Organizational Dynamics Programs

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  • Publication
    Building Executive Coaching As An Academic Discipline: Establishing The Academic Community Database And Peer Review Of Proposed Academic Guidelines And Standards For Graduate Education In Executive Coaching
    (2008-12-01) Starr, Larry
    Graduate academic institutions in the United States, Canada, Australia, United Kingdom, Ireland, and Scotland were identified via online searches that offered coaching courses for which one earns a grade and are part of a graduate degree; coaching courses for which one earns a grade and that contribute to a graduate certificate but are not part of a degree; coaching courses for which there is no grade but that contribute to a certificate of attendance; and coaching applications and delivery services. Results indicated that there were no academic programs in New Zealand; 17 coaching programs were being offered at universities in Australia; 21 in Canada; 52 in the United Kingdom, Ireland, and Scotland; and 124 in the United States. While all offered Master’s level coaching and the UK offered three Doctoral programs, most academic coaching was being used as a development service rather than as academic coursework. Follow-up recommendations were made to support the continued engagement and building of the academic coaching community through this web system.
  • Publication
    Reframing Survival: It’s about Systems not a Chain
    (2006-06-22) Starr, Larry
    The medical standard of care when confronted with sudden cardiac arrest (SCA) is to follow the “Chain of Survival” by engaging in early access, early CPR, early defibrillation and early advanced life support (ALS). Particularly in the occupational setting, each of these actions has been identified as critical to support the patient while awaiting assistance and transportation from the community Emergency Medical Service (EMS). However, I present here a broader argument that restricting one’s thinking to a conception that the “likelihood that a victim will survive cardiac arrest increases if each of the elements is addressed” is inadequate and misleading. Moreover, continuing to focus primarily on these individual elements is unlikely to solve to any significant degree the complex problem of our vulnerability to death from SCA. This paper presents an overview of this argument, offers an alternative conceptualization, and proposes ideas and actions that follow from its logic. While specifically directed at the problem of survival following SCA, the argument presented also addresses wider problems associated with major medical emergencies and other disasters.
  • Publication
    S Corp ESOP Legislation Benefits and Costs: Public Policy and Tax Analysis
    (2008-07-29) Freeman, Steven F; Knoll, Michael
    Samuel Zell’s acquisition of the Tribune Company in December 2007 using an S corporation employee stock ownership plan (S ESOP) brought S ESOPs to national attention. An S ESOP is a trust that holds shares of an S corporation (a closely held corporation whose shareholders are taxed on a pass-through basis similarly to partners in a partnership) for the benefit of the corporation’s employees. S ESOPs, which have only existed since 1998 are not as well known as C ESOPs, an ESOP that holds shares of a C corporation (a separately taxed corporation). Enron, Polaroid and United Airlines, all of which had ESOPs when they went bankrupt, were C corporations. Perhaps because they have only existed for ten years, little academic attention has focused on S ESOPs. In this paper we draw on the extensive existing employee ownership literature to describe the benefits and costs to employees, to firms and to society at large from the legislation that authorizes S ESOPs, and, where possible, we quantify these costs and benefits. We estimate that annual contributions to S ESOPs on behalf of employees total $14 billion, which represent additional compensation that would not have been paid without an ESOP. Annual gains attributable to increased job stability also save employees approximately $3 billion annually. Accumulated stakes, which are essentially forced savings and usually do not displace other savings, lead to additional annual accruals of $34 billion. Employers pay for ESOP contributions out of firm-level productivity and sales gains of $33 billion annually attributable to employee ownership. We estimate that one quarter of the annual gain, $8 billion ultimately goes to the federal treasury, which thereby also benefits from the adoption of S ESOPs.
  • Publication
    Collaborative SCA Survival Project: Cardiac Arrest Survival is a Mess
    (2009-02-01) Starr, Larry M; Pourdehnad, John; Braslow, Allan; Poliafico, Frank; Abella, Benjamin; Nadkarni, Vinay; Becker, Lance; Merchant, Raina; Brennan, Robert
    Systems diagnoses have been effectively used to understand many complex organizational systems within healthcare, government, military, and global corporate enterprises. Systems methodologies have been effectively used to change the direction and improve the outcomes of complex organizational systems. We feel that framing cardiac arrest survival as a systems problem and applying a systems methodology is innovative, practical, and essential if we are to make significant and sustainable impact.
  • Publication
    Final Project 3.0: A Student Virtual World Conference on the Future of Collaboration
    (2014-03-18) Irwin, Geoffrey A.; Palermo, Angela
    There is currently little research of any kind on enterprise virtual worlds or using these collaborative tool ecosystems for geographically distributed education in organizational studies. In 2013, a group of multidisciplinary graduate students created and executed a conference in a 3D virtual world as a class project. The topics presented in the conference were crowdsourcing and mobile virtual worlds, but the overall experience resulted in learning well beyond those topics. The project team encountered a significant learning curve over planning and executing in person meetings as well as technical challenges that would threaten the success of the project. This paper describes the end-to-end process taken by the team to plan and execute the conference, and shows the challenges, successes, and the lessons learned that can be applied to future conferences in 3D virtual worlds, which promise incredible potential for improving collaboration across businesses.
  • Publication
    A Complete Redesign of the Cardiopulmonary Resuscitation (CPR) and Automated External Defibrillator (AED) Learning Experience
    (2013-09-15) Starr, Larry M.; Ballard, Barbara A.; Bieter, Jennifer; Conroy, Neil R.; Frankel, Sunne; Hash, Sonya F.; Malone, Kathryn; Scott, Jeremy; Vivas, Antonio E.; Braslow, Allan; Benau, Danny A.; Field, John; McLeod, Lisa M.
    Survival following sudden cardiac arrest in the community can be framed as a complex systems problem for which systems thinking and design methodologies may be applied. Focusing on the subsystem of the learning experience of cardiopulmonary resuscitation and use of an automated external defibrillator (CPR/AED), we used a systems approach to understand the current state of learning and a design methodology to identify improvements. A systems diagnosis identified six elements within the learning experience - need for training, opportunity for training, training class characteristics, perceived competence, anticipated event characteristics, and perceived readiness to act – each of which had positive and negative meanings and outcomes. As the elements are interactive and complex, the expected central property of learning – likelihood to act - may not be realized because of significant conflicts and obstructions. Design methodology identified 250 elements for an ideal CPR/AED learning experience which could be arranged as a containing system with eight interactive categories. Based on a system thinking and design methodology approach we suggested ten changes to improve the current state of the CPR/AED learning experience.
  • Publication
    Academic Guidelines Distribution Project
    (2007-06-18) Perry, Kimberly A.; Starr, Larry
    The number and scope of programs of organizational and executive coaching has dramatically increased over the past 15 years. An unknown number of private and professional consulting companies offer proprietary or standardized workshops, classes, and coaching services. A growing number of academic institutions in the United States and Canada offer or have plans to offer "coaching programs" packaged or delivered as educational workshops; graduate courses; post-baccalaureate and/or graduate certificates; degree programs or graduate concentrations within degree programs; and as direct coaching service to enhance personal and professional development for students, faculty, and members of the academic administration. Academic coaching programs are located in many areas within a university including within schools or departments of psychology, business, education, public policy, and human resources. A single institution may have multiple yet autonomous coaching programs or offerings. This results in separate and often inconsistent policies and standards by those who establish and deliver the programs, confusion or miscommunication by those who buy the programs, and little interaction between program managers within a single institution, as well as between institutions.
  • Publication
    Systems & Design Thinking: A Conceptual Framework for Their Intergration
    (2011-07-01) Pourdehnad, John; Wexler, Erica R.; Wilson, Dennis V
    This paper explores the relationship between Systems and Design Thinking. It specifically looks into the role of Design in Systems Thinking and how looking at the world through a systems lens influences Design. Our intention is to show the critical concepts developed in the Systems and Design Thinking fields, their underlying assumptions, and the ways in which they can be integrated as a cohesive conceptual framework. While there are many important distinctions that must be considered to understand the similarities and differences of these concepts, gaining a complete understanding of these factors is more than can be covered in this paper. Nevertheless, the most critical classifying variable used to distinguish these concepts will be discussed in order to make their integration possible. This variable, the recognition of purposeful behavior, will be used to develop a conceptual vision for how a combined approach can be used to research, plan, design and manage social systems…Systems in which people play the principle role.
  • Publication
    Beyond Boundaries: The Crossroads of Immersive Technology and Modes of Creative Leadership
    (2011-05-10) Walls, Matthew
    This paper provides a brief overview of immersive technology and the ethnographic techniques that were leveraged by a student project team at the University of Pennsylvania over a twelve-week time period (Spring, 2011). The project sought to identify current and best practices for corporate and organizational uses of immersive technology. A specific emphasis is placed on modes for creative leadership, executive coaching and the non-profit organization, the Center for Creative Leadership (CCL). The closing section offers suggestions for further research on the continued growth and application of immersive technology.
  • Publication
    3D Collaboration Spaces for Enterprise Work: A Thought Leaders’ Dialogue and Conference Summary Paper UPENN Virtual Organizational Dynamics Design Laboratory
    (2012-11-29) Reyes, Ana M; Carmichael, Stephanie; Sofchak-Scott, Casey L; Larmore, Scott; Sylada, Prashanthi
    On February 8th, 6pm to 10pm Eastern, presenters from CCL’s Innovation Group, IBM’s Center for Advanced Learning (CAL), Stanford’s Project Based Learning Lab (PBL) and Proton Media/PPD 3D joined UPenn’s Virtual OD Design Lab for our first fully immersive 3D Peer learning Conference, hosted and supported by Proton Media in ProtoSphere. In this exciting event, the Lab team engaged thought leaders in real time dialogue about their state-of- the-art cases covering advanced uses of 3D immersive technologies for leadership and organization development, collaboration and global enterprise training.