Skills building training - day 5 thinking outside the box

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Skills building training - day 5 thinking outside the box

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Skills building training - day 5 thinking outside the box

  1. 1. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Change Management – Session 5 Jocelyne Rasé October 2013
  2. 2. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Day Five Inciting creativity and innovation • • • • • How open are you to new ideas / different concepts / diverse points of view? Being in the box – What does it mean? Stepping out of the box to be creative Thinking outside the box Divergent vs. convergent thinking – the Intermediate Impossible Assignment for working teams
  3. 3. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir How open are you to new ideas?
  4. 4. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir How do you feel?
  5. 5. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Being in the box
  6. 6. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  7. 7. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Inaction Anger Pessimism Negativity Powerlessness Isolation It won’t work I should Boredom Dual Thinking Helplessness either/or black or white Fear I can’t.. Resistance Resentment Apprehension I really, really want to… Depression Envy Jealousy Disbelief Confusion Judgment Criticism Lack of vision
  8. 8. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Dual Thinking either/or – good/bad – black/white
  9. 9. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir WIN and WIN
  10. 10. Stepping out of the box Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 11/15/2013 10
  11. 11. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir It’s up to you… IN THE BOX I have to «get along with» … or else… • • • • There will be conflict, I will be reprimanded, There will be negative consequences, I will be fired, I will have a bad reputation, etc = NEGATIVE OUT OF THE BOX I choose to «get along with… » because… • • • We will collaborate better to finish the project on time I might learn something from him The atmosphere will more positive, etc = POSITIVE 11
  12. 12. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Attitude is everything
  13. 13. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir What is your basic attitude? Situation Pessimist Optimist Principle "It is temporary." "It will last for a long time; Spring is here to stay.” Permanence “I am such a failure, I never win anything” “Today was not my day... I will do better tomorrow" Pervasiveness "I caused it; it’s my fault” “Circumstances caused it.” Personalisation Good event Ex: It is sunny Bad event Ex: I lost the tennis game Negative outcome Ex: I did not get the promotion 15 November 2013 13 13
  14. 14. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir I take the Power to Act It will work I am not perfect but I will learn from my mistake I can I think of the Impossible I will What if… It might be possible, at least in part I am doing it I choose to I am not going to be stopped Why not? I start now I trust that I can do it It is time to start Here & Now I do some today, one day at a time I am In Control
  15. 15. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 11/15/2013 IAEA 15
  16. 16. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Think differently • Find 15 original uses for a paper cup
  17. 17. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  18. 18. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Connect the 9 Dots Using 4, 3, 2, 1 , 0 straight lines without lifting the pencil page 18
  19. 19. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 11/15/201 IAEA NINE DOTS 19
  20. 20. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Is it half full or half empty?
  21. 21. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lead by Desperation or by Inspiration
  22. 22. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Left Side Management of tasks Reason Practicality Logic Analysis Structure Organisation Critical & Convergent Thinking Right Side Management of relationships Openness Intuition Emotions Beliefs Flexibility Creative & Divergent Thinking
  23. 23. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Courage to challenge & to go against the flow 11/15/2013 IAEA 23
  24. 24. How open are we to new ideas? Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir ADAPT Influence – Problem Solving INTEGRATE How can WE build this into tour daily practice? How can WE work together? What do I need to do differently? How can we be better aligned? I hear your point of view. Let’s agree to disagree RECOGNISE & MINIMIZE I see your point, but I don’t have time for this, We will deal with it when we have time later RECOGNISE & EVALUATE NEGATIVELY Yeah, that’s what you say, so what? IGNORE That’s not important, I don’t see it 24 Resistance - Resentment RECOGNISE & ACCEPT
  25. 25. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Divergent vs.Convergent thinking NEED CREATIVITY: generating a maximum of ideas – widening things out, opening the realm of possibilities INTERMEDIATE IMPOSSIBLE INNOVATION: Use the sum of all propositions to make it work - focusing on solutions 11/15/2013 25 SOLUTION
  26. 26. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Impossible Intermediate - Kenneth Karloff - Nigel May Barlow What is impossible today but if you could do it, would make significant change to your life or your work? “Let’s forget about the rules and being logical for a moment”.
  27. 27. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Pike Place Fish Market - Seattle Teatro capicitacion Filosofia Fish - UTube 15 November 2013 27
  28. 28. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Exercise: How much is it exactly? 1. It’s too far to go there just for one day How many km? 2. I’ll be there in a few minutes How many minutes? 3. Charles is old enough to be a Country Manage How old is he? 4. I want to make enough money to live comfortably How many €? 5. It’s a lot of money to lose gambling at the casino How much in € 6. This box is too heavy to carry by yourself How many kg? 1. He drinks too much How many drinks/week? 2. You’ll need a little time to get accustomed to the department How much time? 3. We need some time to implement the SMD project How much time? 15/11/2013 28
  29. 29. Setting S.M.A.R.T. Objectives Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Specific Vision Measurable Agreed upon - Achievable - Action-Oriented Realistic Today Time Bound 15/11/2013 29
  30. 30. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Exercise • Identify a significant change you would like to make • Describe state – A – • Describe the problem you have • Identify the situation where you will end if no corrective action is taken (worst scenario) • Describe the desired state – B – what you want to achieve • Brainstorm the positive and negative forces • Review and clarify each force or factor – What is behind each factor? – What is necessary to support the change?
  31. 31. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Blocking factors – restraining forces • • • • • • • • • • • • • • • • • • Lack of vision Lack of purpose Lack of understanding Lack of motivation Lack of courage Lack of encouragement Lack of incentives Circumstances Political climate Tradition The old tapes in your head Specific negative people “It can’t be done” Other priorities (family, sickness, emergencies, etc) Misconceptions - beliefs Prejudice Preconceived ideas Fear, learned helplessness Etc….
  32. 32. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 5 topics identified 1. How to get engagement and support from the under secretary of your institution? What actions would take? How would you do it? 2. How to make more coherent the various SM documents. Which ones? and how? 3. Choose 3 strategic areas relevant to your institutions and define the main priorities and the KPIs – Key Performance Indicators - for each of them 4. What measures would you take to improve the SM capacity in your institution 5. How would you ensure that there are more incentives to comply with the SM measures?
  33. 33. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Can you start telling the story of what you would like to see? Vision 33
  34. 34. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Force Field Analysis - Lewin's Model Restraining forces: • Loss of status • Skills deficit • Complacency • Established work methods • Tradition • Culture counter driving forces to oppose change Driving forces: • Incentives • New people • Strategic Management Development – SDUs • Managerial pressure • International pressure cause a shift in the equilibrium towards change
  35. 35. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Your issue:
  36. 36. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Solution focus – one step at a time… 4 5 6 7 8 9 FUTURE PERFECT NOW What is already going well that gives us a 4? 10 What can you do to reach that next step? What does it look like concretely? You can’t eat an elephant in one day… 36
  37. 37. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Goal Setting: eliminate or reduce the blocking factors? Vision
  38. 38. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Goal Setting What are you going to do to increase or mobilise the enabling factors? Vision
  39. 39. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 39
  40. 40. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 15 November 2013 Change management 40
  41. 41. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Assignment • Start working on the elevator pitch - keep on working on the story you want to tell in your ministry – 5 min individual presentation – to be done in Mod II • Keep in touch with work group to fine tune your action plan to remove blocking factors & increase enabling factors – be ready to present it to the group when you come back for Mod II • Visit e-platform – to communicate and exchange until Mod II • Keep your journal
  42. 42. The S.T.E.P. model Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Efforts STOP THINK S.T.E.P. EVALUATE Results PROCEED DIFFERENTLY 42
  43. 43. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Keeping a Journal Journaling is an exercise of affirmation of your strengths: learn to articulate and document your accomplishments on a regular weekly basis; especially proactive activities which tend to be less visible than reactive ones. What did you do right?  SELF AFFIRMATION Record 5 good things you accomplished this week when you had real impact – not what you did but HOW you did it. On the other hand, journaling is also an exercise of humility, paying attention to what can be done better, in a smarter way, which lessons can be learned for ongoing improvement of your performance.  HUMILITY Record 5 points that need improvement - 5 lessons learned How would you handle a similar situation in the future… What would you do differently? 15/11/2013 43
  44. 44. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Conclusion - Closure Feedback about the programme – evaluation form  What should we keep?  What could be improved?  What should we stop?
  45. 45. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Work in progress… 11/15/2013 45

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