Dr. Candi Reid
Welcome

About Dr. Reid

Dr. Candi Reid has focused her career on helping others to develop their personal skills, including the softer skills such as how to collaborate within virtual and global teams. She is currently the Program Management Office (PMO) for a Fortune 500 company, and has taught courses (ground and online) ranging from Software Development, Object Oriented Programming, Database design, 3D Game Programming to Business Management and Earned Value.

Dr. Reid understands it is necessary to overcome the traditional “we always do things this way“ organizational culture that sometimes prevails. Her goal is to teach others to think outside the pre-defined culture, embrace diversity and incusion, help identify and reduce personal bias, and spawn creativity and innovation. Her desire is to help drive critical global change in leadership.

Justin, Garth, Candi, Christian, Taylor

Dr. Reid has taught as an adjunct professor for over 9 years. Her curriculum focused primarily on technical software, database, and system design. She is willing to speak on special topics in leadership, corporate culture, and engaging teams through inclusion and diversity.

  • Leadership & Management Skills
  • Corporate Culture Analysis
  • Post-Merged Organizations
  • Communication in Global Workplace
  • Critical Decision Making
  • Systems & Database Engineering
  • Risk Assessment & Management
  • Process & Procedure Dev.

Research

Cultural Differences in Post-Merger Organization around Staffing Processes
Dr. Reid completed her Doctorate of Management in Organizational Leadership, and focused her dissertation on the cultural differences in a post-merger organization with a Fortune 500 Company.

Blind Audition Leadership Methodology
Dr. Reid has developed the concepts of Blind Audition Leadership Methodology. The goal is to allow a team to raise ideas forward. An organization that values the ideas and self-leadership principles of individuals within a team will allow innovation and promote inclusion and diversity.

Creative Coism
Creative Coism is a new social paradigm that takes the best of Utopian Society and Capitalism and combines to create a new form of organization that is based on self-leadership, transparency, and individual development. It is designed to level the playing field where bias and limits were previously set.

Social Literature Experiment
She is currently evaluating a new organizational design that will promote Creative Coism and the Blind Audition Leadership Methodology in order to form a new social collaborative organization. Further information to follow.

Dr. Reid’s dissertation was completed at University of Phoenix in 2014, and will be available later on ProQuest. You may download a personal copy from the bottom of this page for reference.


A Case Study on Post Merger Intersection between Cultural Legacy Differences and Staffing Processes

ABSTRACT

This qualitative case study explored the perceived cultural legacies at different geographic sites several years after a significant merger and acquisition, and investigated how these corporate cultures and staffing processes intersect including possible influences on the use of HRIS tools, virtual workers, and knowledge management.

The objective of this research was to develop a theory in the form of a post-merger leadership model that is based in the real-life experiences of leaders in a Fortune 500 Company who have shared their experiences in such a post-merger environment. The responses from semi-structured interviews of 20 leaders and human resource professionals with XYZ Company, and the legacy organizations, were coded in NVivo for theme generation.

In order to address these questions, this study created a list of leadership themes based on the outcome of the respondents’ comments in the areas of Corporate Culture and Strategy, HRIS tools and processes, and Skilled Resource Utilization that aligned to both the legacy and the current timeframes.

Recommendations were made in the following leadership areas: manage effective change including evaluating processes to align to strategic direction, leveraging technology, and promoting success goals; structure organizational alignment based on skilled resources and effective skill teams; create trust through effective communication, and driving strategic changes fairly; communicate strategic goals and outcomes both pre and post-merger; use appropriate power and organizational alignment to drive innovation; and increase employee engagement by promoting diversity and inclusion.

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Around 1980, there were few women in professional orchestras. Bateman (2007) wrote that the community created blind auditions where people would be selected from behind a curtain based on skills only. As of 2007 when he wrote the book, there were an equal number of men and women in orchestras. Dr. Reid (2015) had an opportunity to witness this Blind Audition principle in action in a Fortune 500 Company leadership meeting, and with that experience she built the shell for this new leadership methodology.
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   1) Everyone has bias and this will limit ideas when one person is in a position to “squash” the ideas.
   2) Everyone should be encouraged to submit ideas to better products, and the organization as a whole.
   3) Leaders must drive organizational culture change to promote opportunities for impartial selection.
   4) Organizations need to learn how to engage people within dispersed, virtual, or global teams.


Dr. Candi Reid - 2015
Bateman, T. S. S., S.A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw Hill/Irwin.

T.S. Bateman (2007) stated that around 1980, there were very few women in professional orchestra. If you asked professional conductors, many of them would say that women could not play as well as men. It was almost a “known” fact. The orchestra community put in place what is now called blind auditions. Auditioning musicians stay behind a curtain, and conductors select individuals based solely upon the skill of the musician and the sound of the music. As of 2007, Bateman said there were almost an equal number of women and men in the professional orchestra community.

A couple of years ago, I had an opportunity to sit-in for my boss during a senior leadership strategy session. I'm what I guess was the youngest person there, and the only non-executive in the room. After sitting there a while and trying to offer a comment or two, I felt like the others gave me a “go away you bother me kid” kind of attitude. So I remained quiet, and simply sat there and observed. They were discussing what the mission statement for organization should be. Who do we want to be when we grow up? I formulated something that I thought was on the mark, and I wrote it down on a piece of paper.

Feeling a little uncomfortable to offer the suggestion, I simply slipped it to the executive sitting next to me. He just glanced at it “Pretty good but it needs some work” and handed it back to me. We got up for break, and I still thought it was really what they were looking for, so I walked up to the Sr. VP and said “I think this might come close to what we need for a mission statement.” He took it from me, lifted his papers, and put it underneath without really acknowledging me, and walked away. I felt devalued and quite a bit deflated.

After breaking up into teams to discuss the possible mission statement, I shared my idea with the smaller team, and they liked it and wrote it on the board. All the teams come back together with their boards. Somebody else from the team I was on presented our team board. After all the presentations, the Senior VP gets up, walks over, and points to the board with my mission statement on it, and said “I think we can all agree this is who we are. This insightful and how we want to drive this organization”. I was elated.

You know the best part? That first executive recognized the mission statement was mine (he leaned in and whispered that he guessed it didn’t really need work after all), and later I started to feel that he would seek out my ideas and input and I believe that helped changed his culture of inclusion and diversity.

This experience helped create the Blind Audition Leadership Model. The goal is to allow a team to raise ideas forward, rather than individuals where bias and exclusion are often present. An organization that values the ideas and self-leadership principles of individuals within a team will allow innovation and promote inclusion and diversity.

Dr. Candi Reid - 2015
Bateman, T. S. S., S.A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw Hill/Irwin.

Creative Coism (Reid, 2015) is a new social paradigm that takes the best of Utopian Society and Capitalism and combines to create a new form of organization that is based on self-leadership, transparency, and individual development. It is designed to level the playing field, and allow true creation and ideas to form where bias and limits were previously set. A Utopian Society is based on everyone being equal, having basic needs granted, and limits exclusion. However, people are disengaged in this model based on all getting equal shares even if someone does nothing. Capitalism is based on the ideas that people are rewarded based on their ideas or skills. However, people are often given bias treatment based on who they know or other cultural factors.
Creative Coism Tenents
   1) Everyone is entitled to participate
   2) Costs are shared among the creative collaborative
   3) Profit shares for core works are paid based on the contributions
   4) Decisions are made based on unbiased (blind) votes of the collaborative participants rather than collective think
   5) Ideas are raised and selected based on unbiased (blind) votes rather than who you know or how much influence garnered
   6) Individual performance and feedback is given based on unbiased (blind) feedback comments, that always come with tools and actions that are designed to enhance personal development
   7) The whole model is based on transparency and trust of the collaborative
Dr. Candi Reid - 2015

Technical Skills

Since moving into a senior leadership position, Dr. Reid has kept her technical skills current through teaching courses in these areas over the last 10 years. As an adjunct professor, her courses were focused primarily on Object Oriented program, Database Architecture, C++, Java, and 3D Game Programming. She has also taught courses in Business Management and Earned Value.

Unix and Linux

Unix (Solaris), Linux (Red Hat, SuSe)

Microsoft

NT/2000, XP, Windows 7, 8 and 10

Database

Oracle, Sybase, FoxPro, SQL Server

Development

TC/TCL, C/C++, PERL, PL/SQL, C/Korn Shell, ASP, HTML, JAVA

Professional Experience

Please click here to download my detailed CV

Senior Program Manager Office (PMO)

2014 - Present

Deputy Program Manager

Roles included: Functional Engineering Manager of 300 Engineers in Colorado, System Test Manager on GPS Ground Systems, System Test Lead, Database Architecture

2005 - 2014

President/Owner

2010 - 2012

Adjunct Professor

BS Core Courses, IT Core Courses, 3D game programming, Database Architecture, Object Oriented Programming

2006 - 2015

Manager - Internet Production and Specialist Teams

2002 - 2005

Database and Storage Analyst

2000-2002

Worked For

  • Viking MetalWorx