Overview of human organizations, their dynamics, culture, change-interventions, organizational-counselling, related TA techniques, etc

1. WelcomeWelcome
1
Akhil GargAkhil Garg
1974 post-graduate from Indian School of Mines1974 post-graduate from Indian School of Mines

2. 2
This 2 day program is on ….This 2 day program is on ….
Organizational Culture BuildingOrganizational Culture Building
A subject of ….A subject of ….
System Management & PsychologySystem Management & Psychology

3. 33
I am here before you as …I am here before you as …
A management-systems expertA management-systems expert
Sr Member, ASQ – since 1999Sr Member, ASQ – since 1999
with listing as Expert on theirwith listing as Expert on their
Virtual Quality NetworkVirtual Quality Network
Analyst, Trainer, Auditor for various ManagementAnalyst, Trainer, Auditor for various Management
Systems …. since 1993Systems …. since 1993
Quality, Environment, Social Accountability, Health & Safety,Quality, Environment, Social Accountability, Health & Safety,
Information Security, Energy Performance, Health Care,Information Security, Energy Performance, Health Care,
LaboratoriesLaboratories
[ISO 9001, ISO 14001, SA8000, OHSAS 18001, ISO/IEC 27001, ISO 50001, ISO 17025][ISO 9001, ISO 14001, SA8000, OHSAS 18001, ISO/IEC 27001, ISO 50001, ISO 17025]

4. 44
…… andand
A transactional analyst &A transactional analyst &
counselorcounselor for individuals, couples, families, groups,for individuals, couples, families, groups,
and organizations.and organizations.
Member ITAA since 1999Member ITAA since 1999

5. We will discuss ….
• Concepts of organizations, their culture, their change
dynamics
• Factors that influence the Organizational Culture vis-à-vis
CMPDI
• Anatomy of Healthy Organizational Culture vis-à-vis
CMPDI, and methods of Interventions
• Philosophy of Organizational TA
• OK Corral and resulting Attitudes, Behaviours and
Accomplishments
• Ego-state structures and consequent Communication Modes
• Technique of Strategic Coaching Matrix 5

6. First … 8 Distractions8 Distractions
1.1. ConsideringConsidering that subject is uninteresting
2. Evaluating the speakerspeaker, not the subject
3. Becoming emotionallyemotionally involved
4. Listening for factsfacts, not ideas
5. Note taking
6. Allowing oneself to be distracteddistracted
7. Avoiding difficultdifficult topics
8. Failing to cope-up 6

7. Emergence of Industrial OrganizationsEmergence of Industrial Organizations
7
Industrial Revolution
.. changed basic premise of human development
Our pre-modern economypre-modern economy (agriculture based)
got transformed into
modern economymodern economy based on industrializationindustrialization
( = mechanised production of manufactured goods )( = mechanised production of manufactured goods )
“ ultimate welfare of mankind lies
in its industrial prosperityindustrial prosperity
not in its agrarian efficacyagrarian efficacy ”

8. Emergence of Industrial OrganizationsEmergence of Industrial Organizations
8
The harder chimney smoked, the better it was
Companies became free to ensure production and
profits within their 4 walls … at any cost
ProductionProduction became the only goal of organizations
GDP / GNP / etcGDP / GNP / etc became synonyms of development
HappinessHappiness & Quality of LifeQuality of Life - biggest causalities
These became important issues for mankind due to
•Advent of Systems ThinkingAdvent of Systems Thinking
•Explosive growth in our understanding of the dynamics of lifeExplosive growth in our understanding of the dynamics of life

9. 9
Gross National Happiness (GNH)Gross National Happiness (GNH) – conceptualized in 1972– conceptualized in 1972
• 11stst
three – Denmark, Switzerland, Austriathree – Denmark, Switzerland, Austria
• 88thth
– Bhutan– Bhutan
• 2323rdrd
– US– US
• 4141stst
– UK– UK
• 8282ndnd
– China– China
• 9090thth
– Japan– Japan
• 104104thth
– Bangladesh– Bangladesh
• 119119thth
– Nepal– Nepal
• 125125thth
- India- India

10. 10
GNH / GNWGNH / GNW - 7 indices of average per capita- 7 indices of average per capita
1.1. Economic Wellness:Economic Wellness: metrics like consumer debt, average
income to price index ratio, income distribution
2.2. Environmental WellnessEnvironmental Wellness:: metrics such as pollution, traffic
3.3. Physical WellnessPhysical Wellness:: metrics like physical illnesses,
discomforts
4.4. Mental WellnessMental Wellness:: metrics like depressions, psychotherapy
5.5. Workplace WellnessWorkplace Wellness:: metrics like job opportunities,
workplace conditions
6.6. Social WellnessSocial Wellness:: metrics like discrimination, safety, domestic
conflicts, family relations, crime safety
7.7. Political WellnessPolitical Wellness:: metrics like quality of governance,
individual freedom, foreign conflicts

11. 11
Bottle green
Dark green
Light green
Yellow
Brown
Red
Grey
8.000 - 8.999
7.201 - 7.999
6.000 - 7.200
5.000 - 5.999
4.000 - 4.999
3.000 - 3.999
No Data India is 73India is 73rdrd
among 111among 111
Quality-of-lifeQuality-of-life

12. 12
““Degree to which a person enjoys the importantDegree to which a person enjoys the important
possibilities of his or her life”possibilities of his or her life”
Quality Of LifeQuality Of Life - what it is ?- what it is ?
That is …..That is ….. the relative importance or meaning hethe relative importance or meaning he
attaches to each of his below given 3 lifeattaches to each of his below given 3 life
domains, and enjoyments he receives in each ofdomains, and enjoyments he receives in each of
them.them.
•His perception of his ‘beingHis perception of his ‘being nessness’ in his life’ in his life
(physically, psychologically, and spiritually)(physically, psychologically, and spiritually)
•His perception of his ‘belongingHis perception of his ‘belonging nessness’ in his life’ in his life
(physically, personally, and socially)(physically, personally, and socially)
•His perception of his ‘becomingHis perception of his ‘becoming nessness’ in his life’ in his life
(practical, leisure, and growing)(practical, leisure, and growing)
DamageDamage oror negative contributionnegative contribution to this byto this by
surroundings is now a realitysurroundings is now a reality

13. 13
All ultimately leading toAll ultimately leading to
• Poor economic, social, and political progressPoor economic, social, and political progress
and accomplishments for societiesand accomplishments for societies
Quality Of LifeQuality Of Life - what are its effects ?- what are its effects ?
Any lack of priority towards thisAny lack of priority towards this (= quality of life)(= quality of life)
seriously affects …seriously affects …
• Peace & harmony at every level ofPeace & harmony at every level of
interpersonal interactionsinterpersonal interactions
• Mental and physical health of persons,Mental and physical health of persons,
leading to neurotic and psychotic disorders,leading to neurotic and psychotic disorders,
• Increase in crimes, and social imbalances andIncrease in crimes, and social imbalances and
losseslosses
• Poor happiness of individualsPoor happiness of individuals

14. 14
…………. And this. And this definesdefines his actual quality of life.his actual quality of life.
Quality Of LifeQuality Of Life - what determines it ?- what determines it ?
Every personEvery person perceivesperceives andand receivesreceives
some opportunities and some limitationssome opportunities and some limitations
in his environment (=in his environment (= surroundings)surroundings)..
““Degree to which a person enjoys the important possibilities of his or herDegree to which a person enjoys the important possibilities of his or her
life”life”
This determines …This determines …
•His balance between his 3 facets of lifeHis balance between his 3 facets of life
•His interface between his personal life and hisHis interface between his personal life and his
surroundingssurroundings

15. 15
Quality Of LifeQuality Of Life - what determines it ?- what determines it ?
So, the quality of life depends upon the quality ofSo, the quality of life depends upon the quality of
environment in which a person lives.environment in which a person lives.
A quality environment is one which providesA quality environment is one which provides
•For his basic needs to be metFor his basic needs to be met - food, health, shelter, safety, social contact
•For a range of opportunities within his potential; andFor a range of opportunities within his potential; and
•For his controls and choices within that environment.For his controls and choices within that environment.
Techniques of TA are to enableTechniques of TA are to enable
•A personA person - to protect his/her ‘quality of life’ even if the surroundings are, or- to protect his/her ‘quality of life’ even if the surroundings are, or
were, not conducive as abovewere, not conducive as above
•An organizationAn organization - to inculcate culture of conducive group dynamics.- to inculcate culture of conducive group dynamics.
““Degree to which a person enjoys the important possibilities of his or herDegree to which a person enjoys the important possibilities of his or her
life”life”
But, ‘change’ always has its own dynamicsBut, ‘change’ always has its own dynamics

16. Phase
16
Reactions Strategy
Phase-1
Surprise & Disbelief due to
* Low morale
* Apathy/Inertia
* Bias/Prejudice
Impart awareness of,
* Ideological changes
* New techniques
Phase-2
Rejection & Ignoring due to
* Fear of unknown
* Intellectual arrogance
* Apprehension of Disturbance
* Make known the new
arrangements
* Demonstrate the resulting
ease/advantage
Phase-3
Pain & Defiance due to
* Fear of losing power
* Pressure against rigidity
* Presumed loss of importance
* Further clarify new
arrangements
* Induce involvement
Phase-4
Acceptance & Subscription due to
* Commitment to new ideology
* Increased confidence
* Quantified benefits
Inspire involvement
towards continual
improvement
Dynamics of Change

17. Now …Now …
Let us take a testLet us take a test
(and then learn about organizations, their culture, etc)
17

18. 18
An OrganizationOrganization is
a structural expressionstructural expression
of some rational actionsrational actions
… to achieve its objectivesobjectives
OrganizationsOrganizations

19. Objectives of OrganizationsObjectives of Organizations
19
SustainableSustainable
EquitableEquitableBearableBearable
ViableViable
SocialSocial
Concerns
EconomicEconomic
Concerns
EnvironmentalEnvironmental
Concerns

20. 20
Every Organization Has a Life
CONCERN CONSIDERATION CONSEQUENCE
Birth
How to establish ?
How to survive or remain
viable ?
What to risk ?
What to sacrifice?
Frustration, inaction
Death,or further subsidy
Youth
How to stabilize ?
How to gain pride and
reputation?
How to organize?
How to review and
evaluate ?
Crisis dominant
Arrogant, reactive
externally controlled
Maturity How to contribute ? How to share ?
Loss of respect
Loss of market

21. 21
Every organization has a cultureEvery organization has a culture
… means, its attitudes towards
• AutonomyAutonomy
• PositionPosition
• RewardsRewards
• SupportSupport
• ConflictConflict
• DevelopmentDevelopment
• Risk takingRisk taking
• Employees’ behaviorEmployees’ behavior

22. 22
• Rules & RegulationsRules & Regulations - formally declared ways- formally declared ways
• RitualsRituals - undeclared ways for special situations- undeclared ways for special situations
• StandardsStandards - for social etiquette- for social etiquette
• TaboosTaboos - what is not be done or spoken- what is not be done or spoken
• JargonJargon - code language understood only by insiders- code language understood only by insiders
These attitudes of Organization give rise to itsThese attitudes of Organization give rise to its
(matching) (matching) ….….
All these …
• Determine the environmentenvironment for members
• Determined by personal attitudesattitudes / attributesattributes

23. 23
Management
Commitment
Employees’
Participation
System And
Processes
Org. CultureOrg. Culture

24. 24
Let us explore it a little nowLet us explore it a little now

25. A healthy OrganizationA healthy Organization
25
A healthy company is immediately noticeable.
They are interested in their jobshey are interested in their jobs
They speak in first person rather than inThey speak in first person rather than in
third personthird person
They go home feeling good aboutThey go home feeling good about
themselves, and their accomplishmentsthemselves, and their accomplishments
Employees "bounce" into workEmployees "bounce" into work
Robert W. Reed Vice-President, Intel CorpRobert W. Reed Vice-President, Intel Corp

26. Pursuance of continual improvement / effectivenessPursuance of continual improvement / effectiveness
Values of workplace respect and toleranceValues of workplace respect and tolerance
Respect of differences, spirit of partnershipRespect of differences, spirit of partnership
Proactive learning from mistakes, not defending themProactive learning from mistakes, not defending them
Appreciation for flexibility and resilienceAppreciation for flexibility and resilience
Passion for quality and excellencePassion for quality and excellence
Highest priority for happiness / health / well-beingHighest priority for happiness / health / well-being
26
Anatomy of Healthy Organization

27. 27
Traditional organizations still believe only in
economic growth, believing wealth creates
happiness.
In fact, “chasing fame and fortune" increasesIn fact, “chasing fame and fortune" increases
stress, anxiety and depression. What they fail tostress, anxiety and depression. What they fail to
realize, the happier their members are, the greaterrealize, the happier their members are, the greater
the chances for their success.the chances for their success.
HappinessHappiness (intellectual satisfaction & positive emotions)
is more a result ofis more a result of psychological wealthpsychological wealth thanthan
material wealth.material wealth.

28. 28
As a result, traditional organizations still
believe that …
Organizations are
Technological SystemsTechnological Systems
Whereas these are
Socio-Technological SystemsSocio-Technological Systems

29. Objective assessments areObjective assessments are
available to show theavailable to show the
differencedifference
Let us see one such resultLet us see one such result
29

30. Change InterventionsChange Interventions
30
ChangeChange
Direct
Interventions
Indirect
Interventions

31. 31
Now …Now …
End-of-the-dayEnd-of-the-day
workoutworkout

32. WelcomeWelcome
Day - 2Day - 2
32

33. 33
Organizational Culture isOrganizational Culture is
the characteristics, or culture, ofthe characteristics, or culture, of
an organization where the risks froman organization where the risks from
work-related stresses are effectivelywork-related stresses are effectively
managed and controlled.managed and controlled.
It is much more than the collectiveIt is much more than the collective
behavior of humans who are its partbehavior of humans who are its part

34. 34
Two ‘interventions’ to inculcateTwo ‘interventions’ to inculcate
Organizational Culture …Organizational Culture …
•Organizational Development (OD)Organizational Development (OD)
•Organizational CounselingOrganizational Counseling
Intervention (OCI)Intervention (OCI)
Both are a result of systems-thinkingBoth are a result of systems-thinking
within the larger sphere of psychologywithin the larger sphere of psychology

35. 35
Organizational Development (OD)Organizational Development (OD)
•It addresses the groupsIt addresses the groups (eg, departments)
within which individual employees function.within which individual employees function.
•Focus is on how the larger whole can beFocus is on how the larger whole can be
altered, restructured, or otherwisealtered, restructured, or otherwise
improved.improved.
Group > IndividualsGroup > Individuals

36. 36
Organizational Counseling (OCI)Organizational Counseling (OCI)
•It addresses the individualsIt addresses the individuals (eg, employees)
•Focus is on their possible suffering from intra-Focus is on their possible suffering from intra-
psychic or interpersonal problems, andpsychic or interpersonal problems, and
behaviors, which in turn affect the larger groupbehaviors, which in turn affect the larger group
(eg, department) within which they work.within which they work.
Individuals > GroupIndividuals > Group
Best combined with ‘Direct Interventions’ andBest combined with ‘Direct Interventions’ and
‘Indirect Interventions’.‘Indirect Interventions’.

37. Change InterventionsChange Interventions
37
ChangeChange
Direct
Interventions
Indirect
Interventions

38. 38
Counseling is a process ofCounseling is a process of
relating and integrating to another personrelating and integrating to another person
so that he/she is helped to exploreso that he/she is helped to explore
his/her thoughts, feelings, behaviorhis/her thoughts, feelings, behavior
to reach a clear self-understandingto reach a clear self-understanding
and the reality of his/her environmentand the reality of his/her environment
Transactional AnalysisTransactional Analysis
is the best technique
(to be able to deal his/her life better,(to be able to deal his/her life better,
thus, improving his/her Quality of Life)thus, improving his/her Quality of Life)

39. Transactional Analysis (TA) is a technique of
Social Psychology – a revolutionary change.
Formulated by Eric BerneEric Berne in early 1950s,
originally in a therapeutic context.
39
Now used world-wide in all settings, as diverse as
•therapy groups, schools/universities,
•industrial organizations, individual professionals,
•religious organizations, local and national governments,
•prisons, police forces, hospitals,
•by individuals who want to improve their Quality of Life
and accomplishments in the world.

40. Transactional Analysts operate in 4 specialist fields
Psychotherapy, Organizational, Educational, Counseling.
40
TA based Organizational Counseling is to teach
the skills in communication and problem
solving in organizational life …
•to enable choices for avoiding non-productive
competition and conflicts, and
•on developing more effective problem-solving
strategies and management styles.

41. For this, the TA consultant also has insight into
group dynamics - how groups work.
41
Focus of Organizational Counseling is onFocus of Organizational Counseling is on
• Workplace IssuesWorkplace Issues
• Personal IssuesPersonal Issues – family, social, health– family, social, health

42. 42
1.1. All people are OKAll people are OK
3 philosophical premises of TA …3 philosophical premises of TA …
This meansThis means::
As persons, you and I both have worth,As persons, you and I both have worth,
value and dignity. So, I accept myselfvalue and dignity. So, I accept myself
as me and I accept you as you.as me and I accept you as you.

43. 43
1. All people are OK1. All people are OK
3 philosophical premises o TA …3 philosophical premises o TA …
This meansThis means::
EveryoneEveryone (except a severely brain-damaged person)(except a severely brain-damaged person),,
has the capacity to think. Thereforehas the capacity to think. Therefore
it is the responsibility of each personit is the responsibility of each person
(not anyone else)(not anyone else) to decide what he / sheto decide what he / she
wants from life.wants from life.
2. Everyone has the capacity to think2. Everyone has the capacity to think

44. 44
1.1. All people are OKAll people are OK
2.2. Everyone has the capacity to thinkEveryone has the capacity to think
3 philosophical premises of TA …3 philosophical premises of TA …
This meansThis means::
We will ultimately live with the consequences of whatWe will ultimately live with the consequences of what
we decide. When we engage in not-OK behavior, wewe decide. When we engage in not-OK behavior, we
are following what we hadare following what we had decideddecided as young children.as young children.
Anytime we can change that decision, if we so decide.Anytime we can change that decision, if we so decide.
Thus, people can change.Thus, people can change.
3. People decide their own destiny,3. People decide their own destiny,
and these decisions can be changedand these decisions can be changed

45. 45
Principles (components) of TA …
Structural AnalysisStructural Analysis
TA ProperTA Proper
Time StructuringTime Structuring
ScriptsScripts – existential life positions, OK corral

46. Existential Life Positions
OK Corral

47. Existential Life Positions – OK Corral
I am OKI am OK
You are not OKYou are not OK
II am OKam OK
I am OKI am OK
You are OKYou are OK
I am not OKI am not OK
You are not OKYou are not OK
I am not OKI am not OK
You are OKYou are OK
UU areare
OKOK
II am not OKam not OK
UU areare
not OKnot OK

48. Existential Life Positions – OK Corral
I am OKI am OK
You are not OKYou are not OK
II am OKam OK
I am OKI am OK
You are OKYou are OK
I am not OKI am not OK
You are not OKYou are not OK
I am not OKI am not OK
You are OKYou are OK
UU areare
OKOK
II am not OKam not OK
UU areare
not OKnot OK

49. Existential Life Position – Life Positioning – Life Face
(Personal perspective)
I am OKI am OK
You are not OKYou are not OK
II ++
II --
UU ++
UU --
One-up
One-up Winner
Winner
Looser
Looser One-down
One-down
Life PositioningLife Positioning
I am OKI am OK
You are OKYou are OK
I am not OKI am not OK
You are not OKYou are not OK
I am not OKI am not OK
You are OKYou are OK

50. Existential Life Position – Life Positioning – Life Face
(Organizational perspective)
I am OKI am OK
You are not OKYou are not OK
One-up
One-up Winner
Winner
Looser
Looser One-down
One-down
Life PositioningLife Positioning
I am OKI am OK
You are OKYou are OK
I am not OKI am not OK
You are not OKYou are not OK
I am not OKI am not OK
You are OKYou are OK
““Persons” orientedPersons” oriented
““Processes”orientedProcesses”oriented

51. Attitudes - Behaviours - Accomplishments
ATTITUDEATTITUDE
Sympathy
Sympathy Empathy
Empathy
Apathy
Apathy Dispathy
Dispathy
Gets FavorsGets Favors
Gets NowhereGets Nowhere Gets AwayGets Away
Gets AlongGets Along
II ++
II --
UU ++
UU --

52. Ego-state Structures
Communication modes

53. A
Structural Ego State ModelStructural Ego State Model
(Primary)
P
C
Parent Ego StateParent Ego State
Set of Phenomena (behaviours, thoughts,
feelings) copied from ‘parental figures’copied from ‘parental figures’
Adult Ego StateAdult Ego State
Set of Phenomena (behaviours, thoughts,
feelings) responses from ‘verifiedresponses from ‘verified
experiences’experiences’
Child Ego StateChild Ego State
Set of Phenomena (behaviours, thoughts,
feelings) replayed from childhoodreplayed from childhood

54. Structural Ego State ModelStructural Ego State Model
P
C
A
PrejudicesPrejudices
(hallucinations)
RigidityRigidity (Delusion)
‘Anger’ / ‘stubbornness’ not
‘conviction’ while explaining

55. TransactionsTransactions
P
A
C
P
A
C
ComplimentaryComplimentary
( 9 possibilities )
These can continue
indefinitely
“Can you tell me, where is that file kept?”
“Yes. It is in that room / almirah.”
“You have again made the mistake, idiot.”
“Oh ! I am sorry.”

56. TransactionsTransactions
AngularAngular
( 36 possibilities )
These can also
continue
P
A
C
P
A
C

57. TransactionsTransactions
CrossedCrossed
( 72 possibilities;
only 4 are common )
These result in
‘break’ or ‘shift’ of
transactions.
P
A
C
P
A
C
“Can you tell me, where is that file kept?”
“How long will you take to know it ?”

58. TransactionsTransactions
P
A
C
P
A
C
These produce ‘distrust’
and/or ‘conflicts’.
Social Level
“You have again made this mistake in your
report.”
“Oh yes ! I have done so once again.”
Psychological Level
“You don’t want to learn the work here.”
“Oh ! I have been again caught.”
DuplexDuplex
( 6480 possibilities;
only 6 are common )

59. StructuringStructuring
• AssertiveAssertive
• ConsistentConsistent
• ReliableReliable
AccountingAccounting
• Using experienceUsing experience
• Solving problemsSolving problems
• ThinkingThinking
CooperativeCooperative
• AdaptableAdaptable
• ConsiderateConsiderate
• PolitePolite
NurturingNurturing
• ComfortingComforting
• CompassionateCompassionate
• LovingLoving
SpontaneousSpontaneous
• CreativeCreative
• Genuine feelingsGenuine feelings
• EnergeticEnergetic
OK – OKOK – OK
boxbox
ImmatureImmature
• SelfishSelfish
• Over-impulsiveOver-impulsive
• EgocentricEgocentric
Model of Communication ModesModel of Communication Modes
MarshmallowingMarshmallowing
• Over-protectingOver-protecting
• SmotheringSmothering
• Over-indulgingOver-indulging
DominatingDominating
• PunishingPunishing
• JudgmentalJudgmental
• Over-controllingOver-controlling
Compliant/resistiveCompliant/resistive
• Submissive, anxiousSubmissive, anxious
• WithdrawnWithdrawn
• Rebellious, defiantRebellious, defiant
ADULTADULT
(Verified Experiences)(Verified Experiences)
PARENTPARENT
(Values)(Values)
++ ++
----
CHILDCHILD
(Feelings)(Feelings)
++ ++
-- --
ByAKGarg–afterKarenPratt,TheScript,Jul2011,ITAAByAKGarg–afterKarenPratt,TheScript,Jul2011,ITAA

60. 60
Technique ofTechnique of
Strategic Coaching MatrixStrategic Coaching Matrix
For realizing a goal (Solving a problem)
= attaining autonomy
Specially evolved for Organizational settingSpecially evolved for Organizational setting
(no one is diseased)(no one is diseased)

61. 61
All 4 thinking styles are integrated into itAll 4 thinking styles are integrated into it
Strategic Coaching Matrix TechniqueStrategic Coaching Matrix Technique
Feedback ThinkingFeedback Thinking
Feed-forward ThinkingFeed-forward Thinking
Logical ThinkingLogical Thinking
Dynamic ThinkingDynamic Thinking

62. 62
Think when there is a signalThink when there is a signal
Targets not met – what to do ?Targets not met – what to do ?
Strategic Coaching Matrix TechniqueStrategic Coaching Matrix Technique
Feed-forward Thinking
Logical Thinking
Dynamic Thinking
Feedback ThinkingFeedback Thinking (1,50,000 years ago)(1,50,000 years ago)
Used by primitive man , NeanderthalsUsed by primitive man , Neanderthals

63. 63
Think to influence the futureThink to influence the future
To decide future targets – what to do ?To decide future targets – what to do ?
Strategic Coaching Matrix TechniqueStrategic Coaching Matrix Technique
Logical Thinking
Dynamic Thinking
Feed-forward ThinkingFeed-forward Thinking (50,000 years ago)(50,000 years ago)
Used by our developed ancestors, Cro-MagnonsUsed by our developed ancestors, Cro-Magnons
Feedback Thinking - 1,50,000 years old

64. 64
Think based on cause-and-effectThink based on cause-and-effect
Targets should not miss – what to do ?Targets should not miss – what to do ?
Strategic Coaching Matrix TechniqueStrategic Coaching Matrix Technique
Dynamic Thinking
Logical ThinkingLogical Thinking (500 years ago, yr 1550s)(500 years ago, yr 1550s)
Developed during RenaissanceDeveloped during Renaissance
Feedback Thinking - 1,50,000 years old
Feed-forward Thinking - 50,000 years old

65. 65
Think to take care of complexity,Think to take care of complexity,
unpredictability, vulnerability, changeabilityunpredictability, vulnerability, changeability
(eg, of concerned employees)(eg, of concerned employees)
All should be involved with targetsAll should be involved with targets
–– what to do ?what to do ?
Strategic Coaching Matrix TechniqueStrategic Coaching Matrix Technique
Dynamic ThinkingDynamic Thinking (50 years ago, yr 1950s)(50 years ago, yr 1950s)
Developed afterDeveloped after Chaos TheoryChaos Theory for nonlinear / non-for nonlinear / non-
predictive systems (eg, living systems)predictive systems (eg, living systems)
Feedback Thinking - 1,50,000 years old
Feed-forward Thinking - 50,000 years old
Logical Thinking – 500 years old

66. 66
FFACTS
Strategic Coaching Matrix Technique
PPROBLEMGGOAL
AACTION
Autonomy
Think Logically
to collect relevant
facts
Manage Emotions
to analyze the
problem
Define Goal
to take care of your
needs
Act Effectively
to achieve your
goal

67. 67
Thanks