THE ACTORS IN A GOVERNANCE SYSTEM

STATE
GOVERNMENT
CIVIL
SOCIETY
PRIVATE
SECTOR
THE ACTORS IN A GOVERNANCE SYSTEM
The Executive,
Legislative and
Judiciary system

Maintain law,
order & security of the
state

Public policy &
Program thrust
CIVIL
SOCIETY
PRIVATE
SECTOR
STATE
GOVERNMENT
THE ACTORS IN A GOVERNANCE SYSTEM
STATE
GOVERNMENT
CIVIL
SOCIETY
Small/Medium/Large
Enterprises
Multinational
corporations
Private-owned
Business Enterprises
Financial & Credit
Institutions
Produce goods &
deliver services
Create means of
livelihood (jobs)
PRIVATE
SECTOR
THE ACTORS IN A GOVERNANCE SYSTEM
STATE
GOVERNMENT
PRIVATE
SECTOR
They are the NGOs,
POs, Cooperative
Sector, Professional ,
Associations,
Religious Groups &
Academe

They are mobilize
groups of citizens,
participate in
economic, social &
political activities
CIVIL
SOCIETY
CIVIL SOCIETY
The Civil Society encompasses not only
the number of organizations that non-
government and addressing the general
welfare. The sub-components of civil
society maybe classified according to the
basic sectors of peoples organization, the
NGO including the academe and the
church, and cooperatives.
PEOPLES ORGANIZATION
Peoples Organization (PO) refers to the
independent community and/or class based
associations established to protect and
advance the interest of specific causes or
sectors. In relation to the land, they may be
classified as follows: peasants, fisherfolk,
urban poor, youth & women sector.
NGO
Non-government Organization (NGO) refers
to non-profit voluntary organizations that are
committed to the task of socio-economic
development and established primarily for
service providers. Such service may involve
assisting citizens or POs in various ways as
by community organizing and institution
building, training or providing credit
assistance.
COOPERATIVES
Cooperatives- as defined by the Cooperative
Code (RA 6938 , 1990; RA 9520, 2008 amendment)
is duly registered associations of persons,
with a common bond of interest, who have
voluntarily joined together to achieve a lawful
common social and economic end, making
equitable contribution to the capital required
and accepting a fair share of the risk and
benefits of undertaking
CIVIC CLUBS
Civic Clubs & Associations are PO or
NGO formations among civil society, that is,
those who could afford to promote the
general welfare, but generally who do not
conduct community organizing work. Their
primary role is to promote education among
their members and for other groups.
CD 141-
COMMUNITY ORGANIZING 2
Topic:

Understanding Peoples
Organization
Are you a member? Or your
kins/kiths member of Organizations?
What are these organizations?
Do you consider these organizations are
people based? If yes, what makes them
people-based organizations?
People-based organizations are ..
Initiated by the people
Community Oriented
Organized by the people
Leaders selected by
members
Reflect the aspiration
of people
Owned and managed
by the people
themselves
Can be depended upon
in time of need
Protect the interest of
the members
Provide services to
members
Leaders and members participate in decision
making
Peoples Organization refers to a group of people
united by common purposed and aspirations and
performing certain tasks and responsibilities.
Peoples Organization refers to s group of people
united by common purposed and aspirations,
operating within a structure, and performing
tasks and responsibilities towards a common
objective.
Fishermens/Farmers Groups
Associations
Cooperatives
Small Rural Enterprise
Federations
Existing organizations in the community
Other peoples organizations include
sectoral groups of women, youth and/or
aggrupation based on common interest
Existing Organization in the Community

Fishermens/Farmers Groups are informal sector
groupings bound by common interest.

Associations are non-stock, non-profit groups
with a functional set of officers. They are
organized by various purposes, mostly socio-
economic activities.

Small Rural Enterprise are groups primarily
organized to pursue business activities with
minimum capitalization.
Existing Organization in the Community

Cooperatives are voluntary organization of people
who have agreed to pool their resources to
undertake an economic enterprise. It is managed
and controlled democratically.

Federations are associations or cooperatives
joined together to serve the common interest of
member groups.
Nature and Characteristics of PO
1) Peoples Organizations are started and
organized on the basis of common felt
needs.

A group of fisherman organized themselves into
cooperative so that they can avail of low-interest
loans to finance their fishnets and bancas.
Nature and Characteristics of PO
2) Peoples Organizations have
indigenous leaders. They are selected by
the people or they eventually emerge as
leaders.

The organization leaders come from the community. After a
continuous education program, a regular member may
eventually become an officer and possibly a president.
Nature and Characteristics of PO
3) Peoples Organizations are owned and
managed by the people themselves.

An association or cooperative was organized and financed
solely by capital share contributions made by the members.
The stock certificates are proof of their ownership.
Nature and Characteristics of PO
4) Peoples Organizations protect the
interest of their members.

As a cooperative policy, the organization serves
first the credit needs of members before it lends
to non-members. It may however, do so
simultaneously, provided non-members are
charges higher interest rates.
Nature and Characteristics of PO
5) Peoples Organizations have strong
community orientation.

As soon as the members are served, they expand
the services to include other sectors in the
community. They also engaged in other
worthwhile activities- tree planting or sponsoring
socio-cultural activities e.g. sports festival for
OSY.
CD 141-
COMMUNITY ORGANIZING 2
Topic:

INTRODUCTION TO
ORGANIZATIONAL
DEVELOPMENT
Aisah G. Minukon
ORGANIZATIONAL
DEVELOPMENT
A system wide of application of
behavioral science knowledge to the
planned development, improvement,
and reinforcement of the strategies,
structures, and process that lead to
effectiveness.
ORGANIZATIONAL
DEVELOPMENT
A system wide of application of
behavioral science knowledge to the
planned development, improvement,
and reinforcement of the strategies,
structures, and process that lead to
effectiveness.
ORGANIZATIONAL DEVELOPMENT
(Features)
1) OD applies to the strategy, structure and
processes of an entire system, such as an
organization, a single plant of a multi firm, or a
department or work group.

A change program aimed at modifying an
organizations strategy. It might include changes
both in the grouping of people to perform tasks
(structure) and in methods of communicating and
solving problems (process) to support the changes
in strategy.
ORGANIZATIONAL DEVELOPMENT
2) OD is based on behavioral science
knowledge and practice, including micro
concepts such as leadership, group
dynamics, and work design, and macro
approaches, such as strategy, organization
design, and international relations.
ORGANIZATIONAL DEVELOPMENT
3) OD is concerned with managing planned change, but
not in the formal sense typically associated with
management consulting or technological innovation,
which tend to be programmatic and expert driven
approaches to change.

OD is more an adaptive process for planning and
implementing change than a blue print for how things
should be done. It involves planning to diagnose and
solve organizational problems, but such plans are
flexible and often revised as new information is gathered
about the progress of the change program.
ORGANIZATIONAL DEVELOPMENT
4) OD involves both the creation and the
subsequent reinforcement of change. It moves
beyond the initial efforts to implement a change
program to a longer-term concern for stabilizing
and institutionalizing new activities within the
organization.
ORGANIZATIONAL DEVELOPMENT
5) OD is oriented to improving organizational
effectiveness.

Assumptions:
a) An effective organization is able to solve its own
problems and focus its attention and resources on achieving
key goals.

b) An effective organization has both high performance,
including financial returns, quality products and services,
high productivity, and continuous improvement, and a high
quality of work life.

GENERAL MODEL OF PLANNED CHANGE
ENTERING &
CONTRACTING


DIAGNOSING

PLANNING AND
IMPLEMENTING
CHANGE
EVALUATING AND
INSTITUTIONALIZING
CHANGE
GENERAL MODEL OF PLANNED CHANGE
ENTERING &
CONTRACTING


DIAGNOSING

PLANNING AND
IMPLEMENTING
CHANGE
EVALUATING AND
INSTITUTIONALIZING
CHANGE
An events where managers decide whether they
want to engage change further in a planned
change program and to commit resources to such
a process.

This involves gathering initial data to understand
the problem facing the organization or the
positive opportunities for inquiry.

-Contract spells out for future change activities,
the resources that will be committed to the
process and how OD practitioners and
organizations will be involved.
GENERAL MODEL OF PLANNED CHANGE
ENTERING &
CONTRACTING


DIAGNOSING

PLANNING AND
IMPLEMENTING
CHANGE
EVALUATING AND
INSTITUTIONALIZING
CHANGE
In this stage, the client system is carefully
studies. Diagnosis can focus on understanding
organizational problems, including their
causes and consequences, or in identifying the
organizations positive attributes e.g. SWOT,
PO time line.

Gathering, analyzing and feeding back data
are the central activities in diagnosis.
GENERAL MODEL OF PLANNED CHANGE
ENTERING &
CONTRACTING


DIAGNOSING

PLANNING AND
IMPLEMENTING
CHANGE
EVALUATING AND
INSTITUTIONALIZING
CHANGE
In this stage, organization members and
practitioners jointly plan and implement
interventions. They design interventions to
achieve the organizations vision or goals and
make action plans to implement them.

Organizational Development Intervention
(ODI) is a sequence of activities, actions, and
events intended to help an organization
improve its performance and effectiveness.
GENERAL MODEL OF PLANNED CHANGE
ENTERING &
CONTRACTING


DIAGNOSING

PLANNING AND
IMPLEMENTING
CHANGE
EVALUATING AND
INSTITUTIONALIZING
CHANGE
The final stage in planned change
involves evaluating the effects of the
intervention and managing the
institutionalization of successful change
program.

Feedback to organization members
about the interventions results provides
information whether the changes should
be continued, modified or suspended.

ORGANIZATIONAL
DIAGNOSIS
ORGANIZATIONAL
DIAGNOSIS
It is based upon behavioral science theory for
publicly entering a human system, collecting,
validating data about human experiences with
that system, and feeding that information back to
the system to promote increased understanding
of the system by its members (Alderfer, 1981).
Organizational Diagnosis is a process.
ORGANIZATIONAL DIAGNOSIS
OD is not the mere fact finding or the prescription
system. Rather it is a process based upon behavioral
science theory for publicly entering a human system,
collecting valid data about human experiences with
that system, collecting valid data about human
experiences with that system, and feeding that
information back to the system to promote increased
understanding of the system by its members. Its
purpose is to establish a widely shared
understanding of a system and based upon that
understanding to determine whether change is
desirable.
TOOLS TO BE USED
SWOT the process of identifying the strengths,
weaknesses, opportunities, threats of the organization.
PO TIME LINE- a tool that will assess the situation of
major peoples organization in the Barangay by recalling
from its founding up to the present and identifying out its
growth and deterioration.
PO LOCATOR MAP- a tool that will help locate the
presence of major peoples organization within the
barangay.
PO MATRIX RATING- a tool that will rate and identify
the specific strengths and weaknesses of every PO in the
barangay.
TOOLS TO BE USED
1) PO LOCATOR MAP
The objective is to locate the presence of
major peoples organization within the
barangay.

Mechanics: Draw the aerial view map of
the barangay showing the location of P0s in
the barangay.

i. ENTERING AND CONTRACTING
ii. DIAGNOSING ORGANIZATIONS
iii. DIAGNOSING GROUPS AND JOBS
iv. COLLECTING AND ANALYZING DIAGNOSTIC
INFORMATION
v. FEEDING BACK DIAGNOSTIC INFORMATION
vi. DESIGNING INTERVENTIONS
vii. LEADING AND MANAGING CHANGE
viii. EVALUATING AND INSTITUTIONALIZING
ORGANIZATION DEVELOPMENT
PHASE I. ENTERING AND CONTRACTING
Entering and contracting are the initial steps in
OD process. They involve defining in a
preliminary manner the organizations problems
or opportunities for development and establishing
a collaborative relationship between the OP
practitioner and members of the client system
about how to work on the issues.
Entering and contracting set the initial parameters
for carrying out the subsequent phases of OD.
PHASE I. ENTERING AND CONTRACTING
Organizational entry involves clarifying the
organizational issues or presenting problem,
determining the relevant client and selecting OD
practitioner.
Developing an OD contract focuses on making a
good decision about whether to proceed and allows
both the client and the OD practitioner to clarify the
expectations about how the change process will
unfold.
Contracting involves setting mutual expectations,
negotiating time and resources, and developing ground
rules for working together.
PHASE II. DIAGNOSING ORGANIZATIONS
Diagnosis is the process of assessing the functioning of the
organization, department, group, or job to discover the
sources of problems and areas for improvement.
Diagnosis involves collecting pertinent information about
current operations, analyzing those data, and drawing
conclusions for potential change and improvement.
Effective diagnosis provides the systematic understanding
of the organizations needed to design appropriate
interventions.
Diagnosis is the process of understanding how the
organization is currently functioning, and it provides the
information necessary to design interventions..
PHASE III. DIAGNOSING GROUPS AND JOBS
Diagnostic models associated with groups and individuals
were described and applied. Diagnostic models includes
include the input, design component (transformation
processes), and output dimensions needed to understand
groups and individual jobs.
Group diagnostic models take the organizations design as
the primary input; examine goal clarity, task structure,
group composition, performance norms, group functioning
as the key design components.
Diagnostic models associated with groups and individuals
were described and applied. Diagnostic models includes
include the input, design component (transformation
processes), and output dimensions needed to understand
groups and individual jobs.
Salient points in the diagnosis are individual job,
organization design, group design, and charactericts of
each job.
PHASE IV. COLLECTING AND ANALYZING
DIAGNOSTIC INFORMATION
Methods of data collections include:
questionnaire, interviews, observation and
unobtrusive measures.
Methods of analysis include qualitative
techniques, such as content and force-field
analysis, and quantitative techniques, using of
statistical measurement such as determination of
mean, standard deviation, correlation coefficient,
SLE on Change

Mechanics:
1. Look for a partner preferably in the same height
2. Look with each other. At the count of 3,2,1 turn
back to back with you partner.
3. Listen and follow instructions from the facilitator
a) Change 3 things in yourself
b) Face your partner and guess the 3
changes made
c) repeat until the 3rd round

4) Processing

CD 141 Community Organizing 2
SLE on Change

Processing

a) What do you feel when you are told to change?
b) Who resist change? Why?
c) What were your insights/learning/realization about the
activity? About changing things you do not like or
about changing things you are hopeful for?

CD 141 Community Organizing 2
OD PRACTITIONER
OD practitioner provides a more personal
perspective on the field of OD and can help us
understand the essential character of OD as a
helping profession, involving personal relationships
between practitioners and organizations members.
OD practitioner views them as internal and external
consultants providing professional services-
diagnosing problems, developing solutions, and
helping implement them.
1. People specializing in OD as a profession
OD practitioner refers to three sets of people:
They may be internal or external consultants who offer
professional services to organization clients, including top
managers, functional department heads, and staff groups.
And now, skill sets include concern for organizational
effectiveness, competitiveness and bottom-line results and
greater attention to the technical, structural and strategic parts of
organizations.
They have specialization in conducting social process of
organizations like group dynamics, decision making, and
communications.
2. People specializing in fields related to OD.
OD practitioner refers to three sets of people:
A growing number of professionals in this related fields are
gaining experience and competence in OD, mainly through
working with OD professionals on large scale projects and
through attending OD training sessions such as reward
system, organization design, total quality, information
technology, and business strategy.
Applying such special competence within OD-like process
can be considered as OD practitioners
3. Increasing number of managers and
administrators who have gained competence in
OD and who apply it to their own work areas.
OD practitioner refers to three sets of people:
Studies and recent articles argue that OD applied by
managers rather than OD professional is growing rapidly.
They suggest that faster pace of change affecting
organizations today is highlighting the centrality of
management in managing change. Consequently, OD must
become a general management skill.
Three sets of OD are blurring. A growing number of
managers have transferred, either temporarily and
permanently into the OD profession.
OD ROLES
Internal Consultants are members of the organization
and often are located in human resources department.
External Consultants are not members of the client
organization; they typically work for a consulting firm, a
university, or themselves.
They may perform OD exclusively, or they may
combine it with other tasks, such as
compensation practices, training or labor
relations.
Organizations generally hire external consultants to provide
a particular expertise that is unavailable internally and to
bring different and potentially more objective perspective
into the organization development process.
OD practitioner should have the following basic
skills and knowledge to be effective:
1. Intrapersonal Skills
The ability to inquire into oneself and it remains one of the
cornerstone skills in OD. Practitioners must have the
personal centering to know their own values, feelings, and
purposes as well as the integrity to behave responsibly in a
helping relationship with others.
Bob Tannenbuam, one of the founders of OD, argues
that self-knowledge is the most central ingredient in
OD practice and suggests that practitioners are
becoming too enamored with skills and techniques.
OD practitioner should have the following basic
skills and knowledge to be effective:
Practitioners must create and maintain effective relationships
with individuals and groups within the organization and help
them gain the competence necessary to solve their own
problems. This includes group dynamics, comparative
structural perspectives, and business functions as foundation
knowledge, and managing the consulting process and
facilitation as core skills.
Practitioners must establish trust and rapport with
organizational members so that they can share pertinent
information and work effectively together.
2. Interpersonal Skills
OD practitioner should have the following basic
skills and knowledge to be effective:
The ability to manage the consulting process and the ability
to design interventions as core competencies that all OD
practitioners should possess.
3. General Consultation skills
OD starts with diagnosing an organization or department to
understand its current functioning and to discover areas for
further development.
OD practitioners need to know how to carry out an effective
diagnosis, at least at rudimentary level. They should know
how to engage organization members in diagnosis, how to
help them ask the right questions and how to collect and
analyze information.
OD practitioner should have the following basic
skills and knowledge to be effective:
General knowledge of OD. They should have some
appreciation of planned change, the action research model, and
contemporary approaches to managing change. Be familiar
with range of available interventions and the need for
evaluating and institutionalizing change programs. OD
practitioners should understand their own role in the emerging
field of OD.
4. Organization Development Theory
Make up Class
June 4, 2013

Agenda:
1. Recap of CD 141 Summer Class
2. CD 141 Activities yet to be accomplished:
a. CD 141 Final Exam
b. ODI classroom dry run
c. ODI: Level up Activity

CD 141 Community Organizing 2
B. ODI classroom
Things to consider:

1) Preparation
- Learning climate - Energizer/Ice Breaker
- Dry run (a practice run)
* a testing process where the effects of a possible failure
are intentionally mitigated.

-Size of group e.g. SLE. workshop
- Introduction portion
- Conquering state fright
- Reduce public speaking
- Materials e.g. visual aid, LCD projector, name tag, etc.
CD 141
Community Organizing 2
B. ODI classroom

Things to consider:

2) Actual

- Readiness and preparedness of facilitators and resource
persons
-Process
a. Context- Clarity, adaptability and
understandability of ODI to the learner
b. Content- Compatibility and Appropriateness of topics
c. Methodology- SLE activity and processing

CD 141
Community Organizing 2
Learning Climate
Research has shown that the arrangement of a room has a
strong effect on the participation in a discussion. Those
who can see all the other faces are at an advantage and
those who can not are at disadvantage. If people are
setting in straight rows, it is very unlikely that a good
discussion will develop between them because they can
not see one anothers faces. Most questions and comments
will be directed to those facing the group.


CD 141
Community Organizing 2
Learning Climate

Every effort should be made to enable the participants to sit
in one circle where everyone can see everyone elses face. It
the circle become so big that people cannot hear each other, it
is better to have a two concentric circles (horseshoes, if they
need to see something in the wall.)


Reference: Training for transformation Book 2. pp. 18-10
CD 141
Community Organizing 2
CD 141
Community Organizing 2
Learning Climate on
Seating arrangement
The smallest
groups- 8 to 12
people can be
seated around an
oblong conference
table with at the
helm.

Conference Table
CD 141
Community Organizing 2
Learning Climate on
Seating arrangement
By placing six or
eight oblong tables
end-to-end in U
shape, you can
enlarge the
conference table plan
to accommodate
more people. A
favored arrangement
by many workshop
leaders.
Horseshoe
The horseshoe is flexible, informal, and intimate. Each person has
a writing surface and good eye contact. It emphasizes the equal
status of all participants. The horseshoe is a good choice for
groups of us to 26 people.
CD 141
Community Organizing 2
Learning Climate
One circle/semi-circle
Two concentric circles
ODI recommended seating
arrangement
CD 141
Community Organizing 2
Learning Climate
Seating arrangement
Many workshops take
place in restaurants or
hotels where the meeting
room are set with round
tables, each seating about
eight people.
Banquet style can be conducive to a good learning climate, since the
audience is already seated in circles. They have likely introduced
themselves to one another and feel relaxed and comfortable. The situation
is made to order for small group discussions and other learning exercises.
Banquet style
CD 141
Community Organizing 2
Learning Climate
Seating arrangement
Not recommended
type of seating
arrangement in ODI
Lecture Hall
Introduction Portion

Most of us are a little unsure of ourselves, especially in a group of strangers. People
need help in a new group to get to know other quickly so that they are no longer
strangers.

Left to themselves, most people will stick to the group they already know, so free
time, unstructured social evening, etc. at the beginning of a workshop do not help
people much to get to know one another.

Introductions, with a definite structure, are more helpful and the following
suggested exercises can be a step to start building trust.

1. Describe me
2. Who am !?
3. Introduction on the move
4. Group introduction
5. The journey of my life

Reference: Training for transformation Book 2. pp. 18-10
Size of Group

The majority of people find it difficult to speak in a big group
of strangers. Also there is usually not enough time for
everyone to speak. Therefore if everyone is to participate
actively, small groups are essential.

The majority of people find it difficult to listen attentively for
long periods. Therefore talks should be short and people
should be given an opportunity to discuss in small groups the
points made,


CD 141
Community Organizing 2

Size of group

2s or Pairs are useful for interviews, intimate sharing,
practicing some skills or a quiz buzz with ones neighbor to
stir a passive, sleepy group into action.

CD 141
Community Organizing 2
3s are very useful for getting everyone thinking and
participating actively. One can be passive in a group of 5 but
this is hardly possible in a group of 3.

In testing out an idea, one is hesitant to present to the big
group. If two people think it is worthwhile, one might risk
saying it to the whole group.
CD 141
Community Organizing 2
4s, 5s and 6s. It add variety for sharing ideas and insights.
This can be a good size for a planning team or discussion of a
film or more complex situation. However the bigger group
gets the longer the discussion and the longer it will take to
make decisions.

6-12. This is a good size for sharing ideas when the group has
plenty of time, e.g. a regular study or discussion group. But
from this point view onwards, a group begins to need an
appointed (or accepted) animator or leader. All members
should try to be sensitive to the needs of the group.
Size of group
CD 141
Community Organizing 2
30. A group this can develop a real spirit of community in a
4-5 day workshop. Most people will be able to participate
actively in whole group sessions. As the group gets bigger,
this becomes more difficult.
It will be necessary with groups this size to break into smaller
groups of different kinds of different purposes.

30-200+. Such groups can be useful to bring people into
contact with new ideas, plan policy for big organizations, etc.
However, if 98% of the group are not to be passive, they need
very skillful facilitators and a team of trained animators to
lead small discussions and feed ideas into the planning for the
big group.
Size of group
Conquering Stage Fright
There are two kinds of nervousness.

1) Positive nervousness, racehorse nervousness, an
almost trembling eagerness to be off and running-
thats productive. The adrenalin flows, the brain is
acute, the reflexes quick, the eyes bright. That kind of
intense excitement adds luster to your presentation

CD 141
Community Organizing 2
Conquering Stage Fright
2) Negative nervousness paralyzes. Its the knot in the pit of your
stomach, the sinking feeling. It makes your palms sweat, your throat and
lips dry. It freezes your face, gives your ideas a look of panic, makes your
heart feel as though it will burst.

Negative nervousness dulls the responses and perceptions, numbs the
judgment, turns the body into awkward, inept betrayer. It creates
overwhelming urge to run away.


CD 141
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Negative nervousness robs you of authority, effectiveness and poise when
you need the most.

Negative nervousness comes from feeling unprepared; from being afraid
youll flub your lines and look foolish and incompetent.

Seven ways to reduce Public Speaking Panic

1. If your nervous, dont mention it. Its not what the
audience came to hear. If you dont call attention to your
nervousness, they probably wont notice it.

2. Concentrate on appearing calm. Sit erect. Dont fidget
with your jewelry or shuffle your note cards. Notice
interesting things about the room youre in, the clothes
are wearing. By diverting your attention to you physical
surroundings, you take your mind off yourself.


CD 141
Community Organizing 2
Seven ways to reduce Public Speaking Panic

3. Be cautious about what goes into your body. Eat lightly
though most people have little appetite before speaking, so this
is rarely a problem. Also, too much coffee will increase the
jitters-especially on a empty stomach.

4. Dont take tranquilizers, or any kind of medication that
promises to calm your nerves.

5. Physical exercise is a much better way you to reduce stress.
Fifteen minutes before the activity. Rotate your shoulders and
neck to reduce muscle tension. Stretch your body; then bend
from the waist and go limp. (Do not, of course, do these
exercises at the podium.)
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Seven ways to reduce Public Speaking Panic

6. Just before you go on, take a deep breath from the lower
part of your chest. Inhale slowly, taking little sips of air.
Exhale for as long as you can, as if your draining every bit of
air out of your body. Repeat.

7. If your anxiety was charted on a graph, you would
probably notice that it peaks at the beginning of your
presentation (or as you are being introduced.) So if you feel
your pulse racing or hear your voice quiver at first, dont
panic. Tell yourself-hang in there. It will pass. (And I will!)
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Community Organizing 2
More Mental Messages to boost your confidence
1. The audience is here because they are interested in my subject.
They want to like me. They did not come here to watch me
fail.

2. I am well prepared. I may not have the last word on the issues,
but what I do have to say is carefully considered and well
documented.

3. Im not planning to revolutionize anyone's way of thinking. If
a few people come away with some new ideas and feel better
about themselves and their options, then I have accomplished
something worthwhile.

4. Some people may disagree with me. Everyone is entitled to
his/her own opinion. You cant please everyone.
CD 141
Community Organizing 2
More Mental Messages to boost your confidence

5. Some people may actually dislike me. How petty of them. I guess I can
live with it.

6. Even if this presentation doesnt go as well as Id hoped, I will be
better for having done it. If I make some mistakes, Ill know what to do
differently next time.

You gain something from every presentation you give. If it goes well, you
feel a notch more competent. If it doesnt, you decide, Ill know what to
avoid in the future! either way, its a learning experience.

Every learning experience, success or failure, bolsters your confidence.
Each presentation becomes a little easier. You may never get over feeling
nervous, but if you anticipate it, you can learn to control it.

Reference: Workshops and Seminars, Pat Roessle Materka.
ODI on Campus
Formulation of group work plan for
ODI on campus
ODI with generic OD topics
RP can be selected among CD 141
students with proper protocol and
incentives.
SLE must be clearly
conducted/integrated in every OD topic
Deadline: 1 day before the grade
submission (registrar schedule)

ODI Video Documentation
Level up attitude
Active involvement in the
assigned committee
Learning level and pro-active
participation

Removal requirements:
Compilation of assigned topic
CO TIME: Level up OD
(A CD 141 Culmination Activity)

Organizing a committee

A committee is a small group composed of an organizations
members who are either selected, elected or appointed, and who
share joint responsibility for decision and/or action on tasks assigned
to them.

Step 1: Before organizing a committee determine the
following:

Is there a definite and important task to be done for the
success of the activity?
Can it be done better by a group than by one individual?
Are appropriate people available to serve in the propose task?

Organizing a committee

Step 2:

Define the committees specific functions and scope of work,
and arrange for the selection, invitation and appointment of
members and officers. The president of the organization is an
officio member of all committees.
Organizing a committee

Step 3. Define the following:

Purpose of the committee and its name
Detailed tasks or problems to be handles by the committee
Source and extent of the committees authority and
responsibility
Period or duration the committee is supposed to function

Hall preparation. Prepare seating arrangement, refreshments/food
location. Kami ang simula

Decoration. Responsible for stage designing and decoration.
Borrowing of materials needed. Gephyro

Food. In charge in the preparation and serving of snacks and food.
Community Therapist

Documentation. Accountable in the recording of the events,
capturing the scenarios and learning of the participants for video
and tarpaulin documentation. Prime movers

Program and certificates. Responsible in the designing and
distributing of program in advance. Prepare the certificates for the
RP and participants. Smile

Token. In charge in the making of the token for the activity. Vibra
Essence
Awards. Responsible in getting the list of awards and corresponding
design for the awards.
Tasks
Budget. Determine the total contribution of the activity; follow-up
costing of all the committees and provision of budget.

Facilitation/Secretariat. Responsible for the reception and
registration; In charge for the energizers/ice breakers, pick up lines;
and determine for the hosts (male and female). Ai and Step Up

Invitation (RP) and visual aid. Responsible in looking and inviting
CD 141 student resource persons and preparation of their needed
materials. Step Forward

Freedom wall and shop til u drop. Responsible in the designing of
the freedom wall and CO-OD concepts for shop til u drop. Altruist

Technical and sound system. In charge in learning the operation
sound system for technical support. Knight-errants

Renovation. Make sure that the venue is clean and in order after the
activity conducted.-Endless
Tasks
Hall preparation Kami ang simula
Decoration- Gephyro
Food- Community Therapist
Documentation- Prime movers
Program and certificates- Smile
Token- Vibra essence
Awards- Stars
Budget- The Bridge
Facilitation/Secretariat Ai and Step-up
Invitation (RP) and visual aid Step forward
Freedom wall and shop til u drop Altruist
Technical and sound system Knight-errant
Renovation Endless

Tasks Responsible group