MAKING THE IMPOSSIBLE POSSIBLE
Applying Heliotropic Abundance for creating
Program and Project Management processes
1
2
Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006
Lessons learned from the cleanup of America’s most
dange...
Abundance Principle of Management
 Strive for positive deviance, pursuing the best of the
human condition and working to ...
The Ordinary Approach to Change†
5
 Identify and define the problem accurately.
 Generate alternate solutions to the pro...
The Abundance Approach
6
 Abundance is not a substitute for ordinary
management – it is a supplement for the problem
solv...
Conventional Principles versus Abundance
7
Conventional Principles Abundance Principles
General Leadership Principles
 Pr...
Conventional Principles versus Abundance
8
Conventional Principles Abundance Principles
Careful, Clear, and Controlled Lea...
Conventional Principles versus Abundance
9
Conventional Principles Abundance Principles
Collaboration, Engagement, and Par...
Conventional Principles versus Abundance
10
Conventional Principles Abundance Principles
Rigorous, uncompromising, and res...
Four Quadrants of Improvement
Guided by the Abundance Approach
Collaborate Create
Control Compete
11
Collaborate
Relationships, Human Capital, and Collaboration
 Develop talent, build strong relationships, and foster
trust...
Create
Vision, Innovation, and Symbolic Leadership
 Articulate and reinforce a motivating vision of what
could be in cont...
Control
Stability, Discipline, and Process Control
 Grounded in virtuousness, extending beyond just
doing well, but devel...
Compete
Incentives and Rigorous Performance Standards
 Aggressive actions, external constituents, market
forces, performa...
16
Long Term Flexibility for Change New
InternalMaintenance Culture Type: CLAN Culture Type: ADHOCRACY
ExternalPositioning...
This is What DONE Looks Like
17
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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
  2. 2. 2
  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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