\u00a0<\/span><\/p>\n <\/p>\n
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<\/p>\n
Laura (left) and Enrique (right) in\u00a0<\/span>United Nations Management Development<\/span><\/i>\u00a0<\/span>Program<\/span><\/i>.<\/span>\u00a0Addis Ababa, Ethiopia, July, 2010.\u00a0<\/span>\u00a0<\/span><\/p>\n(<\/span>Note<\/span>:\u00a0\u201c<\/span>Laura<\/span>\u201d\u00a0<\/span>is abbreviated\u00a0as\u00a0<\/span>\u201c<\/span>L<\/span>\u201d.\u00a0\u201c<\/span>Enrique<\/span>\u201d\u00a0<\/span>is abbreviated\u00a0as\u00a0<\/span>\u201c<\/span>E<\/span>\u201d.)<\/span>\u00a0<\/span><\/p>\n <\/p>\n
From Financial Expert to Organizational Development Expert<\/span><\/b>\u00a0<\/span><\/p>\nL: It is such a great pleasure for me to be able to introduce you to my community in Asia, especially the Chinese-speaking front, where we have great group of facilitators working in various fields. Especially there is a growing crowd having great emphasis on organizational development. So when I saw your book, I thought it is a wonderful opportunity to talk to you and have your insight shared with the community. Let\u2019s start this interview by you to tell us a bit about who you are, maybe a couple of stories, so people get to know you a little bit.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: Thank you for conducting this interview. The story began in Mexico. I was born in Mexico City. I live there the first half of my life. I am a civil engineer; that is what I studied in college. After that, I came to the US to study a master in applied mathematics. That landed me a job in an international bank. I was in financial risk management for about 15 years. After a few promotions, my job changed\u00a0into\u00a0creating conditions so that others can do their work; building relationship with other executives at the bank; influencing clients, colleagues, the board of directors, etc. In 2000, the bank had a leadership development program that included executive coaching, so I was a beneficiary working with one of the coaches. She coached me for over a year. I must have been a really difficult case. I realized that there are two key insights from that work. One is that I had never really explored my entrepreneurial spirit. That\u2019s number one. And number two is I was getting a lot more joy of supporting the development of others, helping other leaders. So in 2001, I took the toughest decision in my life: I left the bank and joint forces with my wife,\u00a0who became my partner.\u00a0We founded Inspired Inc., and we have been\u00a0doing business on under\u00a0this\u00a0banner\u00a0for the last 19 years. In April we will celebrate the 19<\/span>th<\/span>\u00a0anniversary.\u00a0<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nL: Congratulations.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: Thank you! Then I went for a doctoral program in management science. I wanted to\u00a0complement\u00a0what I had learned from practice with knowledge. I got a certificate on leadership coaching. In addition, I have been teaching at American University in their master program in organizational development for the last 10 years, which is a great way to stay at the state of the art. And I enjoy being challenged by my fellow faculty and by the students, who are\u00a0mid-career\u00a0professionals. It\u2019s a wonderful growth experience for me, and I believe it is\u00a0also\u00a0a growth experience for them\u00a0as well. I really like to work in the space of leadership and organizational development, which is about helping others to be more effective getting results and creating working environment that are more appealing to people.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
Put Authenticity and Accountability into Practice<\/span><\/span>
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\n<\/span><\/p>\nL: Fantastic!\u00a0What brought you to OD<\/span>?<\/span>\u00a0Maybe perhaps to elaborate a bit. Can you tell us more about the type of OD work you do? I recalled our first encounter was in the UN program. I got the privilege of working with many facilitators and coaches. May I say that you are one of the most impressive partners I had.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: Your comment makes me feel honored and humbled by those words, Laura. Thanks.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nL: I still remember the time when we worked together for a workshop in Africa. While we were preparing the session, you stopped and asked me: \u201cBesides the objective of the program, what goal do you have for your personal development?\u201d And I stopped and thought. You said: \u201cLet me start by sharing my goal is to focus on my sense of humor.\u201d That actually made me think I can do my work and at the same time integrate my personal development. And you did a great job of integrating your sense of humor in that workshop as I recalled. Anyway, that\u2019s one of my memories of working with you. Can you tell us what kind of OD work you did recently, so people know a bit more about who you are?<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE:\u00a0Sure. Thanks for sharing that story. It\u2019s a sweet reminder to me of one of the huge appealing things about this field: we help our clients, and at the same time if we focus on it, it\u2019s also an opportunity for our own growth, for our own professional development and personal growth. It\u2019s a hugely appealing thing in this profession. I continue doing those very large-scale program, like the one which you and I met in the UN and others with a few large corporations as well, so I work with government, non-government, and private sectors. I would say that through these engagements and through teaching, over the last twenty years it has become increasingly clear to me what makes an effective leader. I am focusing a lot on leaders. The more powerful the leader, the higher responsibility the leader has, the more influence the leader has on the culture of the organization. If I can put it in a nutshell, I will argue that there are two primary characteristics that leaders need to have. One is to be authentic, really know who he or she is. If I don\u2019t know who I am, it is impossible to be authentic. The book, Your Unique Cultural Lens, is a tool to help people increase self-awareness and therefore their authenticity. That\u2019s the main purpose. The second element is accountability. In other words, how can I make myself accountable to others? Recognizing Peter Drucker who came up with the statement decades ago, I think it is a wise statement: How can we create a condition for accountability in our organization? It\u2019s not all; leaders need to have all of their elements of course. Those two in my mind are the most fundamental. So to answer your question, I am more and more seeking clients who are interested in developing these two pillars that I have learned in my career, that really make them effective leaders\u2026 clients interested in exploring that. Of course exploring it within, making sure it lands appropriately in their cultures around the world wherever they are. I have the incredible privilege of having worked in over 50 countries. And I am seeing that every culture is unique, and there are some fundamentals about being human. I am moving more into organizations interested in practicing these. I get particular energy helping them to practice and explore what really being authentic and being accountable means for themselves and for their organizations.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
Cultural Competence: Working with People from Different Cultural Background<\/span><\/span>
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<\/span><\/p>\nL: What prompted you to write this book exploring this Unique Cultural Lens? Can you tell us like one or two stories about how you noticed the importance of this topic? And you already started talking about authenticity and accountability.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE:\u00a0Sure, thank you. I have to say that it began with the students.\u00a0While\u00a0I\u00a0was\u00a0teaching at this master in OD program, I realized that the program itself was developing great authenticity in the students. They were being courageous to be reflective to explore themselves, the use of self, be mindful of being who they were. As consultants and as leaders, who we are is our tool. We have this ourselves. And I realized that when it came to teach them in something we call \u201cinternational residence\u201d, in which we take them to different countries for two weeks.\u00a0During the two weeks, they actually do a short-term consulting engagement with a real client. Each team will get different clients<\/span>.<\/span>\u00a0So here is where \u201cthe rubber meets the road\u201d. These students for years have been learning all kinds of theory, models, practices, and tools. And here (in the International Residence) they get to practice all that, as well.\u00a0<\/span>\u201c<\/span>Which tool you use?<\/span>\u201d\u00a0\u201c<\/span>Well, you decide which tool you use.<\/span>\u201d\u00a0\u201c<\/span>Meet your client! Understand your client. Gather data. And decide how can you help them.<\/span>\u201d<\/span>\u00a0And we realized that maybe their accountability, their capacity for making themselves accountable to others needed work. Peter Block\u00a0has a\u00a0fantastic statement: \u201cwe are to the service of the client.<\/span>\u201d<\/span>\u00a0Whether my staff needs leadership because I am the leader, or my client needs my consulting because I am the consultant, it doesn\u2019t matter. It is the same thing. And that is where\u00a0\u201caccountability\u201d\u00a0comes. Something came up my head:\u00a0How can we develop\u00a0authenticity and accountability\u00a0in a structured way? This trigger the first model I shared with the students.\u00a0The early cohorts were just taking notes of what I was putting down on flipchart. Then, I started to define this a little bit more. And about six years ago, in 2014, I got that idea published in an article on the Journal of Appreciative Inquiry.\u00a0After the article was published,\u00a0I wanted the version for clients, so\u00a0I began working on the book. You and many others were kind enough to give me feedback for the book.\u00a0The manuscript has much more material\u00a0than the book published.<\/span>\u00a0<\/span>However, it is not that that a lot of it is lost. It is basically a decision to turn it into two books. This one is the book that focuses on cultural competence. And I define that as how can we be effective in communicating and influencing across cultures. And \u201cacross cultures\u201d nowadays means many things, you know. For some people it means \u201cI have to travel abroad to find another culture.\u201d For a lot of people, more and more around the world, \u201cacross cultures\u201d is the person who is sitting across me on my work station<\/span>\u00a0<\/span>or my client, my team, my supervisor. People from different cultures are more and more working together. So that is the focus of this book. For anyone who wants to develop cultural competence, whether you are a consultant or not, it doesn\u2019t matter. The second book is intended to be published\u00a0in\u00a02021. It is a book that really focuses on leaders and these two principles, and what are the additional elements of authenticity and this whole area of accountability. And let\u2019s not forget we need to be agile as well. The leader needs to have a plan but not necessarily follow it if it is not working, you know. It is a famous phrase by General Eisenhower, who eventually became US President Eisenhower, who is famous for saying \u201cPlanning is everything; the plan is nothing\u201d, emphasizing that the effort of planning is what get us ready to be nimble, flexible, and agile.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nL: Yes, I think this is really helpful. And I think the trigger starts with an ambitious plan and now you have two books. It is also quite miraculous.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: That\u2019s a good word. It\u2019s miraculous.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
Being Authentic Requires Seeing Who We Are<\/span><\/span>
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\n<\/span><\/p>\nL: You said you were looking for who are also resonating with ideas of authenticity and accountability. How do they eventually find you. And what kind of clients nowadays who are actually really resonating with authenticity and accountability.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: Well, there is a new client, we began working last month-January this year. The idea resonated with the person who is the CEO of this organization. It is a multilateral development organization that focuses primarily in the Latin American and Caribbean region. And they invite me to help them. What we are doing with them is starting by gathering data to understand their challenges and what is emerging is those two elements. We\u2019re helping hopefully everybody but at least the people in the management team, so they can disseminated it down: who they really are? what are their strengths? Sometimes an organization focuses so much on what\u2019s wrong, what\u2019s the problem, and they completely ignore their strengths. So we start with helping them appreciate that. And at the same time, their culture made them have a tough time recognizing their accomplishments, so it is very much focus on fixing mistakes, you know, \u201cLet\u2019s avoid the mistake.\u201d \u201cZero tolerance for mistake\u201d is one of their expressions. In theory, probably it is good; but in reality, it creates a climate of aversion to any kind of risk, and aversion to innovation. So we are trying to help them focus on the mission, and make that accountability measurement, so how can we achieve that better. Accountability for a lot of people means \u201cLet me find out what\u2019s wrong with you and I am going to make you accountable.\u201d But you know it is what I said before, to me the emphasis is more, as Drucker put it, on \u201cHow can I make myself accountable\u201d, so \u201cHow can we invite them to do that\u201d, which also includes recognizing other organizations doing something good. And we are just starting to do that<\/span>,<\/span>\u00a0and we are starting with them with the leadership team doing the unique cultural lens described in the book as their first step of this deep dive into really understanding who they are, you know, what are those areas of themselves, those bias. We all have bias, or several biases. It is an illusion to think we can be free of bias. The goal is to be aware of what biases we have. Then, a lot of work can happen. Some biases are really positive; let\u2019s celebrate and leverage them. Some other biases can be harmful, you know. Some biases can lead to discriminatory behavior, and even prejudices. We need to first become aware of them and then do something about them.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
The Ten Layers: Exploring Your Unique Cultural Lens<\/span><\/span>
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<\/span><\/p>\nL: Fantastic. Can you tell us more about what\u2019s in the book if people were to explore the book with your guidance? What would you tell them? What would be in particular intriguing for people to look into? Or is there any area\u00a0<\/span>that\u00a0<\/span>could be challenging to people in thinking?<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE: Thank you. That\u2019s a great question. In very short I am talking in a couple of pages about the context, what is behind these ideas. I think for\u00a0millennia\u00a0human beings have realized that being able to interact with other cultures brings benefit. It was beneficial because people were trading with different cultures. Cultural competence has been called many different things, intercultural capacity, or even diplomacy; it has always been about interacting effectively with other cultures. This idea began to be taught, more broadly, probably 60-70 years ago. Suppose that you were going to start doing business in, let\u2019s say, Japan; so, someone will come to teach you<\/span>:<\/span>\u00a0\u201cThe Japanese do this, they like that, etc. For example,\u00a0if you give your business card, be careful to be very respectful.\u201d It became clear when this began to be studied seriously, those tricks not only don\u2019t help but they can do harm, because it creates a false sense of effective understanding of the other culture. What really works is understanding that I come with my own biases\u2026. that I have my own culture. We are probably not aware of it. It\u2019s a bit like asking fish to describe water. And the fish says: \u201cWhat water?\u201d They are blind to it because they are swimming in the water. Our own culture sometimes is hard for us to describe. Many times when we travel, we start appreciating more and more our own culture because we have this difference. So that has been well-known. Other researchers have come up with that. What I am adding to the field is a very structured methodology and specific exercise to explore those biases. That\u2019s why I call it \u201cYour Unique Cultural Lens.\u201d So after presenting the context of this book,\u00a0I\u00a0presented\u00a0the why\u00a0we\u00a0need to be culturally competent<\/span>.<\/span>\u00a0I took a few pages of doing that,\u00a0and them I\u00a0described\u00a0the actual exercise<\/span>.<\/span>\u00a0What I add and define, again combining work from other researchers, is 10 layers\u2026 that at least it seems to me every person, no matter what culture they come from, they have those layers. One layer, for example, is my ancestral layer or filter – where do I come from. That has influenced not only how I look, think, and so many things. And for a lot of people, you ask them and their first answer is\u2026 they name their Nationality\u2026 that\u2019s what they are. Dig deeply, you know, into your parents and grandparents from which part they came, etc. And a richer picture emerges. So that\u2019s one; a second layer is, how we speak, the language we speak, and the accent we have. Why does that happen? In my own case, for anybody, when I speak English, they know my first language is Spanish, because I have that accent. If I speak Spanish, people know, whenever I am speaking Spanish, that I am from Mexico, because they identify my Mexican nuance. If I am in Mexico, people know that I come from Mexico City, because I have the way of speaking of Mexico City. If I spent a week or more in Mexico City, my accent from where I used to live there when I grew up becomes more clearly, my way of speaking, and people can start to tell which neighborhood I came from: \u201cAh you come from\u2026 I come from\u2026 I grew up in that neighborhood in Mexico City.\u201d Religion is\u00a0another\u00a0huge\u00a0factor. It influences the way people see the world, to other world\u2026 sexual orientation, economic level, different hierarchical position we have in our lives, etc. So it\u2019s an exercise to help us reflect deeply. And the emphasis here is do it alone. There are questions in the book. There are examples of different people who have taken it. For each layer, there are different examples of people telling their own UCL story about that layer. So do look straight to what I mean here. The emphasis in the book is please do it for yourself only\u2026 so you don\u2019t need to worry about<\/span>: \u201c<\/span>oh my god someone else is going to read this.\u201d Just do it for yourself. Toward the end<\/span>,\u00a0<\/span>some of the last steps of the exercise are how can you distill. How will you distill it all into something that you would be comfortable showing to someone you trust. Not to the world. It is not something to post on your blog, but to show to someone you trust. How would you distill what is the essence of your unique cultural lens\u2026 your main strengths, and your own flat sides\u2026 the areas you wish to explore for growth. That\u2019s basically the book. It\u2019s a tool, but it is a powerful tool. To date, between the students I teach who have done the exercise and clients\u2026 there are a few\u00a0hundreds\u00a0people who have done the exercise to date. I keep getting really remarkable feedback on how valuable it has been to them. There was one person who came, when hearing about the book, said to me: \u201cI want to do the exercise again. Do you think it makes sense?\u201d I said: \u201cAbsolutely! Do it again!\u201d That was four years from when she did it for the first time. And she sent me the most beautiful reaction. I ask for permission to publish it, so in the book there is also an account of her experience doing it for the second time, which is very, very touching.\u00a0 She found a lot of value.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
An Antidote for the Ideologically-divided World: Understanding Our Own Culture Lens\u00a0<\/span><\/span>
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<\/span><\/p>\nL: Fantastic. So putting the book in the context of the world, how does this book answer the challenges the world is facing right now?\u00a0<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE:\u00a0I\u2019m so glad you asked that question, because, to be very candid, my intention originally was not that this book would address the problem of the world. It was more\u00a0<\/span>about\u00a0<\/span>personal growth, organizational development, leadership development. I realize it is in the time we are living that the world seems to be getting more ideologically divided. I think this book provides an antidote for that. This book is very much about understanding deeply who I am. And what I have experienced personally, what I have heard from other people that helps me understand who we are and what they are trying to say about that. We are still understanding our own human nature and becoming very aware of the person in front of me. It doesn\u2019t need to be 13 hours apart on the other side of the world as you are for me. It could be a next-door neighbor, but that next-door neighbor is going to have a different unique cultural lens. That\u2019s why the word \u201cunique\u201d came into the title. Each one is unique\u2026 unique as a fingerprint is also unique. When I am aware of that, I become more conscious that the person in front of me is different from me; is not better or worse than I am, just different. With humility and curiosity, how can I start getting to know that person at a much more authentic level? We do that consistently and I think we\u2019ll reveal a little bit more humanity; it is like contributing a grain of sand through interaction, away from dividing and more into uniting all of us. Uniting\u2026 it is interesting\u2026 uniting through deeper awareness of our differences, so we can celebrate our differences rather than make them feel evil or scary or dangerous or whatever. So I hope it helps in that sense.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
Supporting Individuals to Grow and<\/span>\u00a0Supporting<\/span>\u00a0Groups to Harvest Diversity Bonus<\/span><\/span>
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<\/span><\/p>\n <\/p>\n
L: Such beautiful words. What would you imagine to be the impact of this book? Now that it has gone out.<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE:\u00a0Because there is enough feedback already, it is certain that the book has impact at the personal level for anybody, anybody who just skim the book might feel it is interesting. But\u00a0the impact would be bigger if a person\u00a0takes the time to actually do the exercise<\/span>,\u00a0<\/span>and that\u2019s why I mentioned it describes each layer and it includes specific questions. At the personal level, the impact will be personal growth. It is very encouraging to me the people who have come back to me and said: \u201cMy god. It\u2019s really worth.\u201d From \u201cvery helpful\u201d to \u201ctransformational\u201d. At the organizational level, I think we\u2019ll begin to do that when teams start getting to know each other better, or when teams start being open to cultural difference, then we can transform diversity. Diversity means people from different culture get together or are thrown to work together, irrespective of the value of doing so. That\u2019s where the world \u201cinclusion\u201d comes into the picture. And that\u2019s why now in the field of diversity, the common language is that we need diversity, equity and inclusion. How can we extract the so called \u201cdiversity bonus\u201d? It is well researched and put together in a wonderful book called the Diversity Bonus, with solid research that shows that working across culture, or working in diversity, is harder (there\u2019s no question about that) than when people are\u00a0<\/span>culturally<\/span>–<\/span>homogenous. They also found that when the tasks are very simple, for example digging a hole, if there is a second person from a different or same culture digging, it is just two people digging \u2026 two people with equal capacity are going to dig twice as faster as one. There is no bonus. But, when the task is complex (in our world most of the tasks that people do are becoming complex), the benefit that comes from a different point of view, from a different cultural lens, can be huge. So one person plus another person\u2026 when there is diversity, then they create something that is more than one plus one. One plus one can be three if those people collaborate\u2026 genuinely collaborate. So the impact at the group level\u00a0is\u00a0being mindful of \u201cI have my unique cultural lens, and she has her unique cultural lens\u201d and\u00a0<\/span>\u201c<\/span>how can we make it work and extract extra value?<\/span>\u201d<\/span>\u00a0Then that produces this diversity bonus. The next level of system, which you were asking before, is at world level, where it remains a one person at a time, one exchange at a time, and it would really be a function of how well these ideas are disseminated around the world. On a positive step in that direction, which is encouraging, I can report that when I got my first report on January book sales I saw that the book is selling well<\/span>.<\/span>\u00a0I am very excited about that. And we will see if it is just a little nice splash after launching or if it is a trend that continues. We will see.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
Creating A Safe Space for People to Disclose Their Own Culture<\/span><\/span>
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L: How do we, as OD practitioners and facilitators, help this culturally diverse group to start leveraging their strength toward a positive direction?<\/span>\u00a0<\/span><\/p>\n\u00a0<\/span><\/p>\nE:\u00a0Sure. That\u2019s an outstanding question and the one we face constantly. What I have found is the importance for people to reach awareness of who they really are, whether we call it \u201cunique cultural lens\u201d or \u201cself-awareness\u201d or whatever. As I said, what the book has is a tool that is easy to apply and it works to help you increase your self-awareness. Once that is there, what I recommend colleagues do is to create opportunities to have conversation that are safe, that are honest. And a lot of our effort is to create spaces where people with very different points of views can feel safe to say their truth, and provide questions that lead people to self-disclosure, which tend to be more powerful than questions that will lead people to start attacking the other group. I have been with many groups of people that after finishing our work tell me: \u201cI don\u2019t believe what happened! I\u2019ve been working with this bunch of people for the last five years or three years or whatever, and in two hours I got to know them a heck of a lot better than I did before.\u201d Two of the questions that I tend to start our sessions<\/span>\u00a0(<\/span>after I have mentioned to participants: \u201cI would like all of us to first think on the next two question and then I will give an opportunity to every person to answer those questions\u201d) are:\u00a01)\u00a0What is the best that could happen by the end of the session?\u00a02)\u00a0What are the cultures you will claim you belong to? In other words, I don\u2019t need you to prove it with a passport, just the cultures you \u201cclaim\u201d to belong to. And I try to illustrate with myself<\/span>:\u00a0\u201c<\/span>I was born in Mexico, so I am a Mexican. I claim Mexican culture. I have been living half of my life in U.S., so I claim American culture. And if I start digging into my past, two of my grandparents came from the Basque country, the Basque country between Spain and France in the Pyrenees, so I claim Basque, although I don\u2019t speak Basque. And my grandmother migrated from France to Mexico\u00a0with her family. She imbued into me the French culture, and a bit of the language, although my French is terrible. So don\u2019t test it, please. Also my wife of 32 years. She has a totally Irish background, so I am claiming Irish background as well.\u201d And I invite people to start exploring at that level of detail and depth,<\/span>\u00a0<\/span>and people sort of start doing the same thing. It can be a minute or so per person, so it is not that time-consuming, but it opens a lot of spaces for developing self-awareness. And it opens up to other people saying: \u201cWow! that person over there who I hate or at least don\u2019t trust; now I see some points of connection. At least now I understand where that person comes from.\u201d\u00a0When I model how to answer that question, I stick just to nationalities. And, people immediately start entering into religion, economic status (e.g., I grew up rich, I grew up poor, etc.). People immediately start adding all the layers of their culture. It is a powerful exercise. That may be a little suggestion to anybody who wants to use it.<\/span>\u00a0<\/span><\/p>\n <\/p>\n
U<\/span>nderstanding Our Own Cultural Lens Before Helping Clients<\/span><\/span>
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<\/span><\/p>\nL: So I have gone to my last question, Enrique. With the wisdom of this book, what advices would you give to OD practitioners or facilitators?<\/span>\u00a0<\/span><\/p>\n
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