delta 5 Quick Read - English

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The 12 slides give an impression of what delta 5 can do for your organization. …

The 12 slides give an impression of what delta 5 can do for your organization.

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  • 1. 1 delta 5 – quick read: discover in a few minutes how delta 5 can add value to your organization It’s the entire iceberg that determines your results Enhancing performance levels written rules delta 5 is a proven diagnostic and change method for effectively influencing behavioral patterns and embedding high performance behavior unwritten rules Content • when delta 5? • delta 5 Safety • LEAN delta 5 • diagnosis • improvement approach The ‘soft’ side of the organization has a ‘hard’ impact on performance levels← 1 / 12 →
  • 2. 2 delta 5 – when? ↓ delta 5 enhances your success in the following situations: ‘The strength of delta 5 is that this tool makes ‘culture’ manageable: it … when performance levels works from a diagnosis that enables are unsatisfactory (quality, safety, the design of practical interventions efficiency) resulting in an upgrade of the … when it�s difficult to create ownership company’s learning capability.’ and responsibilities lower in the Thom Albers organization Corporate Strategy Director FrieslandCampina … when levels of innovation are disappointing … when the way people collaborate in the organization needs to be improved← 2 / 12 →
  • 3. 3 delta 5 – understanding current behavior gives grip to create high performance ↓ Molecules respond according to laws of nature. Behavior also follows certain natural laws. Such as… • you always display behavior • behavior always has effect • only when you are conscious of your behavior, you can choose It’s the behavior of your people that determines performance levels. The written rules above the water surface might be in place, performance can still be low due to the unwritten rules← 3 / 12 →
  • 4. 4 delta 5 – performance improvement in an operational environment ↓ A dairy factory in Europe: Realizing improvement by Situation at the start bending unwritten rules: the • Frequently disappointing audit results right actions towards creating • • Customers terminating contracts Disapproved product totals 20 km row of trucks a high performance culture • • First-time-right maximum 83% Safety not under control • Loss of market share example 1 / 2 Diagnosis showed explanatory unwritten rules • ‘Focus on producing quantity’ • ‘Quality Assurance department is responsible for quality, not us’ • ‘Do your work your own way’ • ‘The situation is very complex here’ • ‘You will not be sent away’ Steps taken in bending the unwritten rules (for a more elaborate explanation, see the delta 5 book) 1. Creating awareness of the impact and the ownership of the behavioral rules 2. Composing and introducing a new set of unwritten rules based on the organizational values, and give trainings to enlarge the behavioral repertoire of employees 3. Embedding the new behavior in daily routines utilizing the 5 perspectives (see page 8) Results one year later • Excellent audit results • Higher demand than the factory can produce • Disapproved product decreased with 75% • First-time-right varies between 98% and 100% • Number of safety incidents significantly decreased← 4 / 12 →
  • 5. 5 delta 5 – performance improvement in an operational environment ↓ The same dairy factory in Europe: Change is visible due to the bending of the five most important unwritten rules of this factory ‘This is the best factory example 2 / 2 I have visited in years’ (external auditor, Danone) Unwritten rules one year later Explanation of an unwritten rule and her effects The unwritten rule ‘The situation is very complex 1. Focus on producing quantity 1. Stop production in case of doubt! here’ was accepted from management to work floor. The effect was that problems were not traced back to causes. In case of an interruption or contamination 2. Quality Assurance department 2. Quality is number 1 for everyone in the production lines; ‘anything could be the cause, is responsible for quality, not us that’s how complex it is here’. This explained the low 3. Do your work your own way 3. Give each other feedback first-time-right production of 83%, and the huge return flows of rejected product. During the change program this unwritten rule was successfully bent to ‘Find out 4. The situation is very 4. Find out the causes the causes’. complex here 5. You are held responsible for In the delta 5 book, a chapter is devoted to the organizational 5. You will not be sent away change in the dairy factory, written by the responsible plant your actions manager.← 5 / 12 →
  • 6. 6 LEAN delta 5 – to embed LEAN in organizational behavior ↓ LEAN eliminates waste at the top delta 5 strengthens (previous) initiatives like TQM, of the iceberg; LEAN delta 5 also Kaizen and LEAN, which aim to professionalize and removes waste under the water improve performance levels. delta 5 explains why these kind of initiatives don’t have the desired impact surface: in interaction processes of actually improving organizational performance. example of waste: S T O R A G E O F D ATA LEAN components always have a behavioral aspect: Modern and accessible • Process optimalization runs by existing behavioral 10% patterns that facilitate or inhibit intelligent decision written information system rules making concerning process optimalization • Operational managements success depends on the 90% actual daily behavioral routines: the unwritten rules unwritten Everybody has their rules own database • Leadership outcomes depend on the sensitivity for unwritten rules and the capacity to effectively influence them LEAN focuses on the top of the iceberg LEAN delta 5 focuses on the entire iceberg← 6 / 12 →
  • 7. 7 delta 5 Safety – including behavior when enhancing safety levels ↓ Example unwritten rule: Using a gas burner in order to defreeze a pump causes a huge fire You don’t have to at Chemie-Pack (Netherlands) follow the rules delta 5 Safety a) defines the gap between current behavioral patterns and HRO (High Reliability Organization) principles b) brings HRO-principles in the genes of the organization c) is a concretization of Hearts & Minds delta 5 is on a regular basis further developed in collaboration with the founders of HRO in the USA Source: ANP Extraordinary conclusion public prosecutors office: Shifting of perspective in ‘It could have been any employee. […] In this organization the Netherlands: it�s not it�s the normal way to solve things. […]. That is why we the individual employee, hold the management accountable’. but the management that Source: NOS news October, 9th, 2012 is found guilty. Source: ANP← 7 / 12 →
  • 8. Pathologisch 6. Pathologicalodels. 8 delta 5 – diagnosis Learning cycle with a key Learning elevator that With the learning elevator, The graph clearly shows Pathologisch 6. Pathological indicator at each phase identifies levels in learning cycle with a chains in the Learning the weak key Learning elevator that the benchmark With the learning elevator, Th capacity indicator at each phase become learning cycle identifies levels in learning the weak chains in the th ↓ quickly visible capacity learning cycle become ↓ quickly visible Quantitative measurement of learning Qualitative measurement: diagnosing and capacity: whatever ambition you have, analyzing the unwritten rules success depends on learning capacity Step 2 delta 5 2 Step maps out the unwritten rules including the cause fields.nd their mutual relationships which are Ideas and discoveries Excellence Ideas and discoveries Context Ideas and discoveries Context ling lerend llerend lling UnwriƩen rules Ongeschreven regels l chapter 1 and use this page when you UnwriƩen rules Ongeschreven regels l Idea capacity AcƟon and performing AdjusƟng and tuning AdjusƟng and tuning GeneraƟve Context AcƟon and performing Context Context UnwriƩen rules Ongeschreven regels l Context EmoƟe EmoƟon Mental Mentaal UnwriƩen rules Ongeschreven regels l UnwriƩen rules Ongeschreven regels l Ongeschreven perspecƟve perspecƟef UnwriƩen rules regels l perspecƟve perspecƟef AcƟon and performing AdjusƟng and tuning Pro-acƟveare the main models of delta 5 and their mutual relationships which are Improving Learning efficiency Learning effecƟveness Carrying further EvaluaƟngeraƟveeraƟef Carrying further EvaluaƟng Context CalculaƟve UnwriƩen UnwriƩen rulesregels Context Context MoƟvaƟon MoƟvaƟe Experience Ervaring Context performance Learning UnwriƩen rules Ongeschreven regels l UnwriƩen Ongeschreven l UnwriƩen rules Ongeschreven perspecƟve regels l perspecƟef perspecƟve perspecƟef UnwriƩen rules Ongeschreven regels l uced in this book. Tip: start with chaptercycle rules use this page when you (like e.g. 1 and Leercyclus Carrying further EvaluaƟng ReacƟve Context TesƟng and deciding rules out Carrying Context TesƟng and deciding Context Context Carrying out Use of scale AcƟon/ReflecƟon raƟo Context UnwriƩen rules Ongeschreven regels l UnwriƩen rules Ongeschreven regels lan overview of thestarts safety) Enabler Trigger UnwriƩen rules Ongeschreven regels l models. UnwriƩen rules Ongeschreven regels l Enabler TriggercƟvecƟef perspecƟve Synergy with knowing Pathological Source: dr. Peter Scott-Morgan Source: dissertation dr. Johan Boudewijns the weak links Idea Learning AcƟon/ MigraƟon capacity MigraƟon effecƟveness reflecƟon of ideas of knowledge Goal orientaƟon Synergy effect Use of scale Learning efficiency Method which revealsout ideas, unwritten In each phase, the written andunwritten The model by phase, the written and Method which reveals In each which unwritten The model Carrying Corporate raƟo and of learning in the learning TesƟng and deciding OperaƟonal Company informaƟonulaƟefulaƟve MigraƟon of rules5 perspectives give meaning to unwritten rules are identified rules and t1 cycle. rules Goal orientaƟon of learning knowledge and informaƟon The unwritten rules are identified rules and their effectsunwritten the impact of are analyzed rules on performance levels. Ɵef Ɵve Ideas and discoveries Ideas and discoveries Excellence Idea capacity Ideas and discoveries 1. Excelling Excellerend Excellence Idea capacity GeneraƟve Perspective Collective behavior is based on… AdjusƟng and tuning Idea capacity AcƟon and performing AdjusƟng and tuning Pro-acƟve GeneraƟve formal (hierarchical) relations, rules, procedures, Learning effecƟveness Learning efficiency Learning effecƟveness 2. GeneraƟve GeneraƟef CalculaƟve Learning Leercyclus performing AcƟon and cycle EvaluaƟng AdjusƟng and tuning Pro-acƟve Carrying further Learning Leercyclus cycle EvaluaƟng Context formats, computer systems ologisch ological ReacƟve AcƟon/ReflecƟon raƟo Use of scale AcƟon/ReflecƟon raƟo Learning efficiency Learning effecƟveness 3. ProacƟve ProacƟef Step 3 Synergy CalculaƟve the dominant feeling in the organization: Pathological Learning Step 3 Emotion Idea Learning AcƟon/ MigraƟon MigraƟon Goal Synergy Use of scale Learning capacity effecƟveness reflecƟon of ideas of knowledge orientaƟon effect efficiency Carrying out Leercyclus Carrying out Corporate (un)safety? fear? trust? raƟo and of learning informaƟon TesƟng and deciding Carrying further of ideas, EvaluaƟng OperaƟonal Company arning MigraƟon knowledge and informaƟon cycle 4. CalculaƟve raƟo CalculaƟef AcƟon/ReflecƟon ReacƟve Goal orientaƟon of learning MigraƟon of ideas, knowledge and informaƟon Use of scale 5 Experience Content Alignme Synergy the dominant assumptions, mental models lta MoƟvaƟon 5. ReacƟve ReacƟef Pathological Idea Learning AcƟon/ MigraƟon MigraƟon Goal lt Experience a 5 Synergy Use of scale Learning Mental de and beliefs Content Mental Alignment de MoƟvaƟon t Carrying out Corporate capacity effecƟveness reflecƟon raƟo of ideas of knowledge and orientaƟon of learning effect efficiency EmoƟon EmoƟe EmoƟon Mental Mentaal Mental Mindseevator that With the learning elevator, The Experience clearly shows graph informaƟon Mental TesƟng and deciding Goal orientaƟon of learning 6. Pathological Pathologisch MigraƟon of ideas, knowledge and informaƟon OperaƟonal Company EmoƟon Structures Rules EmoƟe EmoƟon What has Mental Mentaal the experiences withMindset Context Mental providing feedback or perspecƟef perspecƟve perspecƟve perspecƟef Structures What has Context Key perspecƟef SystemsperspecƟve been perspecƟve perspecƟef started dealing with mistakes EmoƟon Safety/t Rules indicator MoƟvaƟon MoƟvaƟe Experience Ervaringvels phaselearningelevator different phases weak learninginelevator, (or business clearly showsbenchmark in in the learning cycle is measured and chains indepartments) can the weak the chainsOrganizations The benchmark the Motivation the motivation of employees, their commitment units or the UnwriƩen rules already? been EmoƟon Safety/trust cycle with a key The strength of the that Learning With graph Key indicator Systems started step 1 step 2 MoƟvaƟon MoƟvaƟe step 3 perspecƟef perspecƟve perspecƟve perspecƟef Experience Feedbac Experience Ervaring and (work)energy UnwriƩen rules already? Measure Analyse perspecƟef perspecƟve perspecƟve perspecƟef Improve at each identifies levels in learning the the the Experience Feedback Context MoƟvat that is filled out by employees. The cycle become learning visible become step 1 step 2 step 3 calculated using an online survey be benchmarked perspecƟve MoƟvaƟon capacity learning cycle Measure After 1,5 year an unwritten rule diagnosis is Analyse Improve Context MoƟvators/ Energy perspecƟve MoƟvaƟon strengths of the different phases quickly are conducted, once more, in order to determine Energy typified with the quickly visible Learning elevator. Relationship between steps 1, 2 The 5 buttons you can turn to embed le to what extent the desired high performance capacity into the organization and 3: the 5 elements by which Relationship between steps 1, 2 behaviorbuttonsbe done turn to embed learning The 5 has become part of daily routines. you can With 12 →learning elevator, ← 8/ the The graph5clearly by which and 3: the elements shows interventions can capacity into the organization2 the weak chains in the the benchmark done interventions can be learning cycle become Ideas and discoveries Context UnwriƩen rules Ongeschreven regels l
  • 9. UnwriƩen rules Ongeschreven regels l UnwriƩen rules Ongeschreven regels l Enabler Trigger 9 delta 5 – improvement approach (1/2) ↓ Method which reveals unwritten In each phase, the written and The mo Change principles rules Realizing higher performance levels unwritten rules are identified rules an The change process always starts from the in-depth Every change program that does diagnosis of the current situation and (if applicable) connects to running change initiatives in the organization. not break through the underlying patterns, will NOT effectuate change delta 5 uses the analysis model with the 5 perspectives (see page 8) to define the impact of the unwritten rules and also to design powerful interventions. The steps of Higher management strongly defines the force field for delta 5 are visualized in the model below. lower echelons: a change process therefore starts high Step 3 in the organization and works from there, layer by layer, towards the work floor. 5 Experience In a change process, every hierarchical layer goes Content Alig ta del MoƟvaƟon through 3 phases: Mental EmoƟon 1. Awareness Only when we are aware of behavior, we can Mental Min EmoƟe EmoƟon Mental Mentaal Context choose to act differently. perspecƟef perspecƟve perspecƟve perspecƟef Structures What has Rules Key Systems been 2. Behavioral adjustment Learning new behavior. This EmoƟon Saf started indicator is not about unlearning behavior, sinceErvaring a negative MoƟvaƟon MoƟvaƟe this has Experience UnwriƩen rules already? connotation; condemnation secures old behavior. perspecƟef perspecƟve perspecƟve perspecƟef step 1 step 2 step 3 Experience Fee Measure Analyse Improve 3. Embedding Being able to show the new behavior is not Context good enough: the process is not finished until the desired Mo behavior has become new routine. Only then performance MoƟvaƟon perspecƟve The improvement program is tailor made, but always Ene will improve. follows a number of proven change principles.← 9 / 12 → Relationship between steps 1, 2 The 5 buttons you can turn to embe and 3: the 5 elements by which capacity into the organization interventions can be done
  • 10. 10 delta 5 – improvement approach (2/2) ↓ The improvement process follows Why Goals Values Strategy several steps from strategy to behavior on the work floor with concrete work formats and professional supervision when necessary. Co-creation and tailor Actual behavior: Gap analysis unwritten rules made interventions are always leading. • Concrete approach Aligning: • Work formats Desired behavior • leadership • procedures • Professional supervision • systems • structures Work Format: Articulating desired behavior. What kind of • positions behavior fits our values? • competences Value 1 • skills Value 2 EXAM PLE • behavioral repertoire Value 3 Value 4 Value 5 Value 6 Change program← 10 / 12 →
  • 11. 11 delta 5 – the organization ↓ delta 5 is successfully implemented in the commercial delta 5 researchers, trainers and public sector. and advisors have a track record of successfully supervising top A selection of our clients: organizations in the Dutch national and international context aviation industry leading dutch banks AIR FRANCE-KLM ABN-AMRO Air traffic control Rabobank Netherlands (semi-)government food Dutch tax authority FrieslandCampina Dutch social welfare authority Dutch rail traffic control industry Dutch provinces USA EU CORUS Steel Asia Philips other Several health care institutes (international) and housing corporations Currently exploring the African market← 11 / 12 →
  • 12. 12 delta 5 – more information ↓ More information on delta 5 can be found in the book: A change process must always hit the core: delta 5 – unwritten Auteur: Johan Boudewijns Johan Boudewijns Why you should read this book learning capability with a practical ‘do what it�s about’ You will learn how to upgrade your company’s tool. Learn from the Dutch: the Dutch are very capable of building an economy: Het doorgeven van (delen uit) het boek wordt aangemoedigd, mits onder de volgende for over 500 years with very little natural it has been one of the richest countries resources. Holland was and still is therefore learning. This book shows us how a typical very dependent on knowledge and company of Dutch heritage seeks giving the reader a full insight in their rules as the key to a voorwaarden: to improve its learning capability by De gebruiker mag het werk kopiëren, verspreiden en doorgeven op voorwaarde van het vermelden learning organization and is science based and developed by dr. delta 5 methodology. This methodology at the root of the famous Dutch cheese Johan Boudewijns. FrieslandCampina, (to date 130 years of sustainable diary) and brands like Dutch lady, Foremost van de naam van de auteur. Het werk mag niet voor commerciële doeleinden gebruikt worden. and delivering ingredients to McDonalds, (Asia), Milner, Mona and many others Starbucks but also pharmacy, may inspire companies high aspirations. delta 5 is used to measure in regard to innovation and is used to all over the world with the worldwide learning capability improve operational environments. delta unwritten sustainable success Het werk mag alleen in onbewerkte staat worden gebruikt. Dit boek is ook verkrijgbaar in het Engels. rules focuses on the ‘soft side’ of the organiza- 5 is different form other tools since it It builds on the best selling work of Peter tion: the organization’s unwritten rules. and a cal with many examples of the field Scott-Morgan. The book is very practi largest production sites. delta 5 case of one of FrieslandCampina’s ‘The strength of delta 5 is that this ‘I read over a 1000 managementbooks; one stands out! It combines strong concepts this as the key to dr. Johan Boringa Layout: Anneke Boudewijns tool makes ‘culture’ manageable: it Grafisch Service Bureau, FrieslandCampina a learning and a with clear examples, practical insights works from a diagnosis that enables isbn 978-1468118841 with clear case to show how delta 5 works the design of practical interventions everyone clear results. This is a must read for resulting in an upgrade of the that is busy improving organizations’ organization company’s learning capability’ bank Ton Mulders, Vice President of the Thom Albers, Corporate Strategy that invented stocks in 1602 ISBN: 978-90-810641-3-2 1st edition, 2011 Director FrieslandCampina There is no gain in the obvious the sub-optimal? and sustainable 1e druk, 2010 How long will your organization repeat Do the unwritten rules in your organizati on allow your success organization te learn? dr. Johan Boudewijns mpina In co-makership with Royal FrieslandCa w www.delta5.nl Alice in organizationland In addition to the delta 5 book, you Johan Boudewijns is The most enjoyable way to learn, learning how to wonder again... e info@delta5.nl can read more on unwritten rules in In this book, Alice takes the reader on a voyage Alice in discovers ‘the of discovery. In a playful way, she the book ‘Alice in Organizationland’ Alice in Organizationland system beneath the system’, or in other words, will give you the unwritten rules. Alice’s voyage t +31 24 350 2101 by the same author. In this book Organization- ions. deep insight into behavior in organizat unwritten rules in organizations are ‘Refresh your management style this book of Johan Boudewijns’, by reading Carl Sinnige, land exposed in the style of the well- p Prins Bernhardstraat 7 Vice President KLM-AirFrance Alice learns management about ‘This book belongs in the top-ten known fairytale. Thousands of copies books’, Walter Annink, Director Rabobank unwritten rules and discovers 6521 AA Nijmegen power of ‘This book is characterized by the organizations have been sold already. t simplicity’, Bernard Sluis, Consultan The Netherlands isbn 978-1480262478 dr. Johan Boudewijns 2nd edition Both books are also available through Amazon.← 12 / 12 →