OpenSourceOD
Overview
The Use of Self (UoS) concept is a foundational principle in Organization Development (OD) that focuses on self-awareness, intentional action, and personal authenticity in professional practice. It emphasizes how practitioners leverage their presence, emotions, values, and interpersonal skills to create meaningful change in organizations. Unlike technical tools or external frameworks, UoS is about who the practitioner is, how they engage with others, and the conscious choices they make in complex situations.
The origins of UoS can be traced back to Gestalt psychology, humanistic psychology, and experiential learning theories. Kurt Lewin, Bob Tannenbaum, and Charlie & Edie Seashore played pivotal roles in shaping the concept, particularly through the T-group movement and action research methodologies. Over time, UoS has evolved to become a critical skill for OD practitioners, leaders, and facilitators, helping them navigate complex human dynamics, power structures, and organizational change processes.
Core Elements of Use of Self
Self-Awareness – Practitioners must understand their own biases, emotional triggers, and assumptions to engage effectively.
Intentionality – Effective UoS requires conscious choice in how one shows up, intervenes, and influences change.
Authenticity – Practitioners must act in alignment with their values, strengths, and professional ethics to build trust.
Emotional Intelligence – The ability to sense group dynamics, regulate emotions, and respond appropriately is key.
Presence and Reflection – Practitioners must be fully present in the moment while continuously learning from their experiences.
Why Use of Self Matters Today
In an era of organizational uncertainty, rapid change, and increasing complexity, technical expertise alone is not enough. Successful OD practitioners and leaders must use themselves as instruments of change, adapting their behaviors and interventions based on real-time feedback, group dynamics, and organizational culture.
The Global Use of Self Research Report (Cheung-Judge & Jamieson, 2020) found that the most effective OD professionals demonstrate high levels of self-awareness, adaptability, and relational intelligence. These qualities enable them to build trust, navigate power dynamics, and facilitate change in a way that is inclusive, ethical, and impactful.
The guiding principles of UoS are deeply rooted in humanistic psychology (Rogers, Maslow), Gestalt therapy (Perls, Nevis), and adult development theories (Kegan, Loevinger). The concept challenges OD practitioners to move beyond techniques and methodologies to cultivate a way of being that enhances their effectiveness in complex, human-centered work.
By integrating UoS into practice, professionals enhance their credibility, deepen client relationships, and create more transformational change in organizations.
Uses & Benefits
Organizational Uses
Enhancing Leadership Effectiveness
Leaders who develop Use of Self skills become more self-aware, emotionally intelligent, and intentional in their actions.
Example: A senior executive working with an OD coach learns to recognize how their leadership style impacts team morale and makes conscious shifts to foster trust.
Building Psychological Safety in Teams
Psychological safety is created when leaders and facilitators are authentic, emotionally present, and attuned to group dynamics.
Example: A team experiencing low engagement uses group reflection and self-awareness exercises to improve openness and trust.
Navigating Conflict and Difficult Conversations
UoS helps practitioners remain present and responsive rather than reactive during high-stakes discussions.
Example: An HR leader mediating a workplace dispute uses self-regulation techniques to de-escalate emotions and guide a productive resolution.
Facilitating Meaningful Organizational Change
Organizational change efforts often fail because leaders focus on structures rather than human dynamics.
Example: A consultant helping a company through restructuring models transparency and adaptability, fostering a more inclusive transition.
Developing More Ethical and Inclusive Organizations
UoS encourages practitioners to examine their own biases and power dynamics, ensuring ethical, equitable interventions.
Example: A diversity and inclusion officer reflects on their own cultural assumptions before designing inclusive policies.
Improving Coaching and Mentoring Practices
Coaches and mentors who practice deep listening, self-awareness, and presence help clients achieve transformational growth.
Example: A leadership coach notices their own discomfort with silence and learns to hold space for deeper client reflection.
Strengthening Facilitation and Group Process Work
UoS enables facilitators to sense group energy, adapt to emerging needs, and create more engaging, impactful sessions.
Example: A facilitator leading a strategic retreat pauses to check in with the group’s emotional state, ensuring alignment.
Benefits of Developing Use of Self
Increases Emotional Intelligence and Resilience
Practitioners become more self-regulated and aware of their emotional impact on others.
Enhances Leadership Presence and Influence
Leaders with strong UoS skills engage and inspire more effectively.
Improves Decision-Making Under Pressure
UoS allows practitioners to slow down, reflect, and make intentional choices rather than reacting impulsively.
Deepens Client and Team Relationships
Builds trust by demonstrating authenticity, active listening, and empathy.
Reduces Unconscious Bias in Organizational Change
Encourages practitioners to examine their own assumptions and behaviors before intervening.
Enhances Adaptability and Learning Agility
Practitioners become more comfortable with ambiguity and complexity, adjusting their approach as needed.
Creates a Stronger Foundation for Ethical Practice
Ensures that OD interventions are rooted in integrity, respect, and inclusivity.
By integrating UoS into daily practice, leaders, coaches, and OD professionals elevate their effectiveness, making a deeper impact on individuals, teams, and organizations.
OD Application
Case Study 1: Healthcare Organization – Strengthening Leadership Presence and Emotional Intelligence
A large healthcare system struggled with burnout among physicians and staff, leading to high turnover and patient dissatisfaction. Leaders often operated in a reactive mode, making decisions under stress without fully considering their impact on team morale.
Implementation:
Senior leaders participated in Use of Self workshops focused on self-awareness, emotional regulation, and presence.
Leaders practiced reflective dialogue, identifying their own triggers and default responses under pressure.
Active listening and deep empathy exercises were introduced to improve engagement with staff.
Results:
Physician burnout decreased by 20%, as leaders became more emotionally attuned to staff needs.
Staff engagement scores increased, with employees reporting feeling heard and valued.
Leaders shifted from reactive decision-making to intentional, thoughtful leadership, improving workplace culture.
By using UoS, the healthcare organization fostered a more resilient, compassionate leadership culture, leading to better patient care and staff well-being.
Case Study 2: Technology Company – Improving Team Collaboration and Psychological Safety
A mid-sized tech company faced ongoing tension between engineering and product management teams, leading to missed deadlines and decreased morale. Team members frequently operated from defensive postures, making collaboration difficult.
Implementation:
A facilitated UoS session helped team members explore how their individual styles and assumptions affected team dynamics.
Emotional intelligence and mindfulness practices were introduced to improve communication.
Leaders modeled vulnerability and openness, shifting team norms toward greater trust and psychological safety.
Results:
Team conflict decreased by 35%, with members reporting improved relationships and collaboration.
Productivity increased, as psychological safety allowed for more open problem-solving.
Employee retention improved, as the workplace culture became less stressful and more supportive.
By integrating UoS, the company transformed team dynamics, leading to stronger collaboration and innovation.
Case Study 3: Nonprofit Organization – Navigating Organizational Change with Authenticity
A nonprofit undergoing a major leadership transition faced resistance from staff, who feared the loss of core values and mission drift. Leadership struggled to build trust and communicate effectively.
Implementation:
Leaders engaged in self-reflection exercises, identifying their own fears and biases related to the transition.
The organization hosted transparent, facilitated conversations, allowing employees to voice concerns.
Leaders practiced active listening and presence, ensuring that communication was authentic and relational rather than just strategic.
Results:
Trust in leadership increased, as employees felt heard and respected.
Change resistance decreased, with staff becoming more engaged in the transition process.
The organization successfully integrated new leadership without losing its core values.
By applying UoS principles, the nonprofit navigated change with integrity, ensuring alignment between leadership actions and the organizational mission.
These case studies illustrate that Use of Self is not just about personal awareness—it is a strategic tool for fostering resilience, trust, and transformation in organizations.
Facilitation
Step-by-Step Facilitation Guide
Facilitating Use of Self (UoS) requires guiding participants through self-awareness exercises, reflective practices, and experiential learning to enhance their ability to show up intentionally, build trust, and navigate complex human dynamics in organizations.
Step 1: Defining Use of Self and Its Impact on Leadership & OD
Objective: Help participants understand how their personal presence, choices, and awareness affect their professional effectiveness.
Actions:
Introduce UoS as a core capability in leadership, OD, and coaching.
Ask participants:
“When have you noticed your presence influencing an interaction—positively or negatively?”
“How do your personal experiences and biases shape your decision-making?”
Share examples of leaders and OD practitioners who effectively use UoS.
Facilitator Talking Points:
“We are not neutral in organizations—our beliefs, emotions, and behaviors impact outcomes.”
“Developing self-awareness and intentionality makes us more effective change agents.”
Step 2: Building Self-Awareness Through Reflection and Feedback
Objective: Help participants explore their own patterns, triggers, and strengths in professional interactions.
Actions:
Guide participants in a journaling exercise on personal strengths and challenges:
“What personal values guide my work?”
“What emotions do I struggle to regulate in high-stakes situations?”
Introduce Johari Window to explore blind spots in self-awareness.
Facilitate peer feedback exercises to help participants see themselves through others’ perspectives.
Facilitator Prompts:
“What patterns do you notice in how you respond to conflict or uncertainty?”
“What are you learning about yourself that surprises you?”
Step 3: Practicing Presence and Emotional Intelligence in Real-Time
Objective: Develop the ability to stay fully present, attuned, and intentional in workplace interactions.
Actions:
Guide a mindfulness or presence exercise, helping participants tune into their thoughts and emotions.
Use role-playing scenarios to practice responding with intentionality:
Example: Handling a difficult feedback conversation while remaining present.
Encourage participants to track their emotional and physiological responses during challenging interactions.
Facilitator Prompts:
“What happens when you slow down and stay fully present in an interaction?”
“How does your emotional state influence the energy of a conversation?”
Step 4: Exploring Personal Triggers and Biases in Organizational Work
Objective: Help participants identify and manage personal biases and triggers that may impact their effectiveness.
Actions:
Introduce somatic awareness techniques to recognize when emotions are influencing actions.
Guide a reflection on past professional situations where personal reactions shaped an outcome.
Discuss strategies for self-regulation and reframing assumptions in high-pressure situations.
Facilitator Talking Points:
“Self-regulation allows us to lead with clarity rather than react emotionally.”
“Recognizing our biases helps us create more inclusive, ethical interventions.”
Step 5: Embedding Use of Self into Daily Professional Practice
Objective: Ensure participants leave with a personal action plan for integrating UoS into their leadership or OD work.
Actions:
Have participants create personal commitments for ongoing self-reflection.
Encourage peer accountability partnerships to continue learning together.
Provide structured check-in questions for participants to use in their daily practice.
Facilitator Prompts:
“What one small shift could you make tomorrow to be more intentional in your work?”
“How will you ensure ongoing self-awareness and reflection?”
Email Introduction for Participants (Pre-Session Communication)
Subject: Preparing for Our Use of Self Workshop
Dear [Participant’s Name],
I’m looking forward to our upcoming Use of Self session, where we’ll explore how self-awareness, emotional intelligence, and intentional presence impact our work as leaders, consultants, and change agents.
To prepare, please reflect on the following:
When have you felt most in alignment with your values and strengths at work?
What professional situations tend to trigger strong emotional responses for you?
How would you describe the way you influence others—consciously or unconsciously?
This session will be highly experiential, with opportunities for reflection and skill-building. Looking forward to your insights!
Best, [Facilitator’s Name]
10 Deep Questions for Participants
How do your personal values shape your leadership or OD approach?
What are your default responses to stress, conflict, or ambiguity?
How does your presence affect the energy of a group or team?
What assumptions do you make about power and authority in organizations?
How do you balance authenticity with adaptability in professional settings?
What personal habits help you stay grounded and present in high-pressure situations?
How do you ensure your biases do not negatively impact organizational interventions?
What are the ethical implications of how you “use ” yourself in leadership or consulting?
How do you recover when you realize you’ve misread a situation or acted reactively?
What ongoing practices help you grow in self-awareness and intentionality?
Addressing Common Concerns
“Is Use of Self just self-awareness?” → No—UoS is about applying self-awareness intentionally in leadership and consulting work.
“What if I’m not naturally introspective?” → UoS is a skill that can be developed through structured reflection and feedback.
“How do I practice this without overanalyzing everything I do?” → Start with small moments of awareness—pause before reacting, notice emotional shifts, and reflect on key interactions.
“What if self-awareness leads to discomfort?” → Growth often requires discomfort. The key is to engage with curiosity and self-compassion.
By integrating this facilitation approach, leaders, coaches, and OD practitioners can develop deeper self-awareness, enhance relational effectiveness, and lead organizational change with greater impact.