Change Management

Change Management is the six step process of:

1. Establishing the need for change,
2. Designing the change that best responds to that need,
3. Identifying the effects of the planned change,
4. Planning implementation of the change,
5. Implementing the change effectively, and
6. Measuring the results of the change.

These six steps are aligned with an Enneagram, a framework for change as a continuously evolving life-cycle process.

There are also 3 major phases or stages of change: Current State, Transition State, and Future State.

Learning Objectives:
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Conflict Management

Conflict is natural in any human relationship….certainly occurring in a work environment. Since this conflict is natural, the goal of a group is not to eliminate conflict but to view it as essentially healthy and an opportunity for growth.

There are 5 common ways of dealing with organizational conflict: 

1. Denial or withdrawal
2. Suppression or smoothing over
3. Power or dominance
4. Compromise or negotiation
5. Integration or collaboration

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Critical Success Factors (CSFs)

Critical Success Factors (CSFs) are those vital few (as opposed to the trivial many “Phantom Success Factors (PSFs) performance factors that, when properly identified and driven favorably, lead to superior business results for your operation.

The problem is the many PSFs lurking around. PSFs lead to activity traps. The tend to keep the unskilled off balance. When PSFs are properly identified and driven favorably, “standard” results are achieved….leading to disappointment and renewed efforts with these PSFs.

So….CSFs are important to identify, to measure, and to use in driving improvement. They should be visually controlled and openly communicated.

Learning Objectives: Read more about Critical Success Factors (CSFs)

Employee Surveys: Strategies & Plans

Employee Surveys are excellent in that they provide useful data and qualitative information to help strategize and plan for improvement. The one JCM Work Designs provides is a derivative of one used many times at a Fortune 100 company annually to do just that: measure employee opinions in a variety of dimensions in order to plan for improvements in these dimensions.

The dimensions are:

1. Customer Focus
2. Values and Vision
3. Self-Management
4. Job and Work System Design
5. Capability, Learning, and Renewal
6. Leadership, Coaching, and Change
7. Results-Driven Action
8. Diversity

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Empowerment

The word “empowerment” is often used to refer to some sort of state or condition with regard to employees (generally shop floor people) and their responsibilities for decision-making. While this is true, we find the need to clarify this word.

Dictionary Definition  

Empower – to give people power or authority; to enable; permit  

“em” – to cause to be; make

“power” – strength or force; might; the ability to do or act; authority, right, control, influence

“ment” – the act or state or fact of; the condition of being; the product or result of
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Goal & Objective Management

Goal & Objective Setting is a performance management process. Goals and Objectives are typically intermixed, and can sometimes be confusing to those who are supposed to achieve them.

A goal is a continuing purpose that provides a sense of direction through time. Example: Goal of a sports team is to have a winning season and make the playoffs.

An objective is a measurable desired result to be accomplished within a specified period of time. Example: To win the game this weekend.

A goal is an outcome or a result to be achieved. An objective is also an outcome or result to be achieved, but within the context of a broader goal.

Both Goals and Objectives need to be:
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Human Resources (HR) Model

The Human Resources (HR) Model is an integrated way to view the 6 Human Resource Practices:

1. Staffing & Selection
2. Development & Training
3. Appraisal & Feedback
4. Compensation & Rewards
5. Communication & Leadership
6. Organization Design & Development

These 6 HR Practices, when intentionally designed and managed appropriately, lead to the Organization Capabilities needed to achieve your Business Strategies.

Learning Objectives:

People participating in the HR Model workshop will be able to:

a) Explain how the 6 HR Practices à (lead to) Organization Capability à (result in) Business Strategy

b) Assess their own HR Practices against this model

c) Determine what to change in their own HR Practices in order to achieve different results

d) Challenge HR Leadership to become more strategic and intentional with the HR Practices currently existing in their organizations

Who Should Attend:

1. Organization Design professionals
2. Organization Development professionals
3. Human Resources professionals
4. Trainers
5. Managers
6. Change Agents

Duration:

1 – 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Inclusive Culture

Inclusive Culture is one whereby every member of an enterprise sees him/herself as a viable, active member, contributing to the whole and developing as an integral part of the whole.

Culture is the composite of the basic patterns of shared assumptions, beliefs, and behaviors acquired over time by members of an enterprise. Because culture is evolved over time, it is generally quite stable, and doesn’t change easily or quickly.

Because every person is enabled in an Inclusive Culture to contribute to his/her maximum potential, this kind of culture is vital to organization effectiveness.

Literally EVERYONE in an Inclusive Culture feels…..and IS….an equal. There are absolutely no distractions because of race, gender, age, religion, education, economic position, sexual preference, or anything else.

Learning Objectives:

These 10 dimensions will be addressed in a way that participants learn and apply them to their organizations:

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Managing Organization Transitions

Transition Management is not Change Management. Change is associated with specific differences in “things” (organizations, equipment, money, customers, technology, products, materials, processes, etc) that occur at specific points in time, or over finite periods of time.

Transition is an inner process of personal reorientation to the changes, defined by where people actually are (their relative position vis-à-vis the change), not where the logic of the change process says they ought to be.

Managing Organization Transitions is a process for helping people work through a Change in a way that they are comfortable with the change so that they can accept and live with the change on a positive basis.

Learning Objectives:
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Mentoring & Peer Coaching

Mentoring & Peer Coaching  is a relationship between two people in which the one with greater experience and/or expertise teaches, coaches, guides, and helps the other to develop personally and professionally.

The mentor (the one providing the help) has no other agenda with this person except to help him/her become….and remain….100% successful. Bosses CANNOT mentor their own people, generally speaking, because of conflicts with this relationship.

The mentee (the one receiving the help) has to ask for it and has to be 100% comfortable with the relationship, from the beginning of….and all during…the process.

The 3 types of mentoring relationships are:
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Myers-Briggs Type Indicator (MBTI) Awareness

The MBTI is an individual assessment of personality type preference based on the work of Carl Jung, a psychologist who studied people’s behaviors. The Myers-Briggs Type Indicator, MBTI, provides a useful measure of personality by looking at either personality preferences that all people use at different times.

These 8 preferences are organized into four bi-polar scales. When you take the MBTI Indicator, the 4 preferences you identify as most like you (one from each scale) are combined into what is called your “type”.

The 8 types and their associated scales are:
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Organization Design

Organization Design is a methodology to change the way work is done by redesigning the processes, systems, and structures within the organization in order that your strategic business requirements are met and the quality of work-life is enhanced for all organization members.

Every organization is perfectly designed and managed to get the results it’s currently getting, therefore, if you want significantly different (aka improved) results, you must change the design and management of your organization.

Learning Objectives:

To Design the Organization so that:

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Performance Management

Performance Management is a process of managing one’s own performance so that s/he can improve, and interacting with others in a way that other performers can improve.

The basic formula for Performance Management can be represented by Goalsà Feedback à Reinforcement, which, at its fundamental level, means:

1. Working with the performer to help him/her set meaningful performance goals that are: specific, measurable, observable, reliable (SMOR).

2. Providing feedback to the performer that is immediate, meaningful, developmental (not critical) and objective.

3. Positively reinforcing every effort and even the tiny improvements made towards achievement of these goals.

The central premise in Performance Management is the performer him/herself absolutely MUST own the responsibility for his/her performance. In other words, it MUST be an internal….as opposed to external management process.

The external manager….aka one’s “boss”…can engineer the environment the performance takes place in, but cannot “own” the performance itself.
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Quality of Work-Life (QWL)

Quality of Worklife, QWL, is a way of working as a process of interaction and joint problem-solving by working people – managers, supervisors, and individual employees – which is:

1. Cooperative (rather than authoritarian)
2. Evolutionary and changing (rather than fixed)
3. Open (rather than rigid)
4. Informal (rather than rule-based)
5. Interpersonal (rather than mechanistic)
6. Problem-solving (rather than blaming)
7. Win-Win (rather than win-lose)
8. Based on mutual respect (rather than disrespect)

QWL is an outcome of the way work is designed and the way it is managed. QWL provides people at work with structured opportunities to become actively involved in an interpersonal process of problem-solving toward both a better way of working and a more effective work organization, the payoff from which includes the best interests of employees and employers in equal measure.

Learning Objectives:
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Reward/Recognition System Design

Reward/Recognition Systems must be intentionally designed and managed to produce the kinds of individual thinking and behavior necessary to achieve the enterprise’s business strategy. As we all know, the Reward/Recognition System itself has a huge impact on the way people work, and this is equally true for senior executives as well as front-line employees.

These 7 elements of any Reward/Recognition System can be assessed and re-designed to enable and support improved performance:

1. Performance Expectations
2. Ongoing Feedback & Reinforcement
3. Time-Based Periodic Performance Assessment, Evaluation, and Feedback

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Self-Development

Self-Development may also be called Self-Actualization (Maslow’s Hierarchy of Needs) or Self-Efficacy. It is about what the Washington Irving once said “Let Each Become All S/He is Capable of Being”. Dr. Deming addressed it in his Point #13: Institute a Vigorous Program of Education and Self-Improvement.

Self-Development has 7 elements:

1. Self-Awareness and Self-Acceptance
2. Self-Responsibility
3. Personal Values and Principles
4. Personal Mission and Vision
5. Time Management: Acting on One’s Commitments
6. Authentic Behaviors with Others (Genuiness/Realness)
7. Self-Appraisal: Continuous Renewal and Change

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Strategy Development & Implementation

Strategy is the pattern of Missions, Objectives, Policies, and significant resource utilization plans stated in such a way as to define what business the enterprise is in (or ought to be in) and the kind of enterprise it is (or should be) in order to become competitive and sustain it’s competitive advantage.

Strategy Development and Implementation is an 8-Step process (8 Building Blocks) that follows the W. Edwards Deming Assess-Plan-Do-Verify cycle.

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Transition Manager

The Transition Manager presents 8 different options for job descriptions of a manager who’s being identified to lead an organization transition from a current to a future state. 

The role selected depends on your definition of what kind of transtion is appropriate for this change effort.

All roles work and are effective, but each is unique as well.

The 8 Roles are:

1. Project Manager Role (focal point for changes during the transition)
2. Training Role (defines and coordinates training required for the transition)
3. Leadership Role (catalyst for the changes…leads the way) 
4. Sponsorship Role (surrogate manager sponsoring the changes)
5. Transition Role (insures all elements of the transition are managed appropriately)
6. Change Management Role (creates and manages “breakthrough” projects for transition)
7. Facilitator Role (facilitates the changes required for transition)
8. Implementation Manager Role (leads the implementation of the future state)

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Visioning

Visioning has to do with creating and communicating an organizational vision that others can see themselves being successful with and in. Visioning is a creative process. It is also an inclusive process, not to be done alone.

Visions are more than just dreams….they are dreams put in action. They are not about some imaginary place or point in time that can never be reached. They are not about the “ideal”. Visions are achievable future states that can be attained, albeit with “stretch” from the current state.

The Visioning Process is a spiral of Fact-Finding, Problem-Finding, Idea-Finding, Solution-Finding, and Acceptance-Finding repeated over and over again until desires are reached.

In pursuing the Vision, the Visionizer proceeds from examining “what is” to exploring “what might be”, to judging “what ought to be”, to assessing “what can presently be”, to deciding “what will I commit to do now”, to action that becomes the new “what is”.

Visioning is a very powerful (the most powerful?) change process in a high performance organization (HPO).

Learning Objectives:

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