Upon Reflection

Luis A. Morejon
Graziadio School of Business Management Pepperdine University
MSOD 614 Small Systems Assessment & Change
April 8, 2014

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Upon Reflection Part I

Our Learning Group, Shift Delta, was assigned to
work with Diversified Waterscapes (DWI), an aquatic
treatment and lake management organization in business for
almost forty years. Led by Founder, Pat and his wife,
Maria, and in business for over 30 years, DWI employs

Pat, DWI Founder, and Alejandro, Luis, and Sally,

MSOD students aboard promising new equipment Dredger

approximately 30 employees engaged primarily in maintaining and restoring commercial lakes,

ponds, and water features. Golf courses, property management companies, municipalities, and
public parks make up the majority of their client base. DWIs mission is to combine extensive
industry experience, mechanical aptitude and scientific knowledge to bring clarity and beauty to
water features across the country.
We were invited by Pat and Maria to help them to: develop their workforce in order to
take their business to the next level, identify skills and training needed by their workforce, and
find ways to develop the leadership capabilities of a promising newly-appointed manager.
Although the consulting engagement lasted less than 72 hours, it was unexpectedly
comprehensive, humbling, and rewarding.
When I first read the presenting problem I felt frustrated and thought: this project is not
challenging enough, Ive worked within much larger systems alreadywhat models could we
possibly apply? Nevertheless, I wanted to improve my consulting leadership skills and my
Learning Group had already agreed to allow fellow student Dan Schmidt and I to co-lead the
entry and contracting meeting. My frustration only grew after arriving at DWI and learning that
there was no executive conference room and final recommendations would be presented using
flip charts and summary notes. I allowed myself a nano-minute to mourn the loss of my

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expectations to present using PowerPoint and test-drive the Hanna open systems model. Then, I
focused on taking subtle deep breaths while chairs were moved into Marias office for our
meeting. Pat is not here yet, Maria informed us, but we can start anyways, where are you
guys from? And just like that entry and contracting were underway.
As if on cue, Pat walked in on the tail end of Marias personal introduction and greeted us
with a warm and resounding were glad youre here, we could use any help you can give us!
His excitement jolted my attention back to the room and I was instantaneously re-engaged.
Sadly, I had unconsciously checked out during the round of introductions as my brain worked
tirelessly to remember key consulting concepts while managing rush-hour like traffic of thoughts
and emotions such as: go with the flow, dont mess up the Team is counting on you, what if
they dont find value in what youre offering, remember to be helpful, etc. Another subtle deep
breath and I was fully present and ready to startagain.
We danced well together, Dan and I. Practicing our humble inquiry skills and following
Scheins Flawless Consultation process proved to be an effective strategy. It allowed us to
effectively build trust and to establish a collaborative relationshipwith the Clients primarily
but also with each other. As Maria and Pat shared proudly about the history of their business and
openly about their future aspirations and foreseeable obstacles, I remembered someone saying in
class the client is doing the best he can. That reminder produced instant compassion and a
deep sense of gratitude towards Maria and Pat for trusting us with their baby.
Eventually, we contracted to: 1) Help identify ways to develop their workforce to the
next level, 2) Assess how employees feel about working at DWI and about Maria and Pat, and 3)
Identify the skills and training buy their workforce to needed to support anticipated growth and
further develop leadership capabilities.

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Our curiosity and collaborative spirit spilled over to the field research where we met and
interviewed most of DWIs workers. We were readily welcomed and employees appeared eager
and happy to speak with us. Although we didnt present the Hanna model per se, we did use it to
prepare our interview questions in a way that allowed us to learn more about DWIs culture,
performance, strategy, individual needs, and of course, how the field employees felt about
working at DWI and about Maria and Pat and later to categorize the assessment data results.
Looking back, I believe our efforts paid off as we were able to clearly identify the
Leaders impact on the organization and provide actionable recommendations. At the conclusion
of our presentation, Maria mischievously inquired: When can you come back to help us
implement these recommendations?
Joy, fulfillment, and pride best capture how I felt about this experiencebelow I capture
the concepts this project brought to life for me which also serve as further development context.

Techniques are not enoughA unique and beguiling aspect of doing consulting is that your
own self is involved in the process to a much rate extent than if you were applying your
expertise in some other way. (Block, p. 13)

What comes out of our mouth and our overall demeanor in the conversation is deeply
dependent on what is going on inside our head. (Schein, 2013)

Consultant behaviors to always remember: Access your ignoranceWhen in doubt, share

the problemEverything is data, errors are inevitablelearn from them.

What a consultant must be really expert at then is sensing from one moment to the next
what is going on and choosing a helping mode that is more appropriate to that immediate
situation and that will build a helping relationship. (Schein p. 22)
Finally, on doing assessments relative to the concepts of organization development and

consulting assessments I can see clearly now the value in using an open systems approach as it
strategically considers the relationships between the systems inputs, design components and
outputs (Cummings & Worley, 2008). I also agree with Scheins observation that culture can

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be assessed by means of individual and group interview processes, with group interviews being
by far a better method in terms of validity and efficiency (Schein, 2006).
Upon Reflection Part II
I have delegated writing the Group Dynamics part of this reflection paper to Let-it-GoLou, a newly appointed committee member with a knack for describing events and situations in
which Im involved exactly as they occur. He is also highly skilled at understanding my
feelings, behaviors, and motivations and can hear my reflective mind. Here are Let-it-Go Lous
observations:
Prior to arriving at Data Point, Luis set an intention for the sessionLeave Dana Point
without wonderingwhat could/would/should have happened if only he had said/done the things
he was most afraid of. As admirable as this goal may seem, it also created great anxiety for Luis
and the People Pleaser mindset that sometimes drives himlessons learned follow.
Not all INFPs are created equal - Within the Shift Delta Learning Group, multiple
students fall under NF in their Myers-Brigg personality assessment. Up until the Dana Point
session, Luis had ignored some of the communication enhancement suggestions included in his
Step II MBTI assessment results. For example, being mindful that while he tends to critique or
accept depending on the importance of the issue and to take a tough or tender stance depending
on the circumstances, when stressed, he is more likely to be critical and tough. These tendencies
showed up at different times throughout the week, for example:
One night after dinner, the team met to funnel and analyze the data from the days field
interviews. Luis grew quickly frustrated with Jose, a teammate who Luis felt was offering
biased opinions instead of objective observations. While Luis tried to manage his emotions, his
hurried tone, raised voice, and facial expressions betrayed him. His frustration and lack of

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patience were startlingly exposed when he told Jose: We can put your notes on the board if that
makes you feel better but know that they will not be included in the data analysiscan we move
on now? Everyone but Jose reacted with a silent, synchronized, bobble-head-like fashion yes
and the exercise continued.
Unspoken Norms - As the night grew longer, peoples patience and energy declined
sharply. As if on cue, Alejandro injected some humor into the situation by introducing the group
to his cat, Leopoldo, and mimicking cat-like behaviors. The levity was short-lived. New
suggestions and questions lingered in the air unacknowledged long enough for silence to speak
on the groups behalf. Other times they were answered quicklyby the same people. Dan
mapped on the board while Luis managed the traffic of issues and questions. Those that did not
support the agreed upon general direction were dismissed or strategically challenged away. A
focus on achieving the task at hand took over and recently made Group commitments to decision
making by consensus, to hear everyones voice, to listen actively, and to share leadership were
not honored.
Despite the aforementioned interpersonal challenges, a final client presentation was
conceptualized and interaction roles for the next day were agreed uponthis part of the process
flowed smoothly. Every group member had equal opportunity to choose a role. Luis and Dan
took point on the introduction and conclusion of the presentation, respectively. Alice was tasked
with delivering difficult feedback about the clients leadership style to the client and Sally opted
for communicating to the client that the clients concerns over the employees dissatisfaction
with the companys compensation practices was well founded.
Alejandro and Tami were responsible for presenting recommendations for action and
Jose chose an observant role. As the group drove to the clients site, Luis self-doubt and

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perfectionism driven anxiety began to emerge. However, he reminded himself of the idea that
everyone gets to learn. He was given the opportunity to stretch into a leadership role; the others
in the group had the same right to grow. The anxiety disappeared.
Multiple means to an end - As the findings were presented, Luis felt irritated by the
unexpected suggestions offeredthe same questions and suggestions that were ignored during
the teams planning meeting the night before were now emerging, unprocessed, in front of the
customer. Luis took a few deep but silent deep breaths and listened as Maria engaged with Tami
and JoseMaria was interested in what they had to say.
Overall, Luis believed that the presentation of the findings and the engagement were
successful. The client was left with four action items to pursue and seemed generally pleased
with the findings. In Shift Deltas (and Luis individually) perception, Marias question, can you
come back to help implement some of these suggestions validated the teams efforts.
As the session closed, Luis continues to explore how unspoken group norms can be more
effectively managed going forward and what can he do to better integrate the positive qualities of
competition, pleasing others, authenticity, and balancing individual and team needs. Also, Luis
discovered the liberating effect on creativity and the stress reducing benefits of embracing and
accepting equifinality.

Keeping equifinality at the forefront of your mind while planning makes you prepared for
change, reducing the risk of diminishing or jeopardizing your outcomes. Remember that there
can be multiple means to an end Chris Boulanger

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References
Block, P. (2011). Flawless Consulting (3rd ed.). San Francisco, CA, USA: Pfeiffer.
Boulanger, Chris. "Equifinality & Planning for Change."Http://chrisboulanger.com/equifinalityplanning-change/. N.p., 12 Dec. 2013. Web. Retrieved on April 5, 2014.
Schein, E. H. (2014). Forces Inside Us as Inhibitors. In Humble inquiry: The gentle art of asking
instead of telling (p. 89). San Francisco: Berrett-Koehler.
Schein, E. H. (1999). Process Consultation Revisited: Building the Helping Relationship. (M.
Roche, Ed.) Reading, MA, USA: Addison- Wesley Publishing Co.
Schein, E. H. (2006). So How Can You Assess Your Culture? In J. V. Gallos (Author),
Organization development: A Jossey-Bass reader (p. 632). San Francisco, CA: JosseyBass.