Practitioners as Leaders
The mission of the Master of Science (MS) in Organizational Development & Leadership (ODL) program is to prepare leaders in the art and science of strategic change and leadership and to inspire the ODL field to rigor and relevance. The program’s action learning orientation develops leaders who:
Have the ability to lead organizational change.
Embrace collaboration to achieve desired results.
Engage in reflective practice to continually develop and enhance their performance as practitioners-scholars.
Philosophy of Practice
The philosophy and practice of the ODL program is to teach adult learners to take a whole systems approach to inquiry and intervention design, realizing when there is an intervention in any one part of an organization's system, there is impact on the whole system. The program leverages action learning and a unique combination of organizational theory and individual self-discovery to provide an essential leadership perspective. Intentionally designed for the working professional, the program prepares adult learners to better understand organizations as dynamic systems. The integration of theory-in-practice supports intentional inquiry, discovery and intervention design processes necessary to support the development and health of the organization at individual, group and organization levels.
Goals and Objectives
The goals of the Organizational Development & Leadership program are:
1. To enhance the interpersonal skills of adult learners as they engage in an intentionally designed action learning environment that mirrors the multiple levels of diversity that are present in their organizations.
2. To develop adult learners who are effectively navigating and managing themselves in the anxious situations that exist in the organization as a complex emotional and political system.
3. To develop practitioner-scholars who embrace and engage ODL theory to inform their practice and are focused on achieving enhanced individual and organizational results.
4. To develop leaders who practice with a collaborative leadership stance using a whole system approach to organizational diagnosis and intervention design by leveraging learned dialogue for action strategies.
5. To develop practitioner-scholars with an ability and orientation to:
a. Observe an organization or team as an emotional system.
b. Assess the patterns that are impacting organizational performance.
c. Make collaborative decisions on how best to intervene to bring health and progress to the system.
6. To develop leaders who as reflective practitioners gain confidence in their use of self as an instrument for organizational diagnosis and change with a commitment to deliver results.
7. To provide opportunities for student-practitioners to lead in the ODL Community of Practice as we collaborate with different organizations to serve our region and enhance the field.