Making the impossible possible

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The Rocky Flats experience of managing for success using Heliotropic Abundance

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Making the impossible possible

  1. 1. MAKING THE IMPOSSIBLE POSSIBLE Applying Heliotropic Abundance for creating Program and Project Management processes 1
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  3. 3. Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006 Lessons learned from the cleanup of America’s most dangerous Nuclear Weapons Plan
  4. 4. Abundance Principle of Management  Strive for positive deviance, pursuing the best of the human condition and working to fulfill the highest potential of the organization.  Focuses on:  Resilience  Flourishing  Vitality  Extraordinarily positive individual and organizational outcomes 4
  5. 5. The Ordinary Approach to Change† 5  Identify and define the problem accurately.  Generate alternate solutions to the problem based on root causes so that convergence on a solution is not premature.  Focus on evaluating and selecting the best alternative.  Implement the chosen alternative solution and follow up to ensure that the problem or obstacle is resolved. † Leading Change, John Kotter Harvard Business School Press, 1996 Organization Change: Theory and Practice, W. W. Burke, Sage, 2002 A Primer on Decision Making: How Decisions Happen, J. G. March, Free Press, 1994 Smart Thinking for Crazy Times: The Art of Solving the Right Problems, I. I. Mitroff, Berrett–Koehler, 1998
  6. 6. The Abundance Approach 6  Abundance is not a substitute for ordinary management – it is a supplement for the problem solving approach.  Abundance focuses on:  Closing the gaps between acceptable performance and spectacular performance.  Emphasizes positively deviant accomplishments rather than normal or expected accomplishments.  Positive possibilities rather than deficits.
  7. 7. Conventional Principles versus Abundance 7 Conventional Principles Abundance Principles General Leadership Principles  Problem solving and deficit gaps  Virtuousness and abundance gaps  A single heroic leader  Multiple leaders playing multiple roles  One leader from the beginning to end  A continuity of leaders  Congruence and consistency  Paradox and contradiction Principles Related to Visionary and Symbolic Leadership  Logical, rational, and sensible visions – with SMART goals  Symbolic, emotional, and meaningful – with profound purpose  Consistency, stability, and predictability  Revolution and positive deviance  Personal benefits and advantages  Meaningfulness beyond personal benefits  Organizations absorb the risks of failure and benefits of success  Employees share the risks of failure and rewards for success
  8. 8. Conventional Principles versus Abundance 8 Conventional Principles Abundance Principles Careful, Clear, and Controlled Leadership  Organizational change at the expense of the people  Organizational change for the benefit of the people  Commitments and priorities based on environmental demands  Unalterable commitments and integrity at all costs  Managing the contract, attaching resources to performance  Managing the contract and ensuring stable funding  Ultimate responsibility and accountability for measureable success at the top  Responsibility and accountability for measureable success for everyone
  9. 9. Conventional Principles versus Abundance 9 Conventional Principles Abundance Principles Collaboration, Engagement, and Participation  Building on and reinforcing the current culture  Introducing challenges that the culture cannot address  Decision making and leadership at the top  Employee and management in partnerships in planning, decision making, training, evaluation, and discipline  Need–to–know information sharing and physical separation  Early, frequent, and abundant information sharing with colocation  Long–term employment, personal relations, and use of specialist  Long–employability, professional relations, and retraining
  10. 10. Conventional Principles versus Abundance 10 Conventional Principles Abundance Principles Rigorous, uncompromising, and results oriented leaderhip  Managing external communications  Openness of all message through early and often communications  Keeping critics at a distance  Making critics stakeholders, building relationships, and using positive strategies  Clear, stable performance targets that meet standard coming from the top  Escalating performance, virtuousness, and positive deviance targets from multiple sources  Organizational financial benefit from outstanding success  Financial generosity and benevolence with employees
  11. 11. Four Quadrants of Improvement Guided by the Abundance Approach Collaborate Create Control Compete 11
  12. 12. Collaborate Relationships, Human Capital, and Collaboration  Develop talent, build strong relationships, and foster trust between all parties based on:  Culture  Collaboration  Credibility  Human capital and social relationships 12
  13. 13. Create Vision, Innovation, and Symbolic Leadership  Articulate and reinforce a motivating vision of what could be in contrast of what occurred in the past.  Forge a clear and shared vision of the future.  Symbolic leadership in support of changing mission.  Innovative and creative ideas about work.  New sense of meaning and importance to pursued tasks. 13
  14. 14. Control Stability, Discipline, and Process Control  Grounded in virtuousness, extending beyond just doing well, but developing mechanisms for producing extraordinary results  Goal clarity  Agreements between producers and suppliers  Planning and objective measures and accountability  Stable support and funding for work efforts 14
  15. 15. Compete Incentives and Rigorous Performance Standards  Aggressive actions, external constituents, market forces, performance incentives, and obtaining measureable results  External stakeholder agreements  Managing external relationships  Taking bold action  Incentives for measureable progress 15
  16. 16. 16 Long Term Flexibility for Change New InternalMaintenance Culture Type: CLAN Culture Type: ADHOCRACY ExternalPositioning Orientation: COLLOABORATE Orientation: CREATE Leader Type:  Facilitator  Mentor  Team builder Leader Type:  Innovator  Entrepreneur  Visionary Value Drivers:  Commitment  Communication  Development Value Drivers:  Innovative outputs  Transformational  Agility Theory of Effectiveness:  Human development and high commitment produce effectiveness Theory of Effectiveness:  Innovativeness, vision, and constant change produce effectiveness Culture Type: HEIRARCHY Culture Type: MARKET Orientation: CONTROL Orientation: COMPETE Leader Type:  Coordinator  Monitor  Organizer Leader Type:  Hard driver  Competitor  Producer Value Drivers:  Efficiency  Timeliness  Consistency and Uniformity Value Drivers:  Market share  Goal achievement  Profitability Theory of Effectiveness:  Control and efficiency with capable processes produce effectiveness Theory of Effectiveness:  Aggressively competing and customer focus produce effectiveness Incremental Stability Control Fast
  17. 17. This is What DONE Looks Like 17

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