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:
(more…)

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

(more…)

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: (more…)

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

(more…)

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
(more…)

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:
(more…)

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:

(more…)

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:
(more…)

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:
(more…)