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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