Search

Real Time Strategic Change Session II

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

0 comments

Post a comment

    Post a comment
    Embed Video
    Edit your comment Cancel

    Notes on slide 1

    We can have this on the screen as people join with the music in the background, me on the video, asking people to just use the side chat box as they would when entering a meeting....chit chat, making fun of the presenter, etc. ; > )

    Welcome

    Tools and Techniques – Design Teams, Max-mix tables, Focus on purpose and outcomesAreas of work – 3 phases of work, good deal of flexibility, will focus on work of each Phase in Session III. Know they are iterative and reinforce each otherPrinciples – Principles hexagon, solid and fixed, use to help understand what is in place and needs to be added to any change effort; story – Sedgwick County, missing Preferred Future, Create Community, Common Understanding, Real TimeApproach to Change – Open system, integrates well with other approaches like Open Space, Future SearchWay of Thinking and Acting – Guides decisions and actions; always choice points in change work; group in NYC having trouble, Reality at forefront – what’s needed to bring greater health?Way of Being – How you see the world (through lens of principles and phases), becomes second nature, a form of unconscious competence. I get asked and can answer why, but like “dogs and their owners”

    Chat box on this screen for people to fill in

    Work with Kathie 12 yearsPost it’s in basementPrinciple, Process, People

    Frank – getting ready for SF trainingHow to use, in RTSC bookletPrinciples in center, work way aroundMobil cornered in bar – Charles Bennett, John HealyJohn Healy next year’s conference -- sustainability

    Met years earlier in Orlando at OD NetSmiled, why?Clearer higher purpose – common understanding

    Refined – common understanding to build understanding

    Case: Very large consulting firmGlobal Leadership Team meeting as first stage in rolling out new strategyEngage and include -- Participation and DirectionCEO not interested in participation -- want people to “feel” included

    Project Planning -- England -- Julie Beedon. First meeting, Chinese lettuce wrapsGreat people ready for design team -- people really excited to be working with meCreate Community -- only one “part” represented; Build Understanding -- Common information not commonSNET--800 people, staying with Q and A longer. Q’s were all about impact on culture, bring strategy and culture in synch Reality Key Driver

    Future Search as part of work with Leslie and the US Forest ServiceAppreciative Inquiry as engineers gathering data from customers

    Coaching leader last week -- two year conflict btw bu heads and corporate -- external new strategy, manage tension with internal conflicts; create community; real time -- experience a new relationship and way of working togetherLooking at calendar

    Chat box on this screen for people to fill in

    Contracting -- Project Planning -- Online project management site. Engage and include (participate in managing); build understanding; part and whole

    Facts – Chart on wall with key events created ahead of timeRotating rounds of conversation

    Build Understanding – Most missing

    Build Understanding – Most missing

    Build Understanding – Most missing

    Build Understanding – Most missing

    Build Understanding – Most missing

    o

    2 Favorites

    Real Time Strategic Change Session II - Presentation Transcript

    1. ‘The pessimist complains about the wind The optimist expects it to change The leader adjusts the sails’
    2. Real Time Strategic Change Learning Series Session II March 23, 2009
    3. Conference Call Dial In Number • 1-800-511-7985 • Access code and pin: 241230-1265 • Where are you today? • How was your weekend?
    4. Who is Here? • First and last name • Where are you today? • How was your weekend?
    5. Series Purpose To learn how to make the future happen faster in all of your change work.
    6. Series Outcomes • Understand and be able all apply the six RTSC to principles to accelerate of your change work • Know the best ways, best times,achieve the best to include in your change work to and best people results • Understand howchange workkey leverage points to accelerate your to identify • Gain insights that you can act on right away • Know ways that you can support or sabotage your efforts
    7. Session II Purpose To be able to accelerate all of your change work
    8. Agenda • Welcome/Introductions • History and Evolution of RTSC Principles • Why Work From Principles • How to Work From Principles • Case Study: Applying the RTSC Principles • Insights and Questions • Pulse Check
    9. Session II Outcomes • Become familiar with each how toPrinciples, what they help you achieve, and of the apply them • Gain a deeper understanding of the Principles by appreciating their history and evolution • See how the Principles apply in change work and daily work • Be able to apply the principles in your own practice
    10. How We’ll Work Together Today • Presentations with questions throughout • “Raise hand” in room for comments and questions • Use “Table Talk and Ideas box to collect questions / insights as we go • Breakout sessions with facilitators, pre-determined “max mix” groups, and separate dial in numbers
    11. What is Real Time Strategic Change?
    12. History and Evolution of the RTSC Principles
    13. From 50 Aphorisms... You’re the content experts, Trust the we’re the process Each person’s Process experts truth is truth See the world through Don’t take away Celebrate another’s eyes someone else’s diversity choice Autocratic, Build a common What is the Delegative, database Purpose? Consultative, Collaborative
    14. To 20 Principles... We treat participants throughout We build teams throughout Integrating diverse perspectives Always leave the group the process as they really are-- the entire real time strategic leads to discovering common change process. with unfinished business with complex sets of needs, wants ground. and issues Ensure information flows The design stays responsive Create the future you continuously from the individual to If it is to be, it is up to us to the emerging needs of the prefer. whole group the table group to the whole group and back again. Formal leaders are different We create community Empowerment is a Listen to see the world from everybody else in the throughout the entire real time constant focus in all that organization, and the same through the eyes of others strategic change process. we do Adult learning principles All activities add to the common You can only influence as No two events are ever form the bedrock of the database of information we are far as you can see creating together. the same. process. We apply learnings in real A system-wide paradigm Interactive event designs Reality is a key driver time throughout the shift occurs at some point that encourage throughout the process. process in the event. participation
    15. To 6 Principles...
    16. To 6 Principles as Polarities Accelerating the Pace of Change Energizing and Guiding Plans, Actions Future Is Best of the past Compelling possibilities Tomorrow; AND Future is and present AND for the future Today; Plan for it Be There Now Today Optimal Performance Learning. Growth and Spirit Delegated Participative Strong Decisions AND Decisions Strong Individuals AND Collective Rigorous Information Base Informed Decisions Seeking Out AND Focusing In Diverse Shared Perspectives AND Meaning
    17. To the Current Version...
    18. Why Work From Principles
    19. Why Work From Principles? • Principles Are Rooted in Values • Be clear about what’s important -- for you and others • Evolve and can be refined over time • Not susceptible to fads or “flavors of the month” • “Firm ground” to stand on
    20. Why Work From Principles? • Clear Decision Making Criteria • Who will be good partners as clients • How to set up and manage projects • Real time event decisions
    21. Why Work From Principles? • Fixed Principles --------> Flexible application • Opportunities for innovation • “Open Platform”
    22. Why Work From Principles? • Applicable in any situation • Individual • Small Group • Large Group • Division • Business Unit • Enterprise
    23. How To Work From Principles
    24. How to Work From Principles • Use as lens to see all work • Contracting • Scoping / Project Planning • Data Gathering • Planning / Designing • Implementation
    25. Design From One Principle Breakout • Purposes • To develop aof one of the six RTSCand appreciation deeper understanding Principles • To become morethe six RTSC and confident in applying one of comfortable Principles
    26. Design From One Principle Breakout • Process • Groups, Dial In Numbers Assigned in “Main Room” • 10 minute Facilitator-led conversations in “Breakouts” • Notes taken by facilitators in their group’s chat box onscreen • Breakout Group Reports by Facilitators
    27. Breakout Groups 1 (800) 511-7985 Group A Group B Group C Group D Cliff Kaiser Leslie DePol Kay Hubbard Margaret Seidler Amy Schuman Linda McFadden Elizabeth Monroe-Cook Brian Emerson Autumn Spehar Bob Benwick Gerrit Bruggeman Rachael Margo Barry Johnson Spiros Paolinelis Jeffrey Apfelberg Kabir Kadre Bev Benwick Sherri Black Kathy Anderson Cory Belden Margo Freeberg 377132 5982 451992 3421 572584 3861 654469 2078
    28. Design From One Principle Breakout • Situation • 3 hour meeting • 40 people • Two-year-old conflict about governance of organization • Met onceprocess to resolve the conflict design a for two hours previously; agreement to
    29. Design From One Principle Breakout • Looking ONLY through the lens of your principle... • Whatfor this three hour meeting? would help you plan questions do you have that • What actions would you take?
    30. Case Study Background • 112 year old social services organization • 38 Affiliates and National Office • New “Aging Strategy” to be implemented • History of unproductive, high conflict events • Resistance to new strategy
    31. Case Study: Applying the RTSC Principles Plan for Future Future is Now Past/Present Future • Agenda Pre-Planning • The Aging Plan • Collaborating in the Meeting • CEO Meeting Planning AND • Link Time Redesign • Real to March Meeting • CEO Meeting Planning for future AND • CEO Meeting Living the Future • March CEO Event • CEO Facilitation • Building Relationship With CEO • Real Time CEO Intervention Participation Direction Part Whole • Design Team • Affiliate Needs • National Needs • CEO Conversations AND • RTSCMeeting Design • CEO Expertise • CEO Work AND • Total Group Work • Open Forum Q&A • Presentations • Aging Division • Total Organization Internal External Common Custom • “Step into” CEO meeting • CEO Relationship with Org • Agenda/Pulse Checks • Coaching National CEO • Resistance to New Strategy AND • Aging Population • Aging Strategy AND • My Planning with Nicole • Internal Funding Sources • Economic Downturn • CEO Evening Meeting • CEO Meeting
    32. Case Study “Deep Dive” CEO Meeting I • Purpose To get clear about the problem(s) we need to resolve and how we’re going to move forward together. • Outcomes: • Behave in ways that reflect our love for the church and respect for each other • Understand how we have dealt with this issue to date and the impact that has had on the organization and us as leaders • Understand the scope and scale of the problem we are facing • Clarify a way forward that: • We believe could be productive; • Will have integrity; and, • Must do no more harm to our relationships
    33. Case Study “Deep Dive” CEO Meeting I • Agenda • Understanding the Facts • Understanding the Impact -- On Us and the Organization • Round I • Round II • Conversation in the Round -- What has come to clear to you? • Next Steps • Meeting in 1 month • Pre-Meeting Survey
    34. Case Study “Deep Dive” CEO Meeting II • Purpose To develop a plan to resolve our issues so that together, we can create an even stronger, more effective, and sustainable Enterprise. • Outcomes • Better understand the “problem(s)” from all points of view • Have enough trust in each other and the plans we create to participate in this work with integrity • Agreed process for how we will resolve these issues in the future • Steps to follow including target dates • Who needs to be involved, when and why • Clear expectations and commitments to do what it will take to resolve these issues
    35. Case Study “Deep Dive” CEO Meeting II • Agenda • How to Design a Process That Has Integrity And Will Resolve Our Issues 1. Agree on goals 2. Review data 3. Use a proven method 4. Define design criteria 5. Create process that meets criteria
    36. Case Study “Deep Dive” Status • Agreement to design process • Cross-Section Team Working with Consultant • Process to be Reviewed within 3 Weeks • Assessed Against Design Criteria
    37. Next Stage Evolution Real Time Preferred Future Engage and All Create Include RTSC Community Work Reality is Key Driver Build Understanding
    38. Insights and Questions Breakout • Purpose • To consolidate and expand learnings from the session
    39. Insights and Questions Breakout • Process • Groups, Dial In Numbers Assigned in “Main Room” • 10 minute Facilitator-led conversations in “Breakouts” • Notes taken by facilitators in their group’s chat box onscreen • Breakout Group Reports by Facilitators
    40. Breakout Groups 1 (800) 511-7985 Group A Group B Group C Group D Cliff Kaiser Leslie DePol Kay Hubbard Margaret Seidler Amy Schuman Linda McFadden Elizabeth Monroe-Cook Brian Emerson Autumn Spehar Bob Benwick Gerrit Bruggeman Rachael Margo Barry Johnson Spiros Paolinelis Jeffrey Apfelberg Kabir Kadre Bev Benwick Sherri Black Kathy Anderson Cory Belden Margo Freeberg 377132 5982 451992 3421 572584 3861 654469 2078
    41. Insights and Questions Breakout • What insights do you have from our session today? • What questions still remain for you?
    42. Pulse Check On a scale from 1 – 10, to what extent did this session meet your expectations? (1 = Missed by a mile!, Why did you mark it where you did? 10 = Bullseye!) (Chat box for typing) (Bar chart to fill in on one side of screen)
    43. Additional Resources • Learning Series “After Hours” Chat Room http://virtualthinktank.ning.com/group/ realtimestrategicchangelearningseries • Winds of Change Group Website http://windsofchangegroup.com
    44. See You Online and at Session III of the Real Time Strategic Change Learning Series! Session III: April 24 Session IV: May 18 All Sessions Begin at 1:00 PM EST (Please reserve 90 minutes for each session)
    SlideShare Zeitgeist 2009

    + Robert "Jake" JacobsRobert "Jake" Jacobs Nominate

    custom

    588 views, 2 favs, 0 embeds more stats

    Real Time Strategic Change Session II

    More info about this document

    © All Rights Reserved

    Go to text version

    • Total Views 588
      • 588 on SlideShare
      • 0 from embeds
    • Comments 0
    • Favorites 2
    • Downloads 2
    Most viewed embeds

    more

    All embeds

    less

    Flagged as inappropriate Flag as inappropriate
    Flag as inappropriate

    Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

    Cancel
    File a copyright complaint
    Having problems? Go to our helpdesk?

    Categories

    Tags

    more
    -->
    Search
    RSS Feed
    What's new?

    © 2009 SlideShare Inc. All Rights Reserved