Process to Link 100 Public Schools in the Bay Area"

This session is designed to show a case study of recent work using the web as a collaborative leaning space to link 100+ public schools in the Bay Area engaged in the Bay Area School Reform. Participants will review the design assumptions, explore the collaborative website, and the specific support of communities of practice, crossing organizational boundaries and the geography of 6 counties.

Sherrin Bennett has extensive experience in organization design and development nationally and internationally in the public and private sector. She has a passion for using living systems to provide concepts/language for organizational learning, an ability to use visual thinking to map complex systems, and curiosity about the Internet as a new tool for collaboration. She holds a M.S. in Organization Development from Pepperdine University.

Judith Benson (Alpha Prime) "The 21^st. Century Village: Connectivity within the Next Millennium"

This interactive session invites participants to use their own "practice memory," supplemented with information drawn from a three year case study from Douglas Aircraft, to explore how the human need for connectivity impacts organizational evolution. Participants will discuss how connectivity within the village/community can influence merger and acquisition outcomes. Reflecting on lessons learning about workplace villages/communities, we will be exploring ways the archetypal human need for connection will play out in the 21^st century.

Judith Benson, Ph.D has been an internal and external consultant focusing on understanding and supporting cultural alignment within and between people and organizations and between organizations and organizations for the past 17 years. Her internal consulting has been for Fortune 500 service and manufacturing companies. As an external consultant, primarily for the United States Agency for International Development (USAID), her focus has been on improving training programs and strengthening organizational capacity for change in Latin America. She has published over a dozen articles in the social science field. She has a Ph.D. in anthropology from UCLA and is currently pursuing her MSOD at Pepperdine. She is a fellow of the Society for Applied Anthropology.

With the arrival of Y2K and for other compelling business reasons, corporations are installing "enterprise-wide" software packages (ERP) from SAP, Baan, JD Edwards, PeopleSoft, Oracle and others to integrate their business processes. As recent articles in "Fortune" and "The Wall Street Journal" suggest, in spite of the promises made by the vendors, and in spite of the millions paid to the integrators, getting these information systems up-and-running is a daunting task. Yet one in which OD can help. The presenters will lead an interactive discussion on topics including: Understanding the assumptions underlying ERPs and their impact on implementation success; the underlying assumptions of some change management approaches; lessons learned from ERP implementations; and how OD adds value to leverage an ERP solution.

Jacinthe Bergevin has been an internal and external OD consultant for the past 18 years providing services to private enterprises, non-profit, and public organizations. She co-managed, with France Cloutier, an on-time and under-budget $50 million Enterprise Resource Planning system project where she was responsible for the design and execution of a change management strategy effort. She has a Master of Science in Organization Development from Pepperdine University.

Maureen Donlevy, President of Donlevy Consulting, works with industrial, government and not-for-profit organizations throughout North America providing facilitation in strategic and organizational planning, management of organizational change, team development and management skills. Her recent work has focused on the implementation of large integrated resource planning systems. Maureen was previously employed as a specialist in Organizational Development for Imperial Oil Ltd., and the federal and Ontario governments. Her academic background includes a B.A. Hon. From University of Calgary; an M.Ed. in Counseling from California State University, San Jose and an M.Sc. in Organization Development from Pepperdine University. She is Co-chair of the Board of Trustees of The Linden School in Toronto.

Joe Black is founder and President of BLACK & COMPANY, a strategy capability consulting firm located in Rancho Murieta, CA. Joe developed an innovative talent management methodology known as CHAMPS - Corporate High Action Management Planning system, which is a powerful integrating mechanism that distills the essence of a company’s culture and strategy and translates it into a clear talent management process. Prior to starting his consulting firm in 1987, Joe held senior level human resources positions with CooperVision, The Eaton Corporation, GenCorp, and The Singer Company. Joe has a M.S. in Organization Development from Pepperdine University

During a time of organizational change, positioning employee actions to speed up the cycle time of buy-in is usually complicated, if not impossible. Since any change initiative begins at the individual level, knowing the predictable reactions, causes, and actions required for forward movement would certainly facilitate the process. Come experience a unique approach to managing change and share in one company’s journey as they undertake the largest transition in their 78 year history. Learn what worked, did not work, and what’s next…it’s all very predictable!

Shelly Brinkman, as a consultant and as a speaker, is committed to "Making Change Work", and The Change Cycle technologies have been very powerful tools in realizing that commitment. Her clients include Nissan North America, Sprint, Home Savings of America/Washington Mutual, The City of Anaheim, Nestle, and the United States Postal Service. Prior to starting her consulting company, she spent 10 years working for Nestle USA, ARCO and American Express as an internal consultant assisting managers to create change. She has a M.S. in Organization Development from Pepperdine University.

Nancy Otto has been Director of Human Resources for Land O Lakes ($5.5B Farmer Cooperative) for the past two years. She has over 25 years of experience guiding the Human Resources function for companies in the high technology and agricultural industries. In the past 10 years she introduced The Change Cycle within Land O Lakes two years ago . When she is not working hard for Land O Lakes you'll find Nancy training and showing her Thoroughbred Hunter, Touche.

Professionals, such as accountants, lawyers, engineers, scientists, physicians and nurses, share some characteristics that have an impact on how they manage themselves and are managed within an organization. This session will look at those characteristics in relation to the typical challenges that result for professionals, their managers, and their organizations. and will suggest some practical approaches for consultants to use when intervening with professionals.

Randy Brooks, in partnership with her husband Marc Wilson (Tau) in their Ottawa-based firm, Wilson Brooks, provide research, facilitation and program design services to North American public-and private-sector clients. Randy has managed organization-wide change efforts for the information systems (IS) divisions of AT&T and Salomon Brothers: helped IS teams redesign processes and resolve conflict; and coached IS individuals. For The Conference Board of Canada, she facilitated two networks of executives -- strategy and quality -- and published a research report on the measurable linkages between employees, customers and the bottom line. Randy holds an undergraduate degree in Psychology and an MS in Organizational Development from Pepperdine.

Dorothy Strachan, partner in the Ottawa Canada based firm, Strachan-Tomlinson, has been involved in management consulting for 24 years, serving clients from public, business, labor and not-for-profit sectors. Dorothy is a professional facilitator with a focus on process consulting through organizational interventions such as strategic, issues-based and account planning, individualized coaching, issues analysis, and team development. She has developed a number

of handbooks and tools in areas such as leadership development, strategic planning, performance management and training for trainers. Dorothy has a special interest in consensus building in health policy and sport at national and international levels and in how "couples" can work together happily in small business enterprises.

Cherbeneau, Jeanne (MSOD Guest Faculty) "Lifting The Spirit, not Breaking It: Emotional Intelligence and ‘Join-up’ in the Workplace"

This session will explore and apply concepts of emotional intelligence and the metaphoric principles of "Join-Up" between humans and horses to organizational life and human relationships (as described by Monty Roberts, author of The Man Who Listens to Horses). These concepts include intention, motivation, respect, trust, choice, partnership, collaboration, communication, language, leadership, empowerment and learning.

This session will cover a case study of the global change effort within a large Intel manufacturing division and engage participants in shared learning about the process including feedback on the approach, identification of opportunities to shift the approach, and assessment of what is working and what is not.

Bill Cary has been with Intel for 20 years, holding various management positions in HR, Training and Organization Development. Bill currently manages Human Resources for one of Intel's largest manufacturing divisions, operating in 6 countries with 15,000 employees. He holds degrees in Psychology and Business and has a M.S. in Organization Development from Pepperdine.

Jon Vogen has been with Intel for 16 years, holding various positions in operations, human resources, and organization development. He has worked as an OD consultant/manager in support of three different business divisions, with the latest position being an international assignment in Malaysia. Jon also held management positions in health care prior to joining Intel. Jon has a M.S. in Organization Development from Pepperdine.

A change readiness assessment can be conducted at any point during the life cycle of a project. This assessment is most effective at the beginning of a project or prior to a major implementation. This assessment is a rigorous intervention that looks at the following 10 key areas of the organization system to determine if there is a real sense of urgency for organization change: strategy, history of change, stakeholders, task planning, communication plan, culture, change planning, infrastructure, reward systems, metrics.

Bill Gage is the Management Consulting Practice Director for Akili Systems Group, a small startup systems integrator headquartered in Dallas, TX. Akili also provides change management consulting to Fortune 500 companies. Prior to joining Akili, Bill worked for MCI WorldCom and IBM, including four years for IBM Japan. Bill lives with his wife and four children in Woodlands, TX, and marvels at how much free time there is after completing his MSOD from Pepperdine University in 1998.

Today, many OD consultants work with large companies and generally have very little contact with small firms (under 50 employees). Most OD practitioners have never experienced the roller-coaster ride that a business startup takes. For those who have, the experience has often been through their active involvement as owners, not as consultants/helpers. This is an unfortunate lapse for a number of important reasons. First, the majority of companies in the US today are staffed with fewer than 50 employees. The lost opportunity to help improve this large economic engine is obvious. Second, there are many useful skills, knowledge and abilities that can be gained and honed by working with smaller companies. This session is designed to discover ways of building a framework for successful "small business" consulting.

Bob Hammer, Ph.D is the Chief Operating Office for Pareto Point Industries, a start-up organization that designs and distributes unique and innovative car care products. His previous experience includes working for the Los Angeles Department of Water and Power, owning an international training/consulting company focused on business start-ups, and teaching graduate courses in systems thinking and consulting skills. He is active on a number of boards and advisory committees in the Los Angeles area. He has a Ph.D. in Organizational and Systems Inquiry from Saybrook University and a M.S. in Organization Development from Pepperdine University.

About two years ago Stan Herman and several other experienced colleagues began questioning whether some of the long-standing principles, philosophies and practices of "traditional" OD are appropriate for the future. Some of the questions we will address: Do we need a new definition of OD?; Is OD too wedded to the model of planned-long-term-large systems change?; and do we need greater emphasis on developing more rapid, cost-conscious, and info-tech-integrated responses? Does OD need to re-examine it's traditional values and bring them more in line with current day realities?; Does OD need to become more "professional", and more able to partner with other institutions and fields?; and others as the spirit moves us.

Debra L. Jacobs is President of Jacobs Consulting Group (JCG), a strategic organizational development firm that conducts organization assessments, executive coaching, team building, performance systems design, training, and complex change initiatives for Fortune 500 companies in the U.S. Prior to starting JCG in 1989, she worked in organization development functions for Motorola, Firestone, and Entergy Corporations. She has a M.S. in Organization Development from Pepperdine University and a B.A. in Education from University of Illinois. She also completed the Harvard Business School Executive Development Program in Change Leadership.

Kittie W. Watson is Executive Vice President of SPECTRA, Inc. and Assoc. Professor and former Chairperson of the Dept. of Communication at Tulane University. Consulting areas include management assessments, training programs, and others. Organizations she has worked for are Mobil Oil, Sysco, American Security Group, Exxon U.S.A, Provident Life and Casualty, Entergy Corporation, and the City of New Orleans.

Suzanne Lahl has 20 years experience as an external consultant to all types and sizes of organizations, in addition to 10 years on an intense, personal growth journey. Suzanne is also involved in designing and leading transformation and consciousness expansion adventures.

Ann Feyerherm, Ph.D is an associate professor of organization and management at The George L. Graziadio School of Business and Management at Pepperdine University. Ann spent 11 years as a manager of organization development at Proctor & Gamble, and has worked as an organization consultant to such organizations as Monsanto, Chevron, Frito-Lay and McDonnell Douglas. Her research interests include mediation and negotiation of environmental issues, and inter-organizational collaboration across government, business and environmental communities. In addition, she is interested in putting meaning to research dealing with her awareness that people’s spirit and energy must be recognized as a potent force in any endeavor.

Sue Laxdal and Ray Patchett will share their perspectives and approaches using organization models and techniques that have been highly effective at the state and local government level. The dimensions of governmental policy making, strategic change approaches, effective implementation, and citizen/government interfaces for effective state and local government are on this session's agenda. Sue and Ray have long been involved in the challenge of transforming government and want to build a broad dialogue on OD.

Sue Laxdal has her own consulting practice focused on creating better change processes, integrated strategic change efforts, and human development within strategic change. She has expertise in facilitating organization development initiatives including strategic and operational planning, transition management, management/leadership development, organization analysis, project management, and conflict management. She previously worked with the State of Minnesota as a senior consultant to agencies, commissions, the legislature, the governor’s office, and citizens, and as an international consultant for the Institute of Cultural Affairs (ICA). She has a M. S. in Organization Development from Pepperdine University.

Ray Patchett is City Manager for the City of Carlsbad, California, where he has done extensive implementation and research of strategic change in a public sector organization. He served as Assistant City Manager for the City of Carlsbad, and has worked in local government since 1974 with the Cities of Manhattan Beach, Redondo Beach, and Burbank, California. Ray holds a Bachelor of Science degree in Public Administration from the University of Southern California, and a Master of Science Degree in Organization Development from Pepperdine University.

Increasingly, organizations are moving to more of a team-based structure. But how well are those teams really working together? This innovative assessment tool collects team data in less than 40 minutes, yet provides incredible insight into the ways in which team members interact along seven critical factors (Formal Communication, Information Communication, Advice, Influence, Support, Trust and Development). This tool has been used to diagnose teams before a team building event, as part of an organizational cultural audit, and as a pre- and post-longitudinal study to determine the impact of change interventions.

Patricia Pope is President of Pope & Associates, Inc., a nationally recognized consulting firm specializing in workforce diversity and cultural change and first coined the term "diversity" to describe the changing demographics of the U.S. Workforce. Pope & Associates has worked with over 250 of the Fortune 500 companies and has trained over 100,000 participants . Pat is the recognized expert on Consulting Pairs(R), an organizational change and intervention. She has a Master of Science in Organization Development from Pepperdine University.

In this session and discussion, participants will review a system for categorizing leader behavior, evaluate the preference for these behaviors among North American male and female executives, and discuss the consequences of an exaggerated use of the categories. Data to be presented were gathered from over 700 senior executives and 200 middle and first level managers in major global corporations.

Larry Reierson is Chairman and Chief Executive Officer of Saltwater Institute, a Monterey, California-based consulting firm. He has more than 30 years' experience in corporate management, gained from his years with Pro-Log Corporation, Weyerhaeuser, and Tektronix. He currently consults with senior executives in health care, insurance, and manufacturing to develop change strategy, organization restructuring, corporate revitalization, and self-managed management teams. He conducts Saltwater Institute's Quality Leadership Program.™ He also serves as Program Director for The Mahler Company's Advanced Management Skills Program.

Organizations have grown in number and diversity over the past century. Advancements in technology have changed the environment of even the newest of these organizations. These factors contribute to the growing need for people who can lead organizations through fast paced change. This presentation provides insight into what strategic change is and how to take a leadership role in it. The focal point is a model of leading strategic change synthesized from the key learning's of ten top executives who have successfully led strategic change in organizations, their models for change, their values, and their experiences.

Ed Savage, Ph.D is the Manager of Organization Development for Texas Instruments Silicon Technology Research. He has had extensive involvement with strategic organization change from multiple perspectives encompassing industrial engineering, manufacturing systems development, leadership development, and organization development. In addition to TI, he has worked for Textron, Duracell, and Westview Services. Dr. Savage has published several articles on organizational change and total quality. He holds a Doctorate in Organization Change and a M. S. in Organization Development from Pepperdine University and a B.S. in Management from Sacred Heart University. He is also certified in Production and Inventory Management by the American Production & Inventory Control Society (APICS) and is a guest lecturer at the University of Texas Dallas Graduate School of Business.

This session will introduce a daily practice to enable us to work from a GRACEful state (Grounded, Relaxed, Aware, Centered, and Energized). Based on the work of George Leonard and Michael Murphy in The Life We Are Given, this daily practice includes physical movement, breathing, relaxation, transformative imaging, and meditation. We will recall moments of GRACE and exchange ideas and learnings about what we have found most helpful to remain centered and grounded in our life and work. Participants should bring a yoga mat or beach towel.

Ann Marie Stuart is an excellent coach and facilitator working internationally with senior executives and their teams to create high performance values-based work cultures. Her areas of focus include strategic visioning, leadership assessment and development, leading successful change efforts, teambuilding and executive coaching. Ann Marie is the founding partner of Systemics, a San Diego based consultancy dedicated to helping organizations work for people. Clients systems include telecommunications, healthcare, manufacturing and government.

Roland Sullivan (Delta) "Whole System Transformation: Facilitating Large Group Interventions"

Cummings and Worley in the 6^th edition of their classic OD text indicate that large group interventions are the fastest growing segment of OD. You will be introduced to a method to involve large numbers of participants in interactive working sessions to create alignment, commitment, and action for total system transformation. This method is a comprehensive panorama of a custom designed, three day paradigm-shifting event for 100 to 1,500 participants and can be applied to strategy development deployment, work design, re-engineering, culture change and organizational learning, building common ground among diverse stakeholders, or other challenges facing an enterprise.

Roland Sullivan is a leading consultant, author, and teacher who works with corporations who wish to implement planned systemic and systematic team and organization transformation. His 32 years of consulting experience included work with more than 700 global organizations, ranging from Fortune 50 to large government agencies and small- and mid-sized organizations. Roland was the first graduate from the MSOD program at Loyola University and also has a MSOD from Pepperdine University.

Organizational Learning in Action: An external consultant's story about collaboration between OD/HR, Leadership, Information Systems, Marketing, and Internal Client Groups within 3Com Corporation to develop customized technology tools for systemic learning. Presenting live demos of searchable database (ConnectCom), interactive online forum (Alta Vista) and the roles that launch and support Communities of Practice: Knowledge Gardener, Guides, Facilitators, Champions. Learn how to integrate face-to-face offsite meetings with the virtual environment to leverage resources in strategy development, planning, and communication over time and distance.

Gail Work is President of Work Systems, a company specializing in learning strategy development with emphasis on the human systems impact of change. Her clients include senior management and work groups from Fortune 500 companies, public agencies and non-profit organizations pursuing strategic change, organizational learning, or team effectiveness. She advocates a participatory approach to high performance change, and offers customized consulting in knowledge management, team learning, culture change, leadership development, best practices, and group facilitation. She has a Master of Science in Organization Development from Pepperdine.

In a 1985 survey conducted for the American Society of Training and Development, Tony was listed among Organization Development's top ten consultants. In 1993 he was honored at the national conference of the Organization Development Network as one of a select group of founders and pioneers. Tony has both a Bachelor's degree in Business Administration and a Master's Degree in Industrial Relations from the University of Minnesota.