2. Portfolio 2
Table of Contents
1. Goal Statement…………………………………………………………………………………….3
2. Resume…………………………………………………………………………………………….4
3. Supporting Research Paper………………………………………………………………………..8
a. Abstract ………………………………………………………………………………………...8
b. Review of Literature (Theories)………………………………………………………………...9
c. Review of Exhibits…………………………………………………………………………….11
d. Reflection……………………………………………………………………………………...13
4. Exhibits…………………………………………………………………………………………..14
a. Exhibit 1 - Western Digital: Request for Proposal (RFP).....................................................14
b. Exhibit 2 - Officer Community Involvement Project (OCIP)……………………………..22
c. Exhibit 3 - Final Project Career Development Program Design.………………………….48
d. Exhibit 4 - Tool Roundup: Drill Down-What’s in My Toolbox? …………………….......57
5. Appendix ………………………………………………………………………………………..64
a. Reference letter 1 - Dr. Sylvester E. Robertson, Design Manager, R Square Enterprises LLC………………64
b. Reference letter 2 - Geri Castro, MBA, Director Arizona College of Allied Health…………………………65
c. Reference letter 3 – R. Baker Dolan, Co-Owner, Vice-President Consultant Service, The Pacific Institute...66
3. Portfolio 3
Goal Statement
This portfolio is a professional representation of my consulting proficiencies and aptitude. My
career began as a cosmetologist and business owner years ago that has come full circle, as I now focus on
business management consulting in the beauty industry. My experience, educational background, projects
and papers will reference my knowledge and understanding of organization development. Within the
next three years my beauty business model branding will work to develop increased business acumen
nationwide. The consulting skills that I have acquired in Organization Development, Human Performance
Improvement and Coaching will bring business success through balance, knowledge and increased profit
margins for my clients.
4. Portfolio 4
SharE' D. Lee
801 N. Federal Apt 1050 ⦁ Chandler, AZ 85226
(313) 468-4170 ⦁ imagesconsulting@gmail.com
BUSINESS CONSULTANCY PROFESSIONAL
Dynamic, results orientated Business Consultancy Professional with a solid knowledge in
organization development, sales administration, and customer relations. Proven ability to
achieve and exceed goals for clients from a vast array of different market places. Ability to
interact with individuals at all levels. Uses developed leadership, analytical and business
problem solving models for success and achievement. Broad experience in IT software leads
generation and sales education. Years of experience in the education, technology, and beauty
markets.
AREAS OF STRENGTH AND EXPERTISE
⦁ Business Development
⦁ Org. Development OD
⦁ Policies Compliance
⦁ Process Implementation
⦁ Strategic Planning & Analysis
⦁ Account Maintenance
⦁ Leadership/Coach
⦁ Project Management
⦁ Relationship/Team
Building
PROFESSIONAL EXPERIENCE
South University, Chandler, AZ 2015 to Present
Admissions Representative
• Interview, follow-up, and secure personal developed referrals for enrollment
• Steer efforts towards the recruitment of students in accordance with state and federal
accreditation and organizational policies, procedures and regulations following the best
practices.
5. Portfolio 5
• Explain programs, expected career outcomes, student services, resources and financial
information. Retrieve and examine academic records of students to determine eligibility for
graduation and admission.
University of Phoenix, Tempe, AZ 2012 to 2015
Academic Counselor/Retention Specialist
• Counseled students related to educational concerns including; courses and program
selection, class scheduling, school adjustment, study habits, and career planning. Guided
individuals to help them understand and overcome personal, social, and behavioral
problems.
• Planned and conducted conference to promote resources for adjustment of individual life
experiences when starting or continuing college. Encouraged retention and promoted career
and employment-related programs.
• Compare transcripts of courses with school entrance and degree requirements and prepare
evaluation form.
• Verified grade-point averages to establish students' qualifications for admission, transfer,
degree change, and graduation. Consulted students with academic discrepancies to proper
department heads for further action.
HotChalk, Phoenix, AZ 2010 to 2012
Enrollment Specialist/Sales
• Upheld superior level of expertise for strategic consultation for teachers while methodically
evaluated and defined online Master of Education Degree fit for their specific needs.
• Contributed to the success of strategic initiatives by conscientiously carrying out support for
graduation and retention throughout the whole program.
• Lend a hand for the start-up of organizational plan development with corporate executives.
Sleep Number Bed Company, Glendale, AZ 2008 to 2010
Sales/Sleep Professional
• A top producer who applied a proven sales process to determine each customer’s
individual sleep needs.
6. Portfolio 6
• Build a long term relationships with customer that developed into return or referral
opportunities. Effectively convey product features and benefits well as exceptional
customer service.
• Results and goal oriented sleep professional
Images, Midwest an Arizona 1990 to 2009
Business Owner, Entrepreneur
• Over the years Images has been technology software consulting firm and reseller, realtor,
beauty supply distributor, salon chain owner, trucking expeditor, power washing company,
independent consultant and platform artist and art gallery owner.
• A very successful founder and entrepreneur with advanced sales, marketing, business and
organizational development strategies. Trained, managed and developed many employees
throughout the years. Consulted and represented many national and startup companies,
brands and successfully marketed their products.
• Aries Technology, Tempe, AZ 2006 to 2008
National Business Development Manager/Outside Sales
• Designed effective customer acquisition & satisfaction plans to improve business
implantation and income, (customer/agent acquisition plans and execution).
• Supplied unsolicited and solicited proposals to prospects detailed money saving options for
diversifying payment alternative channels to expand business opportunities.
• Supervised and motivated team to increase sales and ensured efficiency. Managed stock
levels and made key decisions about stock control, resolved health and safety accordingly.
• Provided services as US Accounts Manager for organizations including; Cisco and
International Education Systems for Sales and Business Development with a focus on
technology.
Thomson Netg, Scottsdale, AZ 2005 to 2006
Learning Advisor Corporate Accounts/Sales
• Formulated client’s business data, solved problems by finding solutions, streamlined
operations and improvement in various processes related to the business development.
7. Portfolio 7
• Maintained accurate records of all sales and prospecting activities including; sales calls,
presentations, closed sales, and follow up activities within assigned territory. Completed all
necessary paperwork and followed established center procedures from initiation to
completion of task.
• Methodically performed as a Learning Advisor for Corporate Accounts emphasizing on
Information Technology Training & Development Sales for a Global Corporation. Handled
cold calls, B2B sales and represented for small to medium sized organizations in a 5 state
territory.
Quicken Loans, Troy, MI 2005 to 2005
Mortgage Banker/Sales
• Competently provided active functional support by administering and performing as a
banker for Mortgage organizations in the U.S for overall sales lending. Carried out
interviews, needs assessments, and credit, underwriting and financial analysis services.
• Crafted letters, forms, checks and other documents used for collecting, disbursing and
recording mortgage principal, interest and escrow account payments while processed
payments and maintained records of mortgage loans. Successfully closed and sold over 1.5
million mortgages per month.
• Answered customer questions regarding mortgage accounts and corrected records.
Examined documents including; deeds, assignments and mortgages to ensure compliance
with escrow instructions, institution policy and legal requirements.
EDUCATION AND TRAINING
Master [Organization Development] ROOSEVELT UNIVERSITY | Chicago, IL | 2016
Bachelor [Organizational Leadership] ROOSEVELT UNIVERSITY | Chicago, IL | 2009
Career Coaching, Graduate Credential, 2016
Human Performance Improvement, Graduate Credential, 2011
Realtor, Michigan
Mortgage Banker, Michigan, Maryland, Florida
8. Portfolio 8
Cosmetologist, Michigan and California
Life and Health Insurance, Michigan
Supporting Paper (Abstract)
This project and paper is an introduction and overview of the body of work and
knowledge obtained throughout my Master's degree program in Organizational Development
(OD) with a graduate concentration in Career Counseling for prospective clients. The purpose of
this information is to share my expertise, understanding, and philosophies used in my consulting
career. Included are three theory descriptions and four exhibits models of research papers that
illustrate my education.
This paper introduces and examines the three theories that guided me in my progression
of learning in the Master of Organizational Development MAOD with a graduate concentration
in Career Coaching degree program at Roosevelt University. These theories guided my
foundation of learning and are based on my competencies. Included will be my account of my
research tools, and projects completed in these courses; Managing Organizational Change,
Evaluation Research, Project Management, and Organizational Career Development. Some of
my philosophies are as follows:
Philosopher Heraclitus of Ephesus (530-470 BC) believed:
• There is nothing permanent except change
9. Portfolio 9
• Much learning does not teach understanding
Another Important Ideology Includes:
Organization and Human Systems Development Credo (July 1996)*
• Our purpose as professionals
• We are an interdependent community
• We believe that human beings and human systems
• We believe further that our effectiveness as a profession, over and above our
effectiveness as individual professionals
I look forward to you learning more about the principles that have guided me in becoming a
consultant and coach.
Review of Literature
Organizational Development and Career Coaching are based on and grounded in
examples of theories, models, process, practices, and tools studied throughout my tenure at
Roosevelt University. I will be highlighting three that directly relate to my future in the
Organizational Development and Career Coaching fields, they are Kotter's Leading Change 8
Step Process Theory, Kurt Lewin Change Theory, and the Career Construction Theory by Mark
Savickas. Each example establishes a systematic approach to successful problem solving,
development, culture, and performance improvement. My background in developing
organization began early in life as a business owner by the age of twenty-one, and within years
developed into training team nationally known throughout the career coaching industry. My
career and the educational journey has included coaching, leadership and solving problems.
Diagnosing, evaluating, planning and implementing are my theme song as it relates to working
with individuals, organizations or teams.
10. Portfolio 10
Theory One: Kotter's Eight-Step Process for Leading Change
Dr. John Kotter created a theory for organizational change with eight steps that supports
an organizational change approach for development. Step one describes creating an atmosphere
that will result in success by creating a sense of urgency. Step two to cultivate an all-inclusive
group of advisors that exemplifies know-how and guidance for a guiding coalition. Step three
emphases are creating a concept that is achievable through practical measures and is easy to
explain to develop a change vision. Step four is joining forces and getting everyone onboard with
a clear objective that is inspirational, easy to discuss to communicate the vision. Step five is to
uncover any obstacles (services, structure, and people) to as early this should empower others to
act. Step six is taking advantage of the small victories while transforming to overcome any
opposition to generate energy and create quick wins. Step seven is a reminder that challenges can
surface again down the line so remain steady with increased effort and aim at Mission desired by
management, so don't let up. Step eight calls for recently hired people see the change in culture
and others to feel the infused the change into the corporate culture.
Theory Two: Kurt Lewin Change Theory
A three-step model that provides the change agent with information and knowledge of the
meaning that change when dealing with people. The Three steps are:
• Makes a radical change
• Minimize the disruption of the structures operations
• Makes sure the change is adopted permanently
Change is not an occurrence, but more accurately put it is a method: ready to change
(unfreeze), application (transition), immobilize (refreeze) making it permanent. These change
11. Portfolio 11
methods could be a part of management and supervision for a shift of duties, practices or
strategy; but specifically on the effect, it has with peoples and their commitment to practice.
Theory Three: Career Construction Theory by Mark Savickas
The theory used in career counseling and is framed by the Savickas' Career Construction
Theory. It described how a client could relate past experiences to work and construct their
present career planning. Unfortunately, some people have no set way of planning, and their life
theme reflects repetition or traits that hinder career advancement. Many times people create their
reality due to the way they analyze things and proceed. People react in accordance to how their
lives are constructed from their viewpoints and understanding. Everyone is the featured person in
his or her personal narrative, and they build upon that new meaning, only if they chose to do so.
Be content within yourself, beliefs may inspire new activities. This theory focuses more on
behavior context instead of assessments. Client and counselors are working together to
constructing valued careers through processes, comparisons, and reflection for career and life
development.
Review of Exhibits
Exhibit One: Western Digital: Request for Proposal (RFP)
This Change Initiative Proposal shows the understanding and skill set in creating a
specialized proposal like a Request for Proposal RFP. In this project, my role is a change
management consultant that constructs a comprehensive plan for Western Digital a computer
production company that relocated part of their production in Malaysia, but the trouble is on the
horizon due to cultural.
My change model develops the cause and employs a shift in the cultural concerns so that
organization undergoes continued accomplishment. Documents will include a brief statement of
12. Portfolio 12
the problems U.S. and Malaysian ethnic groups which include Malay, Chinese and Indian who
are having significant cross-cultural communication differences that are causing major quality
productivity problems. It will also show the definition of organization change, change leader's
role, leadership qualities as they relate to change, models of change that guide your work, and
tools that will be used to assess culture and readiness. Change interventions will be used to
initiate and carry out the change process, any resistance to change and evaluating the success of
the change effort. Additionally, is, the data collection worksheet for strategy and ensuring the
also change initiative is successful over time. Finally, a schedule or time frame for the change
initiative and your hourly rate are state. This assessment completed with a high-level model of
change which resulted in using methods theory and application. Let me help you change
initiative!
Exhibit Two: Officer Community Involvement Project (OCIP)
This project shows my skills, attitudes, knowledge of project development, and the
administration interrelated projects by creating a business case and constructing a request for
proposal that would demonstrates how to win a client. This exhibit shows my moderate to high
level of project management, Organizational Development, Educational Curriculum, and Data
Collection and Analysis to solve a compliance, regulatory, efficiency, and cost reduction
solution. This project includes a Project Charter, Project Plan and Proposal, Project Risk Log,
Work Breakdown Structure & Schedule, Project Kick-off Checklist, Project Meeting Agenda,
Project Closure Report, and a Gantt chart for technical abilities. I look forward to helping clients
initiate procedural, department or culture change!
Exhibit Three: Final Project Career Development Program Design
13. Portfolio 13
Career management programs can stimulate change in individuals and organizations.
Many times inner city teen from places like Detroit Michigan may be significantly
disadvantaged. This program design is based on a community career consulting company created
to show the different components of career management, and human resource development and
how to design a strategic career development program. The measurable objectives of the students
will compare and evaluate career choices information with self-information for decision making
and being able to describe and state three areas of career interest after research and evaluation.
Students also present their personal career portfolio on education needed, job hiring trends,
forecast and wages for personal career goals plan. The paper also includes a program schedule,
theories and career interventions and tools for success and illustrates a moderate to high-level
program design overall and improved for the future. I plan to get certified through the
International Coaching Federation (ICF) to improve my coaching skills and develop more in this
area.
Exhibit Four: Tool Roundup: Drill Down-What’s in My Toolbox?
Here is what examples is in my toolbox!
Reflection
I am excited after reflecting on my time spent at the Roosevelt University studying for
my master's degree in Organizational Development and Career Coaching how it has improved
my life. Developing this portfolio was a reminder of all the comprehensive research needed to
learn an assortment of solution-based models for the transformation and change. This
understanding qualifies me to consult and help organizations, businesses, and individual through
analysis and the transfer of knowledge and constructing successful performance measures. As I
14. Portfolio 14
step forward into my future, I will continue to use research-based systematic processes, critical
thinking, and lifelong learning to helping you design effective change!
Exhibit 1
Western Digital: Western Digital: Request for Proposal (RFP)
SharE’ Lee
16. Portfolio 16
1. Statement of Problem
U.S. and Malaysian ethnic groups which include Malay, Chinese and Indian have major cross-cultural
communication differences that are causing superior quality and productivity problems within Western
Digital in the Malaysian division. From observation in the video tutorial, it became evident that
Americans often interrupted and disagreed during meetings and interactions with their Asian counterparts.
Malaysians were more detailed oriented but were often silent during discussions in meetings while
Americans engaged each other at will and without Malaysian input.
Other problems related to culture differences were Malayans sent a lot more emails than US employees
were accustomed and the US employees thought phone calls might be more appropriate instead. The
email battles were so intense upper management had to get involved. A general lack of cultural
awareness ensued in that US employees tended to be more aggressive and blunt than their Asian
colleagues. Lack of understanding each other’s culture resulted in wasted time and money and weakened
relationships.
Structure and fairness within the Malaysia division are also of concern as it relates to the ethnic
diversity within the organization. Status within lowest part of the organization is primarily Mayla and
Indonesian women; however, most supervisors were male Indian, while middle management tended to be
Mayla and upper executive leadership positions were often held by either Chinese or US. Since directors
primarily hired within their ethnic background, the majority of the groups would often speak in their
native languages even though other cultures did not understand. Culture difference in the Malaysian
division contributed to local management using positional power to enforce rules thinking it would
increase productivity; however, this use of authority and punishment from supervisors was seen as
offensive by lower level employees.
17. Portfolio 17
2. Definition of Organization Change and Change Leader’s role.
Organizational change is the process in which a business or organization makes changes to its
structure or cultural climate using strategies, tools and models to generate overall personnel change
efficiently. Changes can take effect in a set period or can be a continuous process.
Change Leader’s first start with being able to provide organizations information on how to apply
structured methodologies while leading their activities. Other roles include assessing the impacts of
change in the organization, creating strategies for change and resistance to change as well as preparing
risk intervention techniques. Change leader’s roles also encompass supporting senior leaders, coaching
supervisors to integrate change management activities into a project plan.
3. Leadership Qualities
I, SharE’ Lee, have proven track record in the field of Organizational Consulting and National
Business Development, I have provided consulting, mentoring and training for numerous software
companies, major Auto enterprises that include the big three auto companies as well as BP Oil. As
President of Images Consulting becoming a consultant for Western Digital’s Malaysian Division seems to
be a progressive path in my career.
I earned a B.A degree in Organizational Leadership (Roosevelt University) and a Graduate Credential in
Human Performance Improvement.
One of the leaders I admire and try to emulate is Rosie Dolan Baker. She is Vice President,
Consulting Services for The Pacific Institute, US Operations. Rosie is a close friend and mentor guiding
me in my endeavors here in Arizona. She specializes in organizational culture, leadership coaching, and
organizational development. Other specialties include conflict management and unleashing people's
18. Portfolio 18
potential using cognitive psychology. Rosie has also worked in the past with the U.S. Army Reserve and
the Internal Revenue Service.
4. Model of change that will guide my work
Using the Kotter’s 8 step model as a handbook has increased my knowledge and one of the most
widely used models. This model is best suited for large-scale organizational changes that need to take
place. The cultural diversity within Western Digital’s Malaysian division requires a model that will
address issues between multiple ethnic groups. John Kotter’s model creates urgency and a need for
change to happen within the entire company. Other steps include creating and communicated a vision as
well as setting short-term achievements that motivate employees when they can see results. Lastly,
building on the change is a long-term approach that ensures employees and the company as a whole have
embraced the change and success are not affirmed to soon.
5. Tools used to assess culture and readiness
The first tool I would use is the Organizational Culture Assessment Instrument (OCAI). This
tool is used to diagnose an organization’s culture by completing a questionnaire where individuals
address six items. The items include dominant characteristics, organizational leadership, employee
management, organizational glue, strategic emphasis and the criteria of success. After scoring these
items, a competing values framework is created and scaled based on clan, adhocracy, hierarchy and
market.
A second tool is an approach used by The Pacific Institute. The tools and approach here are
conducted by understanding that all people can adapt to change. It is a four-step tool where an
assessment takes place initially by gathering information, then an alignment, followed by engagement and
then sustainment. Lastly, is a group of cultural tools based on the research of Geert Hofstede, which
includes country comparisons, culture compass, culture & strategy and organizational culture scan.
19. Portfolio 19
6.
I would suggest using the Whole system approach as a company-wide intervention. This
intervention should be used because it creates large-scale employee engagement and achieves
organization-wide change. The Whole System approach delivers excellent business solutions that build
self-reliance. Four key steps are in this process which is setting the stage, improving the business, the
transition phase and running the business. Within setting the stage a vision and need for change take
place. From there communication and employee engagement will begin. Next, the new systems or
behaviors will be adopted, and old processes will be discontinued in the transition phase, then lastly,
entering into a sustainment element of the process in running the business where continued assessment
and re-evaluation will take place.
A group-level intervention that would be helpful is Collaborative Work Systems (CWS) Design
where all levels of the organization can work together. CWSs create competitive advantages, promote
lateral engagement and increase flexibility. There are 13 critical steps within two broad categories which
are creating the foundation for change and aligning the organization for collaboration. These steps along
with the purpose promote ownership within the change process and give members a stake in the process.
This intervention also tackles issues that may cause resistance and can be used as a strategy in that effort.
7. Strategy for addressing resistance to change
Resistance to change should be accepted as a normal occurrence, and strategic planning should be
done. Anticipating the occurrence resistance and knowing that it is an acceptable risk will aid in
successful change management. Although resistance occurs, it is not an indication of organizational
change failure or unwilling employees.
8. Evaluating success of change effort
20. Portfolio 20
Continuous process improvement is one of the most important parts of the change process.
Earlier I discussed the sustainment phase of organizational change. This is a critical step in Kotter’s
Model. Motivating employees, measuring efforts, and continued communication must be on-going after
the strategic plan is in place. In Appendix A, “Documents Section”, a data collection worksheet has been
included to identify and show how outcomes may be measured.
9. Assessment and re-evaluation will occur at least within a 12 month period within sustainment.10.
Time Frame and Hourly Rates
10. Time Frame and Hourly Rates
Duration
Setting stage for change: 4 months
Initiate Change within the business: 12 months
Transition: 8 months
Monitor within the Business 6 months
Entire change Effort: 30 months
Consultant Hourly Rates
Partner 242.05
Managing Consultant 221.10
21. Portfolio 21
Principal 188.25
Senior Consultant 135.35
Consultant 99.30
Evaluating Outcomes: Data Collection Plan Worksheet
Western Digital is particularly interested in how you will measure the success of the change initiative. In
this worksheet, please identify several outcomes you expect to find when your initiative is complete and
how you will measure them. Include this in your final project. You can either cut and paste this table to
your paper or include this plan in a separate document. Note: delete the content in italics.
Change Agent: SharE’ Lee Initiative: Western Digital Malaysian Division Culture
OUTCOME WHAT DATA COLLECTION
METHOD?
WHEN WILL DATA BE
COLLECTED?
Cohesion and respect within
meetings; eliminate side bar
discussions and foster
participation between Asian
employees
Observation Weekly
Limitation on e-mail traffic
between employees
Record review Monthly
Cultural Change Observation Quarterly
More Enthusiasm Survey Monthly
22. Portfolio 22
References
Cameron, E., & Green, M. (2009). Making sense of change management a complete guide to the models,
tools & techniques of organizational change (2nd
ed.). London: Kogan Page.
Cameron, S., & Quinn, E. (2006). Diagnosing and changing organizational culture based on the
competing values framework (revised ed.). San Francisco: Jossey-Bass
Holman, P. (2007). The Change Handbook the definitive resource on today’s best methods for
engaging whole systems (2nd
ed.). San Francisco: Berrett-Koehler.
Hofstede, G. (n.d.). The hofstede centre strategy culture changet, Retrieved from http://geert-
hofstede.com
Pacific Institute. (2015). Our approach, Retrieved from http://www.thepacificinstitute.com/our-
approach
24. Portfolio 24
Exhibit 2 Officer Community Involvement Program OCIP
Table of Contents
1. Project Charter – pg. 3
2. Project Plan and Proposal – pg. 4
3. Project Risk Log – pg. 9
4. Work Breakdown Structure & Schedule - pg.12
5. Project Kick-off Checklist - pg.14
6. Project Meeting Agenda – pg. 15
7. Project Closure Report - pg. 16
25. Portfolio 25
Appendix A: Project Management Approval - pg. 18
Appendix B: Gantt chart – pg. 19
Appendix C: References – pg. 21
1. Project Charter
Project Manager: SharE’ D Lee, PM4TL
Sponsor: Local Police Departments, Parents and Community Schools
Project Charter:
This charter serves to announce the initiation of the Officer Community Involvement
project. We are undertaking this project in response to several recent events in communities
across the U.S. that highlight the need for a better, more constructive, and less conflicting
relationship between local police officers and the communities they serve and protect.
26. Portfolio 26
The overall goal is to facilitate a program that allows Local Police Officers to engage students in
the classrooms and educate those students on Police procedures, laws, and knowledge of
pursuing a career in Law enforcement. Additionally, fostering ‘Esprit de corps, creating a bond
with students and guidance will be of top priority,
I, Share D Lee have been selected to lead this project. Please provide your complete cooperation
to the project as I embark on this endeavor.
Thank you.
Kind Regards,
SharE’ Lee
2. Project Plan and Proposal
Project Goal
The PM4TL Consultant’s goal is to assist in establishing an educational program in existing local
police departments to help bridge relations between officers and the local communities they
serve and protect. The goal includes:
1. Establishing curriculum for police visits to local schools that will help parents and
students within communities understand rules of engagement.
27. Portfolio 27
2. Facilitating engagement, scheduling and location, between officers and the local
community to address any questions of concerns that may exist giving the community a
voice.
3. Implementing training program within local police departments to re-emphasize how
certain situations should be approached as the first responder to different types of law
related emergency calls.
Problem/Opportunity Definition
The high visibility of arrest related deaths in recent events has prompted national attention.
Although many individuals may view the issue as race related this in not conclusive in all cases
because motivation is subjective in many of these cases. However, it has sparked questions of
how police departments approach enforcing the laws while serving the community, the
dwindling relationship between Officers and their communities, and the communities
understanding of rules of engagement in regards to their role when approach by officers. Further
fueling the divide between Police departments and communities is the will to capture sufficient
statistical data in arrest incidents. Education is needed on both fronts to quell unnecessary deaths
and create a better functioning relationship between the police and the community.
Proposed Solution
The PM4TL specializes in Organizational Development, Educational Curriculum, and Data
Collection and Analysis. Offices are located in Phoenix AZ, and will provide service to establish
a comprehensive educational program that will address both local police departments and
community.
28. Portfolio 28
Education assistance services that will be provided:
• Curriculum for police departments to address with students and parents on rules of
engagement
• Training criteria for Officers on how to approach different emergency calls
Community assistance services that will be provided:
• Facilitating and scheduling meeting locations for Officers and parents to address issues
• Scheduling and coordinating time within classrooms at Colleges and lower grade schools
for Officer to inform students on procedures when dealing with Officers
Statistical services that will be provided
• Data Collection and Analysis of arrest related deaths
• Creation of web related site showing analysis appending to existing police department
sites providing transparent information to communities
Project Selection & Ranking Criteria/Plan
Project benefit category:
Compliance/Regulatory Efficiency/Cost reduction Revenue increase
Portfolio fit and interdependencies
• Local Police Departments must provide guidance to current state laws and local
laws within their jurisdiction and Contractors must be Subject Matter Experts
within their assigned functions
29. Portfolio 29
Project urgency
• Setup meeting between contracted web developers and police department web
developers for integration of comprehensive statistical data on existing site
• Setup meeting between key stakeholders to discuss possible scheduling of
training location and times for schools, parent interaction and Officers
• Establish Curriculum for Officers to deliver to students on rules of engagement
and Officer training curriculum on assessing use of force
Cost/Benefit Analysis
Tangible Benefits
• Address the human and monetary cost in the number of unwarranted deaths
involved arrest
• Curbs the cost involved with deploying the number of officers/resources
responding to minor related offenses
• Reduces crime overall with the community creating a better relationship with
officers and assisting in arrest
• Cost reduced on resources needed to process criminal reports for minor
infractions that escalate
• Cost reduction in misdemeanor criminal court fees and court processing time
Intangible Benefits
• Enhances police investigations to apprehend dangerous suspect when
community cooperates with Officers
• Better general awareness from both Officers and the Community of why
incidents may occur and reduces a rush to judgement on the basis of race,
30. Portfolio 30
religion or gender.
• Increased transparency from Police Departments
Cost: Looking forward towards a 2 year contract of supporting the establishment of
the Program for Data Analysis portion we estimate a cost for contractors supporting
the web design and maintenance phase of the project at $43,800 yearly. Cost listed
below are an estimate weekly of establishing the OCIP program until project
completion within an 8 week time frame. The on-going cost of maintaining Data
Analysis reporting will be on-going for a period of 2 year until contract review.
Cost Categories Amount
Internal Labor hours (320hr X $25hr) $8,000
External costs
Contracted Web designers/maintainers (40hr X $15hrs
weekly)
$4800
External Legal consultants (40hr X 20hr weekly) $6400
Curriculum supplies/software $3,000
Other cost: Meeting Facilities for Officers and Parents $2,000
Total: $24,200
Financial Return
This is a non-profit organization with tax exempt status
Business Requirements
1. All sponsors are aware of cost related activities; use of existing facilities and
equipment from sponsors authorized
2. All sponsors have a firm understanding of existing laws while training and
discussing matters of pending legal cases with parents or other parties involved
Scope
Major project activities
1. Establishing contact with the schools that will start initial program
31. Portfolio 31
2. Establishing contact with Police departments in the school area and determining the
officer manpower availability to provide training
3. Creating Curriculum and schedule for Officers in schools as well as meeting facility
and schedule for parents
4. Creating slides for officers to review their training on assessing use of force
5. Implementation of collecting data and creation/integration of statistical web site
Out of scope activities that are critical to the success of the project
Major Obstacles
1. Staying within Budget
2. Getting the word out to the community
3. Ensuring technical equipment support is on-site at training locations (audio/video if
needed)
4. Understanding of criminal and civil law on the part of the community and Officers
Risks
1. Lack of Funding
32. Portfolio 32
2. Not enough visibility within the community
3. Inadequate support from Officers and/or parents
4. Non-availability of facilities for Officer/Parent conferences
5. Time Constraints in student classrooms for training
Schedule Overview
Estimated Project Completion Date: [07/17/2015]
Major Milestones
Obtain city approval 05/18/2015
Local Police Department cooperation/agreement 05/20/2015
Begin collecting statistical data 05/22/2015
Determine Officer approved Instructors 05/27/2015
Coordinate with local schools (Dean, Student President,
PTA)
05/27/2015
Create Curriculum for Officer and community training 05/28/2015
Setup/coordinate in-classroom schedule for training 05/29/2015
Schedule facility availability for Officer/Parent
Conferences
06/01/2015
Setup training for Officers on Curriculum for students 06/08/2015
Train Officers on Curriculum 06/15/2015
Conduct Officer training 06/22/2015
Conduct Student training 06/29/2015
Conduct Officer/Parent Conference 07/06/2015
Complete initial statistical data analysis 07/13/2015
Close project 07/17/2015
External Milestones Affecting the Project
Secure Web Design contract 05/18/2015
Obtain software/additional hardware support & supplies 05/22/2015
33. Portfolio 33
4. Work Breakdown Structure & Schedule
Task ID Task Begin End Duration Assigned To
OCIP Mon
5/18/15
Fri
7/17/15
45 days
1.1 Establish
Agreements/Initiate
Contracts
Mon
5/18/15
Thu
5/21/15
4 days PM
1.1.1 Initial Meeting with
Sponsors to discuss
agreements and terms
Mon
5/18/15
Mon
5/18/15
1 day PMT, COP, PTA &
DN
1.1.2 Meet with Web Design and
Data Analysis teams and
establish contract of
services
Tue
5/19/15
Tue
5/19/15
1 day PMT, DAL, & WDM
1.1.3 Determine Officer
Improved Instructors and
obtain agreement signatures
Wed
5/20/15
Wed
5/20/15
1 day PM, COP, & LPD
1.1.4 Web Design meeting for
Officer Training and Data
Analysis web publication
Thu
5/21/15
Thu
5/21/15
1 day PMT, WDM & WDT
2.1 Classroom Training for
Students
Fri
5/22/15
Fri
7/3/15
31 days PMA, LPD, DN, & SP
2.1.1 Coordinate in-classroom
training times
Fri
5/22/15
Fri
5/22/15
1 day PMA, LPD, DN, SP
2.1.2 Create training curriculum
for classrooms
Mon
5/25/15
Fri
5/29/15
5 days PMA, LPD, PTA, &
SP
2.1.3 Conduct In class room
training for students
Mon
6/1/15
Fri
7/3/15
25 days LPD
3.1
Data Analysis
Fri
5/22/15
Thu
7/16/15
40 days PM, DAL, DAT
34. Portfolio 34
3.1.1 Create Data Reporting form
- must be completed with
Officer reports and
Establish data collection
times
Fri
5/22/15
Fri
5/22/15
1 day
PM, DAL & DAT
3.1.2
Distribute forms to Local
Police Departments
Mon
5/25/15
Mon
5/25/15
1 day PM, DAL
3.1.3 Collect and Compile Data
Mon
5/25/15
Fri
7/3/15
30 days DAL, DAT
3.1.4 Analyze Data
Mon
7/6/15
Fri
7/10/15
5 days PM, DAL, & DAT
3.1.5
Publish to Analysis results
to Website
Mon
7/13/15
Thu
7/16/15
4 days DAL & WPM
4.1
Web Design and Officer
Training
Fri
5/22/15
Thu
7/16/15
40 days WDM, COP & LPD
4.1.1
Web Curriculum creation
for Officer learning site
Fri
5/22/15
Fri
5/29/15
6 days PMT, COP & WDT
4.1.2
Monitor Web Training
Completion
Mon
6/1/15
Fri
7/10/15
30 days WDT
4.1.3
Collect Electronic
Certificates
Mon
7/13/15
Wed
7/15/15
3 days WDT
4.1.4
Report Officer training
completion rate/results
Thu
7/16/15
Thu
7/16/15
1 day PMT & WDT
5.1 Project Meeting 5/29/15 7/17/15
26 hrs. PMT, WDT, DAT,
COP, PTA, LPD
5.1.1 Project Meeting 1 6/5/15 6/5/15
2 hr. PMT, COP, LPD, &
PTA
5.1.2 Project Meeting 2 6/12/15 6/12/15
4 hr. PMT, COP, LPD,
WDT, PTA & DAT
5.1.3 Project Meeting 3 6/19/15 6/19/15
2 hr. PMT, COP, LPD, &
PTA
5.1.4 Project Meeting 4 6/26/15 6/26/15
4 hr. PMT, COP, LPD,
WDT, PTA & DAT
5.1.5 Project Meeting 5 7/3/15 7/3/15
2 hr. PMT, COP, LPD, &
PTA
5.1.6 Project Meeting 6 7/10/15 7/10/15
4 hr. PMT, COP, LPD,
WDT, & PTA
5.1.7 Project Meeting 7 - Final
Meeting/Lessons Learned
7/17/15 7/17/15 8 hrs. PMT, WDT, DAT,
COP, PTA, SP, DN, &
35. Portfolio 35
LPD
Comments
Here is a Legend of Participants in the Assigned to column
COP = Chief of Police (Sierra Joe)
DN = Dean (Mr. Clark)
DAL = Data Analysis Lead (Ken Reynolds)
DAT = Data Analysis Team (Includes Lead)
LPD = Local Police Department Officers
PMA = Assistant Project Manager (Cynthia Lee)
PM = Project Manager (Share Lee)
PMT = Project Management Team (PM and PMA)
PTA = Director of Parent/Teachers Association (Barbara Lincoln)
SP = Student President (Stephen Washington)
WDM = Web Design Manager (Ralph Lauren)
WDT = Web Design Team (Includes Manager)
5. Project Kick-off Checklist
During the project the following issues will be addressed throughout:
Stakeholder Participation
X Project sponsors are in agreement with project goals and understand what is necessary for the project to be
successful
X Team members (Project Manager and Assistant PM) as well as contractors, key sponsors understand their
specific roles, responsibilities and know how critical their part plays in the overall success of the project.
X Officers, Parents, Students and Teachers in the community understand their contribution to the project and
have dedicated their support to the success of the project within the community.
Project Process
X The project will try to adapt and attempt to meet the needs of officers, community, and the political
36. Portfolio 36
climate.
X The budget will be recorded in MS Project and will be available to sponsors and team members.
X Continuous risk management activities will reveal new risks, which are evaluated and assigned to team
members and contractors.
X Known risks are monitored where possible, mitigation strategies are followed to reduce the probability or
impact.
X The Project Manager (myself) and my assistant meets on a regular basis each week to discuss best practices
and issues within the project. We will discuss the overall progress of the project and cost/benefit overview
as well.
Project Team
X Ground rules and a Communication plan has been established
X Team members are aware of the roles, expertise within their assigned area for the project.
X Team members will engage in activities that will foster spirit d’ corps and team building activites.
6. Project Meeting Agenda
There are 6 meetings throughout the project and will occur each Friday with a continued effort to
address cost overviews, achievements, risk and best practices; first meeting date/time and agenda is
listed below
Meeting Date Meeting Time Location
[05/29/15] 08:00am – 10:00amEST Mountain High Public School Auditorium
Meeting Leader SharE’ Lee
Meeting Purpose Discuss matters involving the Officer Community Involvement Project
Project Purpose [Purpose description from statement of work]
37. Portfolio 37
Participant Names Attended?
SharE’ Lee Yes
Cynthia Lee Yes
Sierra Joe (COP) Yes
At least one volunteer from LPD Yes
At least one volunteer from PTA Yes
Ken Reynolds (DAT) Yes
Ralph Lauren (WDT) Yes
Agenda Item
Who’s
Responsible
Time Allotted
1. Introductions/Attendance All present 0800-0805
Roll call and brief summary of each person’s involvement with OCIP
2. Point of Contacts All present
Establish Communication plan; discuss how often key members must coordinate with others and by
what means available.
Created list of key members e-mail address, phone information and times available. Will be
continually updated/addressed during each following meeting.
3. Schedule of Events and Responsibility PM 0830-0915
Discuss the purpose of project and time when key events must take place within the project for
success
Statement of work and WBS re-addressed and discussed with all team members to ensure all team
members are on track with meeting the goal of the project
4. Cost/Benefit Analysis PMT, DAT,
WDT
0915-0945
38. Portfolio 38
Discuss estimated cost for web design and data analysis versus benefits of the project from proposal
Cost vs benefits presented and re-addressed in weekly meetings with Cost overview report and
Resources overview report
5. Risk/Lessons Learned/Best Practices All present 0945-1000
Discuss potential risk, what has been learned previous week or from the past and what can be done
better. Take any questions
Implemented best practices and identified risk involved and answered questions each week from
previous week.
7. Project Closure Report
Project Goal
Facilitate a program that allows Local Police Officers to engage students in the classrooms and
educate those students on Police procedures, laws, and knowledge of pursuing a career in Law
enforcement.
Project Objectives & Results
Objectives from Statement of Work Results
1. Establish curriculum for police visits to local schools to help parents and students
understand rules of engagement
100%
2. Implement training program within Local police department to re-emphasize
community relations
100%
3. Establish Data Analysis website 100%
39. Portfolio 39
Scope Comparison Additional scope: N/A
Schedule Performance
Project completion date: Approved – 11 Jun 15, Actual – 17 Jul 15
Major Obstacles Encountered
1. Meeting times between officers’ schedule and students
2. Classroom availability
Lessons Learned that are Relevant to Other Projects
1. Application of Data input in MS Project should be done at earliest possible date.
2. Resources allocation should also be input in MS Project
Appendix A: Project Management Approval
This is a required submission for the Project members and parties involved with OCIP. All
parties have acknowledged that they understand their roles and responsibilities and any changes
made within OCIP will be approved and coordinated by designated authorities.
Signature: Sierra Joe Date 6/11/15
Printed Name: Sierra Joe
Title: Chief of Police
40. Portfolio 40
Signature: SharE’ Lee Date 6/11/15
Printed Name: Sierra Joe
Title: Project Manager
Signature: Cynthia Lee Date 6/11/15
Printed Name: Sierra Joe
Title: Assistant Project Manager
Signature: Ken Reynolds Date 6/11/15
Printed Name: Sierra Joe
Title: Data Analysis Lead
Signature: Ralph Lauren Date 6/11/15
Printed Name: Sierra Joe
Title: Web Design Manager
Signature: SharE’ Lee Date 6/11/15
Printed Name: Sierra Joe
Title: Project Manager
Appendix B ,Gantt chart.
42. Portfolio 42
References
US police kill more than two people a day, report suggest – BBC NEWS. (2015 May 31).
Retrieved May 31, 2015, from http://www.bbc.com/news/world-us-canada32950383
43. Portfolio 43
Exhibit 3
Final Project Career Development Program Design
TRDV 420: Career Development in Organizations
Roosevelt University
44. Portfolio 44
SharE’ Dawn Lee
Professor Michelle Filicicchia
March 13, 2016
Exhibit 3: Final Project Career Development Program Design
Career development is a continuous process of on-the-job training as well as life
experiences that influence decisions. There is especially a critical need to help high-risk high
school students with career development. These students need specific help and emotional
support from knowledgeable counselors with 21st-century training.
Images Community Career Consulting Firm recently opened in downtown Detroit, after
winning a grant from the Department of Labor. The grant is to help selected high school teens in
the city of Detroit, Michigan with career development. Many students from Detroit are from a
variety of environmental conditions and upbringings including unemployed, low to middle-class
families. Images Community Career Consulting Firm plans to help students in identify the world
of different career opportunities, teach them to build extensive self-knowledge, and plan career-
life roles that will be essential elements in lifetime career transitions.
Target and Needs
45. Portfolio 45
From our estimation and knowledge, no other long-term career development plan has
ever been offered to the students. The Detroit high school students participants will include male
and female students from age fourteen 14 to eighteen 18 years old, from all public Detroit High
Schools. The students will not be selected based on diversity, but Images recognizes that many
of the schools have populations that are predominately minorities. Every student regardless of
grades and age will have the opportunity to be chosen to participate if selected.
Inner city youth are sometimes overlooked, so Images plan is to assist and helps students
get new information, overcome barriers, coordinate, educate, counsel and strategize long-term
planning. This will help students decide what career choice may best fit their aspirations, desired
footsteps, happiness, and influence them as role models. All supplies and needs for the program
and transportation will be provided throughout the duration of the program.
Measurable Objectives
By the end of this program each year participants will be able to:
• Compare and evaluate career choices information with self –information for decision
making.
• Describe and state three areas of career interest after research and evaluation.
• Present their personal career portfolio on education needed, job hiring trends, forecast,
and wages for personal career goals plan.
• List potential roadblocks and develop a barrier techniques list that will include resources,
mentors and plans.
46. Portfolio 46
Program Schedule: Synchronous and Asynchronous Learning for a year
Where When How Long Delivery Mode
Conference
Center
Quarterly
Super
Sessions
Eight hours In Person
Images
Career Office
and Students
High school
1 day week Two hours In Person encouraged but
Virtual if necessary
Field Trip Monthly Four Hours In Person
Phone /Text
Computer
As needed As Needed Technology
Theories to Guide Program
John Holland’s Theory (1959, 1966, 1973, 1985a, 1997) has been around for long time and
offers viewpoints specific to distinctive variances in persona and characteristics in job titles; it
also looks at that person's conduct in that interaction environment. (Niles, Harris-Bowlsbey, Pg.
215) The Holland System and Code (RIASEC) have over 30 years of research and is one of the
current organization systems used in schools. It is also within the United States Department of
Labor's, Dictionary Of Holland Occupational Code, Act’s Classification includes Hollands type
for the World of Work Map (Niles,Harris-Bowlsbey,Pg. 216)
Savickas’ described within the construction theory people use or “construct” their careers
based on their life experiences, by applying meaning to their past learning activities and work
practices (2005, p. 43 & p. 107). In the Career Construction theory, three viewpoints are
incorporated: The development aspect which focuses on how individuals adjust differently
during the Career Development process, the differential elements that look at the various ways
people actually work based on their past experiences and abilities, and lastly the dynamic portion
47. Portfolio 47
looks at how individuals use their life experiences to create meaning in how they work.
(Savickas, 2005, 2009).
Within the Career Construction theory counselor’s associate peoples life stories and traits
are shown in their activities, interest, or values to demonstrate how they use these attributes with
the individual’s career behavior rather than using assessment scores. A similar repetition of an
individual’s experiences and traits is a life theme, where the career counselor can help people
understand why their abilities and interest are necessary and useful in their career endeavors.
Career Intervention Tools and Resources
Holland Code (RIASEC) Test: is used for any individuals as it relates to employment
designations and your particular distinctiveness and career development for the future. I choose
this intervention because it will help the High School teen students be able to create a common
theme for the mission and vision for their life specific to jobs/careers that correlate.
Career Style Interview (CSI)-
Supports, simplifies and articulates understanding through inquiries, provoking
inclinations for expressiveness within life perspective and private meanings and the significance
of career activities. This aids in stimulating particular actions and career understanding.
Vocational Reptest –Role Construct Test
Client labels and constructs associated professions then they are requested to relate and
compare the groups of jobs and grade and score each of them.
Laddering Technique
48. Portfolio 48
Decides, which constructs are more essential to pinpointing their relations and
significance in their classification of the construct. From there locating three occupations
constructs by asking questions and continue to climb the ladder. This illuminates identifiable
feeling….
Vocational Card Sort (VCS)
These are two-sided career occupations cards that can be grouped, one side of the card
has a picture of the job, and the other aspect of the card has statistics and discovery details about
the occupation. Clients should sort cards into three jobs, would take into account, second, those
they would not take into account or choose, and three, not sure about. Then split the three piles
again in a way that explains their typical motives for approval or dismissal of information for
assessment of their principles or constructs.
Using both the Holland Code (RIASEC) Test & Constructivist Career Interventions will
help these Detroit high school teens look within themselves and into a big world and find a
suitable career path for each of them. My hope is that it will create happiness, passion, and
financial support until retirement. Images also hope that the experience can be duplicated and
taught globally especially in urban areas for career success.
Super Sessions
Number and Title
Description of
Session
Content of Session
Super Session One
Opportunity
Platform
Program Overview,
Goals, Support,
Interviews, Groups,
Breakout sessions,
Calendar, Portfolio
Complete program
strategy details, plans,
meet and greet with
questions, roundtable
reviews, dates,
distribution of written
info & portfolio,
Survey
Super Session Two World of Assessment Results,
49. Portfolio 49
Empowerment Point Work/School, Career
Themes, Persistence,
Data Self-Information
/Value Skills,
Roadblocks,
Branding, Group
Break-out, Feedback
Arrangements &
Reports
Partnership Review
Self-identification
Search Methodology
Career Identifications
Handling Problems
Survey
Super Session Three
Driving Section
Progression, Create,
Pinpoint Development
Activities,
Responsiveness,
Networking,
Opposition,
Analyzation, Group
Breakout,
Follow-up
Super Session Four
Resolution
/Functioning
Juncture
Future Help &
Support Details,
Describe Decisions,
Convey Plan and
Portfolio, Resolution,
Group Break-out,
Awards and Follow-
up
Success of program and
future, contacts,
Portfolio
Presentation, follow
plans, questions,
accolades
and survey
Local Sessions
Events
Locations
Types of
Session
Assignments
and
Interventions
Explanations Responsible
Party and
Details
Weekly
Career
Builder
at
Images Career
Center
Assessments
Interview/Meeting
Group Sessions
Survey
Assessments
Holland
RIASEC
CSI
Vocational
Retest Laddering
Vocation Card
Slot
Interview/Meeting
Initial and
Quarterly and
Final Interviews to
determine growth.
Weekly Meeting to
with Counselor to
build confidence ,
answer questions
and build portfolio
Group Sessions
Weekly session
with other teens
to build
connection,
encouragement
and team
alliances
Survey
Team meeting High School Parent or support Individual
50. Portfolio 50
Monthly
High School
Team Meeting
with student, high
school counselor,
Career Counselor
and sometimes
other officials,
parent(s) or
mentor
classes choices,
resources ,
tutoring, and
grade review
progression
system updated
with barrier needs
as needed
review of
planning and
feedback and
survey
Monthly
Field Trip
Connect with at
least Three
Different
Professionals with
Experience
Meet and align
with Professions
Get a small amount
of hands on
experience
Group
Questions,
Comparisons
Survey
Executive Outcomes
After the completion of the program, Detroit students will have a much bigger picture of
career development and different jobs around the world. It impacts on how students build the
rest of their lives and career choices. Students will have a strong connection to three career
choices and realize how and why have made their decisions. With networking, mentoring, links
to their field, education, and a barriers plan, students should feel the strength in moving forward.
Their personal Career portfolio plan will give students tools to fall back on and build from, as
they continue their career journey. The success of this program will help make other active
programs, and someday help them to give back to their community. Images hope to win
continued contracted to get relevant statistical information as we track alumni and encourage
new students yearly.
Methods of Evaluation and Summary
51. Portfolio 51
Students and high school officials will use monthly surveys, interview details and
reviews to evaluate the progress of the program. Each student will have both a formative and
summative plan discussed using data and video presentation. Changes and benchmarks are based
research, evaluation, statistical information and ratings are complete. Other questions and
observations: What percentage of students continuing the specified plan within 90 days of
program conclusion and other future timelines? Have students decided on additional education
program based on career development? Measurable objectives to fulfill future funding include
these outcomes:
Students must have developed a self-information details form that explains how they
make career choices based on self-identity. They must have investigated and identified three
careers options with listed research and evaluation information. The student must design,
organize diagnosis and have an inspected career portfolio. It will detail their complete career
plan including education needed, job hiring trends, forecast and wages, and personal career
goals. Students must also devise a plan that will help them solve any potential issues or barriers,
and know where to get resources, and assistant from mentors if needed.
Executive Summary
Detroit high school youth may not have had the opportunities to learn from others how to
develop and follow lifetime career decisions. Times have now changed!
Knowing what you want to do in life and how to get there is now only a portion of the
skill set our students will be able to continue to use. They will enjoy personal satisfaction,
accomplishment, and great career opportunities on the horizon.
Now they have first-hand career knowledge, mentors, peers, a career portfolio and barrier
plan to strengthen their success story. Our Detroit high school students will have access to their
52. Portfolio 52
personal career portfolio to follow up on and build upon, for growth, performance, competing,
enjoying life and giving back.
Exhibit 4
Roosevelt University
Managing Organizational Change
TRDV433
Professor Kathleen Iverson
Tool Roundup:
Drill Down-What’s in My Toolbox?
53. Portfolio 53
SharE Lee
Exhibit 4: Tool Roundup: Drill Down-What’s in My Toolbox?
Whole System Tools
1. Whole System Approach WSA
Is a structural whole system way to merge various extensive change operatives into one
whole system approach? The overall comprehensive design creates an across the board unity,
responsibility and assurance that enriches both leadership and employees.
2. Appreciative Inquiry Summit
This is a method of beliefs and life training systems supported in investigation and
studies. It shows practical applications in what is operational, functional and their objectives. The
expectations will be for succeeding quickly with better justification rather than just resolving
issues.
3. Human System Dynamics (HSD)
54. Portfolio 54
Human systems dynamics (HSD) is a developing discipline and philosophy with methods
of chaos and complexity science. This conception helps draw principles, simulations, and
metaphors to persuade such self-organizing designs in human systems.
4. Strategic Visioning
A joint collective vision and thought the pattern that speeds up understanding an improvement of
an organization conditions, and goals. Primarily used when an innovative configuration is
needed during transformation.
5. Whole-Scale Change
Whole-Scale permits the mass of the organization to build a new culture at that time. It is
comprised of a succession of small and large group collaborations that helps the body to
undertake a concept modification and change. It uses a complete and whole learning approach
using small groups at embodying all points, tasks, layout and philosophies in the organization.
Small Group Tools
1. Affinity Process and Chart
The Affinity Process and or Chart can find breakthrough or agreement in a group by
using sticky notes and positioning through similarity and also branding them into classifications
and themes.
It clearly expresses concern, request or complicated issue on separate sticky notes.
Each member should quietly develop their chart method. Then resume as a team and reorganize
until there are consensuses and vital connections for the header card groupings. Then the group
defines the problem by examining what is advocated and proposed.
2. Dot Voting
55. Portfolio 55
Dot voting is an immediate, easy guideline intervention for groups to use in agreeing on
main concerns, values, or the order importance when there are too many choices. It helps a team
to create a list and directory for a specified time frame instead of trying to do everything.
Begin by coming up with different many different possibilities in any order. Allow ample room
for arrangement space in the middle and between them to place sticky dots. Everyone in the
group gets ten dots and is asked to choose by importance their primary concerns. They can use
up to four dots on one of their choices. They are to use all ten dots but No More Than Four on
Any ONE item (top pick) while some will have no dots. Once completed, count the number of
dots then create your precedence list on another chart page. Talk with the group about an
agreement and the clear winners that should start the listing order and then the rest. This should a
very visual tool that is enjoyable and restriction debate but gets participation from the entire
group.
Individual Tools
1. Analyze Personal Visioning Charts
Your career whether seasoned or new has had some ups and downs. To imagine your
future, you will look many years out. Whether you are just starting your career or if you have a
long history you have been drawing patterns and designing visual templates. Visioning
necessitates that a person dreams and think of what is in store for them through expectations.
Precise History: Tape two 11x17 sheets of paper create a clear-cut period. Tier your physical,
school transitions and career moves. Create and connections using your peaks and valleys
drawing using similar and different substantial associations.
Connect Ups and Downs: Look at how the peaks and valley collate and have a natural
layout. Quiet times gets us ready us for elevated times.
56. Portfolio 56
Vision Collage: Use pictures with terms and titles from a publication and create a collection for
your visual and mental picture.
Use Paper or Computer Tablet to create a Peak and Valley Template. On the initial page
write My History with a line at the bottom. Then instinctively, sketch a peak and valley mark
denoting ups and downs in your profession and tag the results. It should be easier now to
associate things that happened around the ups and downs periods.
SWOT GRID: Pencil in on a separate paper four box grids. Then record your Strengths
and Weaknesses on the left and Opportunities and Threats to the right as to spur motivation and
follow gaps. Use the right side to fill in the circle with opportunities and benefits with a more
immediate outlook. Then to the left threats and circumstances that might hurt or your career.
Vision Mandala: On a third page use words and envision being at the top of the mountain in the
future at the height of your career.
2. Personal Decision Wall Tool
A decision wall urges you to cling to your big picture and make decisions using options.
Get a big piece of paper that can be laid out and lots of sticky notes. Think about an important
choice that needs to be made and the benchmarks that need to be met for achievement. Pinpoint
multiple options and put them on separate sticky notes. Make four grids classify and arrange
them by your conclusions on what the implications might be your decision.
Questions yourself: Are the consequences a high or low return? Is this going to be problematic or
easy to apply? Then surround the notes with added notes concentrating on positives and negative
selections. Ultimately, a resolution will be at hand, and you gained insight.
3. Metaphors & Models Intervention
57. Portfolio 57
Start with a definite purpose that you have your attention on and plan to stick with long
term. Choose a symbol that makes sense personally, to the people and the organization as a
Flexible Visual Anchor. The visual anchor should be able to be used in different media outlets
and link to unforgettable stories. This intervention helps people see what you mean respond and
relate in communications. Personal experience and principles come into play. There are specific
guidelines and questions for self-evaluation:
Can I develop a way to know when I am exercising abstract, metaphoric intellect? Do the
metaphors that I care about important to others? Can I associate my mental models and rationale
with impressively interesting accounts of a situation through descriptive and visible statements?
Are my metaphors collective enough to be shared with a computer or database models? Will
teaching myself to envision my innermost metaphors and models make it easier for me to
improvement my graphic IQ?
58. Portfolio 58
References
Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on
today's best methods for engaging whole systems. San Francisco: Berrett-Koehler.
Sibbet, D. (2013). Visual leaders: New tools for visioning, management, & organization change.
Hoboken, NJ: John Wiley & Sons
59. Portfolio 59
Appendix: Reference Letter 1
R Square Enterprises LLC, Los Angeles, CA
To Whom It May Concern:
It is my pleasure to provide this reference letter for SharE’ Lee.
Ms. Lee and I work on a number of projects together marketing third-party technology products to
public schools in the western part of the United States. Ms. Lee is an excellent marketing professional
and presenter. She is masterful at demonstrating to educators, skills needed by students and then
matching those skills and concepts to appropriate software. She Provides instructors with
straightforward staff development tailored to their level of understanding.
In this rapidly changing information age, Ms. Lee has the ability to explain complex procedures to
various levels of educators with simple but understandable language. Because of that skill set, SherE’
has been able to market products to a wide range of the educators, extending far beyond the traditional
education population.
60. Portfolio 60
It was an always a pleasure working along with Ms. Lee because you would always leave with something
you could use in the future.
If you would like to discuss this reference letter further, please do not hesitate to call me at 1-323-691-
3572 or via e-mail at ssroberts37@gmail.com
Yours truly,
Dr. Sylvester E. Robertson
Design Manager
R Square Enterprises LLC
Reference letter 2
April 23, 2016
To whom it may concern:
Re: Shar Lee
I am writing this letter to you as a personal reference for Shar Lee. I have known Shar for over 46 years;
we met as children in elementary school. Shar has a magnetic personality that draws people towards her
and she has never been one to take advantage of anyone’s trust.
Shar is an entrepreneur and owned several businesses such as: Technology Business Development Firm,
Salons Trucking business, an Art Gallery, and many years in the Education Industry. She has also been
active in the community and church. Shar’s commitment to church and the community has led to her
completing her Masters of Organizational Development with emphasis in Career Coaching.
Shar is a leader with strong morals and values and would make a great asset to any organization.
If you require more information, please feel free to call me: 313-475-0678 or email me at:
geri.castro2121@gmail.com.
Sincerely,
