Key principles

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key principles to understanding how organizations and people work

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  • Here’s how it works…..
  • This is an important principle. What you see (your paradigm, your world view, what you truly believe) drives what you do. What you do determines what you get. God Willing. Please understand that these are not “immutable principles” on the same basis as God’s decrees, but typically observable principles. The critical learning here is that the “See” is the “auto response.” It has a direct 1 for 1 component w/ what you do, and your doing produces “gets” or results. If you are not happy w/ what you are getting, then something needs to change w/ your “See.” This is the concept for the term “paradigm shift” that was so much a part of our vocabulary in the late 80’s and 90’s. it is still true. Something in what you see/believe has to change for your “automatic doing” to change. That change in “automatic doing” will change the results that are obtained. The antithesis of this is the Chinese word for insanity: keep doing the same thing, expecting different results. This paradigm shift does not take place over night, typically. When you consciously change what you do and see that change “ratified” by seeing a change in the “get” your “paradigm will shift (change)” Another word for paradigm might be the term “Belief Window.” What we believe to be true when acted upon will produce a result. If you don’t like the result, there is likely something askew with your beliefs.
  • There is a “Dynamic of Paradigm Shift.” One starts out w/ “Big D” absolute “Disbelief.” As experience w/ thinking about the possible results change that could come w/ a change of “doing” the “Big D” softens from Rejection of the idea, to resistance of the idea to even a partial acceptance of the idea. There are several conversations and experimentations “Trial Balloons” that happen along the way until you try it. As the results come in, you become more convinced of the idea and begin to Believe in it. As you experience more and continued confirmation of the desired/expected results, the Belief becomes firm in the individual. The thinking of the person around this new activity “Do” move from “skepticism to whole hearted spreading of the idea.” The paradigm shifts as the results confirm the thinking behind the “Doing.”
  • The formation of the “Paradigms” of the people in the culture is derived most typically from the Systems and Structure of the organization. The first place to examine when the results are not what was expected are the influences that shape the thinking (paradigms) of the people who make up the culture. They believe certain things to be true and act accordingly. Those beliefs are typically driven by the Systems and Structures that exist w/in the organization. If clear examination of the Systems and Structures does not produce the “paradigm shaping realities” then proceed further counter clockwise and examine the Strategies, then the “visionary thinking” and then ultimately are the Stake Holder needs legitimate?
  • This slide can be used to print off and use as a handout for the participants to reinforce their understanding of the dynamics of an effective organization.
  • Key principles

    1. 2. Agenda <ul><li>8:30 Coffee is on!!! </li></ul><ul><li>9:00 Self Introduction, “Koinonia Connection” and “Hand of the Lord Time </li></ul><ul><li>10:00 Understanding “Key Principles” </li></ul><ul><li>12:00 Working lunch </li></ul><ul><li>12:30 Discussion of KANI </li></ul><ul><li>Any left over time… “Popcorn” KANI </li></ul><ul><li>2:30 Dismiss </li></ul>
    2. 3. Koinonia Connection Self Introduction <ul><li>Name </li></ul><ul><li>Church </li></ul><ul><li>How long in current position </li></ul><ul><li>What initially drew you to come </li></ul>
    3. 4. Greg Williams <ul><li>Born in Buffalo Lead “N-Weds” </li></ul><ul><li>Oldest of 5 Love-Snow Ski </li></ul><ul><li>Father-Welsh Hate-Yard Work </li></ul><ul><li>Mother-Swiss Food-Italian </li></ul><ul><li>Married-Barbara Sport-Golf </li></ul><ul><li>Live-Marietta, GA Car- Trailblazer 265K miles </li></ul><ul><li>1 Daughter; 2 Sons 5 Grandchildren </li></ul><ul><li>Gordon College Foreign Language </li></ul><ul><li>PK 2 brothers-in-law pastors </li></ul>
    4. 5. Hand of the Lord
    5. 6. Koinonia Connection PAST Here is something about my past that would help you know me better DEFINING A difficult life experience which MOMENT helped me grow as a person was.. VALUES Here’s what I stand for… X Information + Feelings Information Only X
    6. 7. The 4 Levels of Leadership <ul><li>We work in organizations at 4 levels. The best way to improve the organization is to improve yourself first… “The inside – out approach.” </li></ul>Interpersonal-Trust Organizational- Trailblazing & Alignment Managerial-Empowerment Personal-Trustworthiness Character Competence
    7. 8. A Series of Crossroads Leader of the Volunteers Staff Person Management Team Lead Pastor Crossroad #2 Crossroad #3 Crossroad #4 Crossroad #5 Crossroad #1 Volunteer
    8. 9. 3 Critical Issues <ul><li>1. Work Value </li></ul><ul><li>2. Time Allocations </li></ul><ul><li>3. Key Skills </li></ul><ul><li>Important question: how well do I recognize the work that needs to be done and the appropriate structure/infrastructure to do it / get it done? </li></ul>Learn to work at the right level
    9. 10. The Basic Change Model Do Get See
    10. 11. Dynamic of Paradigm Shift D d d b b B Rejection Resistance Partial Full Partial Full Acceptance Acceptance Assimilation Assimilation 5 Not in my Lifetime!!! Here’s how we do this and why you should, too.
    11. 12. The Effective Organization Plan the effective organization going clockwise…Diagnose any ineffectiveness going counter clockwise, beginning w/ results moving past culture to Systems & Structure and then to the “Higher Thinking” 4 Systems & Structure 1 Stake Holder Needs 2 Purpose Mission Vision Core Values 3 Key Strategies Structure (Who reports to whom?) Core Processes (Work flow) Info Management System Employee Development System Decision Making System Reward System Culture 5 Results Do they match up with Stake Holder needs? What Gaps??? 1 Stake Holder Needs 2 Purpose Mission Vision Core Values 3 Key Strategies Structure (Who reports to whom?) Core Processes (Work flow) Info Management System Employee Development System Decision Making System Reward System Culture 5 Results Do they match up with Stake Holder needs? What Gaps???
    12. 13. Roundtable Covenant <ul><li>This is our roundtable, as such, it will be essential that we establish a “behavior covenant.” What are some of the behavioral expectations that could be a part of this covenant? </li></ul><ul><li>Confidentiality, Reliability, </li></ul>
    13. 14. Dealing with the KANI’s of Life and Ministry <ul><li>S…ituation </li></ul><ul><li>P…roblem </li></ul><ul><li>E…vidence </li></ul><ul><li>C…onsequences </li></ul><ul><li>I…mplications </li></ul><ul><li>F…uture Fix </li></ul><ul><li>I…mplications </li></ul><ul><li>C…onstraints </li></ul>What are the Issues?
    14. 18. Daily Debrief
    15. 19. The Effective Organization Plan the effective organization going clockwise…Diagnose any ineffectiveness going counter clockwise, beginning w/ results moving past culture to Systems & Structure and then to the “Higher Thinking” 1 Stake Holder Needs 2 Purpose Mission Vision Core Values 3 Key Strategies Structure (Who reports to whom?) Core Processes (Work flow) Info Management System Employee Development System Decision Making System Reward System Culture 5 Results Do they match up with Stake Holder needs? What Gaps??? Culture

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