Article based on an interview with Mee-Yan Cheung-Judge

Because it involves internal stakeholders, Organisation Development differs from a traditional consultancy process. It not only develops the capacity for enhanced performance, it also encourages learning. Reflecting on over 20 years of research, observation and experience in OD, Mee-Yan Cheung-Judge highlights the benefits of this collaborative process and identifies the required roles and competencies of its practitioners for enhanced organisational effectiveness.

Publication details:
research@roffeypark, Issue 5, March 2002
For more information please go to the Roffey Park website: www.roffeypark.com

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Mee-Yan Cheung-Judge

The promise of a bright future for OD lies in the hands of its torch bearers, OD consultants and their commitment to the continuous development of a competency that lies at the heart of their effectiveness - the self as instrument.

Drawing on an extensive literature review, the author lays down the premise that this competency is a prime asset when it comes to building the kind of quality relationships with clients that are required to enhance organisational effectiveness.

The article builds upon the definitions of instrumentality developed by Warner Burke and Edwin Nevis to explore key practices in owning and refining the use of self.

Reflections by the author on work supervising and mentoring other OD consultants, highlight the necessity of employing these practices for high performance without high personal cost.

While perfect instrumentality can never be achieved, a collective journey towards it by OD consultants gives the author hope for a major impact in the field of OD.

Publication details
OD Practitioner, vol.33, no.3, 2001, pp11-16
For more information please go to the OD Network website: www.odnetwork.org

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Mee-Yan Cheung-Judge

Competency design has become a core business strategy. This article argues that incorporating the principles of equality and diversity in competency frameworks is critical, not only to prevent these frameworks becoming a tool of discrimination but also from a strategic business perspective.

The author draws on research and her own experience of working with companies on incorporating equality and diversity principles into competency frameworks. Examples of behavioural indicators that explicitly incorporate principles of equality and diversity are presented along with suggestions for how existing frameworks might be modified and new frameworks developed.

Publication details:
Competency & Emotional Intelligence, vol.7, no.3, 2000, pp37-41.
For more information please go to the IRS Eclipse website: www.irseclipse.co.uk

This article also features in "The IRS Handbook on Competencies: Law and Practice", edited by Neil Rankin. Eclipse, London: 2001.

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Mee-Yan Cheung-Judge

"In this passionate presentation of what must be one of the world's largest inquiries, Mee-Yan Cheung-Judge incisively explores how AI values and principles were used during the contracting phase to demonstrate the power of the approach as part of the ownership management strategy, particularly by encouraging the client to participate fully in co-constructing the process of change" - B.J.Moher and S.P.Fitzgerald (Eds.). (2006) AI Practitioner May 2006.

Publication details
AI Practitioner, May 2006, pp27-33
For more information please go to the AI Practitioner website: www.aipractitioner.com

A fuller article describing the change process is in "The Handbook of Large Group Methods" edited by Barbara Benedict Bunker and Billie T. Alban, Jossey-Bass 2006.

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Mee-Yan Cheung-Judge and Alix Henley

Many organisations have attempted to introduce equal opportunities, leaving a bitter legacy of failure, disillusionment and conflict.

Equality in Action sets out a new approach. Tackling equal opportunities in the context of changing an organisation's culture, it guides readers step by step through the process of analysis and planning, and the thinking that lies behind it. The personal skills, techniques and practical exercises in the book will help organisations to manage the difficult journey and achieve lasting change.

Publication details:
National Council for Voluntary Organisations, London: 1994
ISBN: 0-7199-1415-9

Mee-Yan Cheung-Judge

The Equal Opportunities in Management Education and Development research project was a joint initiative by the Management Development Section of the Employment Department (ED) and the Commission for Racial Equality (CRE). This report sets out the project findings on attitudes towards Equal Opportunities (EO) and on progress in integrating Equal Opportunities into management education and development programmes among:

educational institutions
employers
professional associations
lead bodies
independent management consultants and trainers.
The report also details effective practice and presents guidance on improving the integration of Equal Opportunities issues into management education, training and development.

Publication details:
Quality & Equality, Oxford: 1993