10:05:43	 From  Bill Zybach : Yes the chat notes are captured and both sent to session participants and posted on line with the video.
10:12:32	 From  Bill Zybach : Daniel, Peter, Awesome! Thanks for teaching us for the first time - using this voting feature.
10:18:42	 From  Dan Ritter : How do we achieve results?
10:20:17	 From  Bill Zybach : The design work is only an opportunity actually engage the community for collective learning - it is much less the artifact of the design effort, it is a matter of socializing the desired outcome so folks in the organization who have accountabilities, have more than a piece of paper or directive.
10:21:57	 From  Bill Zybach : The design process is only one of 4 or 5 major phases of a wholistic change process.  I call the complete transformation - from “as is” to “to be” as organization design
10:23:23	 From  Nikki Titcombe : agree Bill.... the design process is part of something bigger and it's so important that the bigger picture is clear up front!
10:23:59	 From  Linda Morgan : Wondering if anyone has suggestions to how to move an organization from a mindset of closed door approach to OD vs open source change?
10:24:07	 From  Bill Zybach : The key issue with Change Management or PROSCI - is that it is integrated in the design effort as the work is done - not done after the design work is complete (so that the change management is about engagement and not trying to get people to agree with decisions already made.
10:25:17	 From  kathy molloy : The Designing for Agility 7-step org design process starts with contracting, as Jill mentioned, defining very clear roles and times frames.  Contracting is a touchpoint throighout the process.  the seven steps include not only design and alignment, but impklementatioin and sustaining through iteration.
10:25:43	 From  Annette Brackin : How are leaders across transitions leading change in addition to managing it?
10:25:59	 From  Bill Zybach : The first assessment that I do of an organization is the nature of the Real culture of the organization - if it is a directive culture, trying to make it more open will be problematic in terms of getting the people to change their behaviors to allow, support transparency….
10:26:02	 From  Pam Daniels : In my experience, these approaches are great in orgs/functions that are comfortable with "process".  But lately I have been working with orgs with leaders that are "anti-process" with a entrepreneurial mindset.  It's a tough sell.
10:27:59	 From  Pam Daniels : Bill--you are right on!
10:29:30	 From  jill windelspecht : Agree - my organization was very process driven so showing it to them and being very transparent that there was a process was absolutely critical. 
10:29:56	 From  jill windelspecht : I would love to know the approach BIll uses to assess the culture first...
10:30:11	 From  Bill Zybach : Being realistic is critically important, and finding the alliances, and not ignoring the old school resisters
10:31:01	 From  Pam Daniels : works for me
10:31:09	 From  Genice Daniels : Sure....
10:31:24	 From  Bill Zybach : I use action research initially- pre-chartering, and then simple surveys after getting a chartering prior to the design work…
10:31:38	 From  Annette Brackin : Pam - based on what Peter is saying -perhaps walking the entrepreneurs through appreciative inquiry/collaborative inquiry and group collaboration methods such as open space and future search - would that help reposition away from process to “experiment?”
10:32:51	 From  Dan Ritter : Love the conversation around how we may need to adapt, given the culture 
10:33:03	 From  Bill Zybach : I so agree with Jill, Surveys are important data collection to feed back to the organization so it can become aware of itself
10:33:04	 From  Pam Daniels : Thanks, Annette.
10:34:05	 From  kathy molloy : Agree with going back to design criteria over and over again as the macro-design is completed and we are working alignment.  Metrics are essential
10:34:13	 From  Pam Daniels : In smaller orgs, have also used focus groups to provide a means for surfacing more specifics around gaps in role clarity, etc. 
10:35:19	 From  Nicole Schaeffer : People adjusting to a new org design are most likely going to travel the change curve. I recommend being intentional about timing with these.
10:35:53	 From  Bill Zybach : As Pam is saying, I can’t do org design without org dev
10:35:55	 From  kathy molloy : Need to work OD and Change mgmt concurrently with design
10:36:05	 From  Nicole Schaeffer : Agree.
10:36:37	 From  Peter Ross : totally agree
10:37:30	 From  kathy molloy : Agree Bill - Non-profits is all about the mission and clear ways to measure progress toward it, so design criteria needs to be set up that way as well
10:40:10	 From  Bill Zybach : I use macro design for the whole organization to see itself the same - often for the first time - and it is associated with the supply chain or value chain.  Only after that can you effectively do the micro design - how it impacts at the service/product delivery level - and identifying not only the change, but the tensions and the new dependencies
10:42:51	 From  Bill Zybach : Adam is right on about the micro - because it provides the transition plan!
10:43:34	 From  Pam Daniels : I would be interested to discuss this in the context of M&As
10:44:13	 From  Adam Redshaw : Hi Pam. Me too. I have done a few M&As and while the design process is similar there are some very important differences I have found.
10:45:00	 From  Bill Zybach : I hate to be brutal, but the admin functions, I don’t bring them in in the Macro, but in the Micro, and how do they support the Macro design and how do they use their function to support the new micros
10:45:52	 From  Peter Ross : you are brutal!
10:46:54	 From  Adam Redshaw : We do the same Bill. They come later and are to be designed to support the core of the business. Unless we are re-designing a support function of course.
10:47:06	 From  Nikki Titcombe : yep same here
10:47:27	 From  kathy molloy : That's essential - Adam's point about building it in.  Yes,it is a final step in my approach as well. Working with the culture type and its needs.  Really like Bill's point around tensions and getting to the real issues that hold things back in the culture
10:51:50	 From  Adam Redshaw : If a company does not want to tell people stuff or involve them we will actually turn work down because it is fundamental to a successful redesign.
10:53:26	 From  Peter Ross : that's awesome Adam!
10:56:26	 From  Adam Redshaw : Yeah metrics seems to be a hot topic at the moment and one that a lot of people seem to have difficulty tackling. I’d join that chat.
10:58:55	 From  Annette Brackin : My first meeting here - it was great.  Thanks everyone!
10:59:06	 From  Peter Ross : thank you all!
10:59:11	 From  jill windelspecht : REally great discussion, thanks to all!
10:59:18	 From  Nikki Titcombe : I agree, great discussion - looking forward to the next ones!
10:59:30	 From  Genice Daniels : Thanks Peter, Dan & Bill for your input, this was great!
11:00:13	 From  Pam Daniels : Thank you for a great discusssion!  Also appreciated your demonstrating Zoom features that are new to me!  
11:00:29	 From  kathy molloy : Really energizing conversation - wonderful forum for learning. Thank you Dan and Peter
11:00:45	 From  Dan Ritter : Thanks everyone.  Great convo!