APOD Lecture

CENTRE FOR INNOVATION AND DEVELOPMENT OF EDUCATION AND TRAINING IN SERBIACENTRE FOR INNOVATION AND DEVELOPMENT OF EDUCATION AND TRAINING IN SERBIA
2006 THE ART AND PRACTICE OF ORGANIZATIONAL DEVELOPEMENTTHE ART AND PRACTICE OF ORGANIZATIONAL DEVELOPEMENT WWW.BOSKONEKTARIJEVIC.TKWWW.BOSKONEKTARIJEVIC.TK
Programme Name
The Art and Practice of
Organizational Development
Nektarijevic Bosko MBA, PhD Candidate
© Copyrighted – All rights reserved
All materials are used with Permission

Content
30 Progressive Sessions
based on simple questions
What ? Why ? How? Who ? When ?

What are we going to do today ?
Development of our individual capacity
and capacity of our organizations
to tackle new projects
for successful participation in EU
and international communities and markets
Goal
“Our Development to Be the Best we Can Be !”

Challenges ?
Different people are ready to learn different things,
and if asked about they Key Dilemma
they will reveal what are they ready to learn,
so there are no right of wrong answers and attitudes
just those who moves group forward and those who do something else.
But we are all together facing some common challenges:

Challenges ?
Transition to democracy and market economy, Ambiguity,
Crises, Changes are accelerating,
Globalization, P800, total and personal Competition (Slov),
Identity and Mission Issues,
Absolute Forms of Organizations, (7 people 7 buildings)
Many Companies are Sick, De-motivation of High Flyers,
Poor use of people’s talents,
Rules and the Game are Changing, Knowledge really Rules today,
Built in mechanisms for Resistance to Change and Work Avoidance !

How ?
Leadership and management as life itself,
can only be learnt, and learnt,
even now, in the school of experience.
But experience guided and enlightened by understanding
is likely to be a gentler experience for everyone
and to lead to a shorter learning cycle.
What's interesting is that since Aristotle ..

Growth Zone
Stretch Zone
Zone of Comfort
Reflective Observation
Abstract Conceptualization
(Generalization)
Active Experimenting
(Applying)
Concrete Experience
How ?
Curiosity Forgiveness and Trust
Adapted from David Kolb’s work
and Mark O’Shea, Action Works

On the forefront of changes
all methodologies properly used and understood should:
- help one to Explain the Past which in turn
- helps one to Understand the Present and thus to Predict the Future
- which leads to more Influence over future events
- and less Disturbance from the Unexpected.
A proper understanding of the relevant concepts of organizational theory
allows one to carry out the analytical task which is:
To identify the key variables in any situation
To predict the probable outcomes of any changes in the variables
To select the ones he can and should influence

Do we use the same terminology ?
What is Organization ?
Organization is a structure that co-ordinate people, information and resources
moving to reach common objectives
What is Management ?
Management is the art of making things done
- through others: managing people
- trough techniques : managing projects/ processes etc.
Engaging five activities - planning and deciding – organizing – leading – controlling
What is Leadership ?
Leadership is the activity of mobilizing adaptive work
What is Success ?
Word comes from “Succeeding” or “Being able to continue”

What is Intelligence ?
is the ability to keep a broad range of knowledge in mind
as one makes the appropriate decision
To identify the Key Variables one have to think
on several parallel levels in the same time
People, Process, Content, Environment, etc..
and Systematize data
Today we will challenge our usual systems and tools
so that we might improve our diagnostic capabilities
and intervention effectiveness
Any Starting Point is Good Starting Point
so what about here and now in our Group ?
What are the Key Variables that effect
will this Group of People develop it’s Capacity to Grasp
Project Management of Organizational Development ?
Or we will be wasting my and your time ?

Success or Effectives
The individuals The Organization The Environment
Ability Leadership
Econom.
Environ.
Motivation
Group
Relations
Phisi..
Environ.
Role
Systems
and
Structure
Tech.
Environ.
ROLE STRAIN
ROLE STRESS
ROLE UNDERLOAD
ROLE OVERLOAD
ROLE CONFLICT
TASKJOB
TASKRELATIONSHIPS
TIME AND
PLACE
INTELIGENCE
NOISE ETCLEADERTYPE OF PEOPLEREWARDSSKILLS
ETCJOB LAYOUTTYPE OF PEOPLERELATIONSHIPPOWER BASE
LEVEL OF
ASPIRATION
AGE
RATE OF
EXCHANGE
SAFETYCAPACITY
POWER
STRUCTURE
GOALSGOALS
EXPECTED
RESULTS
TRAINING
RAW
MATERIALS
SHIFTSRESOURCESREWARD SYSTEMCOHESIONSTANDARDS
NEED
HIERARCHY
EXPERIENCE
TYPE OF
TECHNOLOGY
AMENITIESCOMPETITIONCONTROL SYSTEMAGESTYLE
OTHER
ACTIVITIES
APTITUDE
CONDITIONS OF
EQUIPM.
LOCATIONECONOMY
ADMINISTRATIVE
STRUCTURE
SIZE
SKILL AND
KNOWLEDGE
PERSONAL
SITUATION
PERSONALITY
Adapted from Charles Handy’s
“Understanding Organizations” 1976

All materials are used with Permission

Personal Management
People are Everything !World is People !
Personal Management deals with those Key Variables
that influence capacity of Individuals
and development of People’s Talents
And People are different !
We shall devote next 16 slides
to explore how can we benefit on those differences

Two Main Characteristics Test
that you believe are the most responsible
for bringing you to the point have reached now?
That is, which two have you relied on most ?
1. Bright, ambitious, driving, set high standards for self and others, pushes for performance
2. Independent, relies on self, prefers doing it alone
3. Extremely loyal to group or organization, a team player
4. Results or quality oriented, highly focused on task, monitors evry aspect or detail
5. Personable, relies on relationships to get things done
6. Creative, conceptually fast and enthusiastic, pursues multiple activities
7. One single notable characteristic such as high energy, raw talent, ability to use mentors
8. Verbal or written power, loves to take strong positions and debate them, usually right
Adapted from
Centre for Creative Leadership, Greensbro

Values
Four Value Orientation Test
1. What To Do ? Action Orientation (existential needs)
2. How To Do ? Process Orientation (Social needs)
Analyze, Structure, Organize
3. People Orientation (Emotional needs)
To care, to work in Team, to be Ethical
4. Why Not ? Idea Orientation (Self Actualization)
Adapted from Prof. Pierre Casse’s
presentations 2002

Types
Introvert – Extravert
outer world of people and things, broad, extensive, renewing energy by expending it, interest in
external events, multiple relationships, sociable, talk and think
vs. inner world of thoughts and feelings, deep, intensive, renewing energy by gathering it in,
interest in internal reactions, selective relationships, territorial, think than communicate (write)
Sensing – Intuiting
5 senses, facts, now, realistic, perspiration, actual, practical, fix it, utility, skill
vs. 6th
sense (insight, imagination), big picture, future, speculative, inspiration, possible, ideal,
improve it, ingenuity, competence
Thinking – Feeling
impersonal, sequential, policy, laws, criterion, justice, categories, categories, standards, systems,
critique, allocate, past-present-next
vs. personal, holistic, values, traditions, circumstances, fairness, unity, morals and morale,
humanity, appreciation, share. past – future
Judgment – Perception
planned, settled/fixed, predictable, decide, plan, get into action, completed, closure, cause/control,
deadline, urgency vs. spontaneous, open-ended/flexible, surprising, explore, adapt, consider, in
progress, options open, allow/discover, what deadline ?, patience
Meyers Briggs – 16 Types Indicator Test – Readings
Adapted from Meyers Brigg’s work
and Prof. Bob Ward’s presentations

Self vs. Roles
Colleague, Confident,
Allies, Competitor,
Enemy ..
Consultant/Manager?
Boss / Subordinate..
Son/Brother/Father
…
Husband,
My wife's mother and father ?

Roles
Role Set – the people with whom the focal person interact
Role Definition is a result of Role Expectations
Many problems in organizations arise from Role Strain:
Role Ambiguity – Unclear role expectations
Role Conflict – conflicting or overlapping roles
Role Overload – too many roles
Role Underload - too few roles
In the organizations role problems manifest themselves in
Individual tension, Low morale, Poor communication etc.
Usual strategies are
repression, withdrawals, rationalization, unilateral or co-operative
Role Stress can be healthy ( Role Pressure ) of unhealthy ( Role Strain )
© Copyrighted All rights reserved
“Understanding Organizations”

Signs of Fusion vs. Detachment List
Focus on changing others (loss of self ) Not curious
Don’t enquire about others
Get ‘hooked’ by others reactions and feelings
– emotionally volatile
Remove self from or ignore feelings
Invulnerable, emotionally shut down
Over function – take responsibility do it all
omnipotence
Tend to rescue
Over function – know it all (omniscience)
Tend to ignore
Overly engage Withdraw and disconnect
‘Entertain” and please others Deadly serious, act as if don’t care
Maintain equilibrium by agreeing and
pacifying
Maintain equilibrium trough getting others
to agree; denial
Sensitive to feedback and criticism Impervious to feedback
Criticize others
Highly critical of self
See self as responsible ( victim)
Critical of others
See self as not part of the problem (Judge)
Try too hard to make a difference Block possibilities
Cut off from making a difference
© Copyrighted
Adapted from Vantage Point
Consulting presentation 2006

Skills
develop as the result of experience and training
Examples:
Self Awareness
Face to Face Communication Skills
Presentation Skills
Conflict Resolution Skills
Negotiation Skills
Cross Cultural Communication
Communication with different Types of People
Writing Skills
Computer / Software skills
Language Skills etc…
Difference between good and perfect is
much smaller than difference between
bad and mediocre

RECEIVERSENDER
1. Think
2. Encode
3. Transmit 4. Receive
5. Decode
6. Understand
RESPONSE
MESSAGE
7. Intention
Intention
(Emotion)
Face to Face Communication Skills
(A Story)
© Copyrighted - All rights reserved
Adapted from Prof. Bob Ward’s
presentations

Many problems are there because of the difference
between the INTENTION of the sender and the MEANING in the receiver's mind”
Active Listening Skills
Notice what you see, Take a ‘learning’ attitude,
Change ‘right/wrong’ & ‘good/bad’ to ‘interesting” and “new”,
when uncomfortable OBSERVE more
Get others to talk, attend and Focus,
Open-ended questions and discussion starters,
stay with the speaker’s subject, silence,
Clarify, paraphrase, summarize, check assumptions and perceptions,
encourage person to say more, ask for feedback
Adapted from Prof. Bob Wards’s
presentations

Sending skills
Be Clear, know your intention and message,
say your objective before communicating,
one thought per sentence, pause to think
make a direct request,
match words and non verbal communication,
ask for paraphrase, adapt to listeners stile, offer feedback
Responding Skills
Stay in ADULT mode avoid responding as Parent or Child,
Allow multiple right answers and points of view,
Separate the person from his/her opinions and actions,
Turn 1 way communication to both way communication,
Avoid Traps (Manipulations) by staying in Receiver's role
presentations

Conflict Resolution Skills
Goals and Needs I Want vs. You Want, You Have what I Need,
Mutually Exclusive Self-Interests
Same Goal, Different Methods, Short-term vs. Long-term View
Scarce Resources Space, Personnel, Computers and Equipment, Production Capacity
Values Honesty vs. Image, Efficiency vs. Change
Fairness vs. Rules of the Marketplace, Quality vs. Profit
Invest in Personnel vs. Reward Owners
Power/Authority Management Style, Held vs. Shared, Inclusion vs. Exclusion
Power of Position vs. Expertise, Finance driven vs. Engineering driven
vs. Management driven vs. Customer driven
Individual Differences Communication Style, Expectations and Performance
Ways of Viewing the World, Risk-taking, Personal Values
Time and Money Priority A vs. B, Plans vs. Reality , Buy vs. Build vs. Borrow
(usually indicators of Speed vs. Quality vs. Customer's Request
a different conflict)
presentations

Unpacking a Conflict
Notice the moment
Stop!
Breathe, then Unpack
What do I wont ? Why am I
blocked ? What am I
assuming ?
Paraphrase to
Help the other Unpack
Use active listening
to gain time, think,
Understand,
reduce tension,
Postpone reaction
? Wont or Need ?
? We are each frustrated
about or because ?
? And each of us assumes
about the other ?
? So we each act/react
(our behaviors ) ?
presentations

Decide how much time and energy to Invest ?
If No then Accommodate or Compromise
If No then Negotiate, Compromise or Compete
If No then Negotiate
Collaborate on Values
1. Agree on common problem and self interest
2. Convert problems to highest possible goals
3. Brainstorm until most satisfying options are found
4. Commit to 100% Win – Win
Recognize the relationship and keep it healthy
Important ?
Trust or ongoing
Relationship ?
Common Goals
presentations

Seven ways of handling Conflicts
Collaborate
Accommodate
Breakdown
Avoid
Compete
Negotiate
Compromise
Latter
lose/leavelose/win
win/lose
lose/lose
win/win
new solutions
presentations

Type of Conflict Why ? How to handle ?
PREFERRED METHOD
(Back-up Method)
False Feud Misunderstood COMMUNICATE
Communication ASK and LISTEN
or
Missing Information (avoid or let go)
Optional Conflict Individual Differences, REFRAME THE
Perceptions, or PROBLEM
Assumptions (adapt or accommodate)
Manageable Scarce Resources COLLABORATE
Conflict or MEDIATE
Role and
Inter-role conflicts (compromise)
Mutually Exclusive Core Values NEGOTIATE or
Self-Interests or ARBITRATE
or Goals Sole Resource (compete)
Intra-role conflicts
Challenge: Before deciding a conflict is real,
use communication skills to discover if you lack information
or misread the other person's actions. Avoid assumptions.
Prevent unnecessary conflicts.
presentations

1. When an issue is minor or only temporary
when it is much less important than other issues.
2. When you have no chance of getting what you want
when you have no power, or when something is impossible to change
(e.g., national policies, a person's ethnic background).
3. When the danger in confronting an issue is far greater
than the benefits of resolving it.
4. When you need more information before taking a decision or action.
5. When others can and will resolve the conflict better.
6. As a temporary measure to allow emotions to cool ("time out").
7. When the issue seems to be only a symptom of a more basic problem.
AVOID or GET OUT (lose/leave)
Do not address the issue at all, or remain uninvolved
Presentations

1. When you realize that you are wrong, to show that you are reasonable,
to let a better idea be heard, or to learn from others.
2. When the issue is much more important to the other person than to you
- to satisfy the needs of others -- when the consequences of losing are small.
3. To build up credits for later issues that are more important to you.
4. When continued resistance or pressure is useless
- when you are outmatched and losing in a way that will hurt you.
5. When maintaining harmony and avoiding negative feelings
is especially important.
6. To aid in the development of subordinates by allowing
them to experiment and learn from their own mistakes.
ACCOMMODATE or GIVE IN (lose/win):
Allow the other person to have the advantage
presentations

1.When quick, decisive action is needed,
and you are the expert (e.g., emergencies).
2.When there can be only one winner
when there is only one item and it cannot be shared –
and when it is very important to you (e.g., applying for a job)
3.To protect yourself against people who take advantage of others.
4.To stimulate others to take a stand.
5.When others use wrong information or assert things that are
wrong to gain advantage -- and when their mistakes result in great
harm (e.g., racial stereotypes, false accusations).
6.As a back-up approach, in case collaboration fails in an
atmosphere of mistrust.
COMPETE or TAKE OVER (win/lose):
Press for victory for your cause or position
presentations

1.When goals are moderately important, but not worth the efforts
to reach a more complete or creative solution.
2.To achieve temporary settlements
or to make progress on complex issues.
3.To arrive at expedient solutions under time pressure.
4.As a back-up style when negotiation fails, if there is adequate trust
COMPROMISE or TRADE OFF (lose/lose):
Mathematically split the difference;
make side deals to get a decision; decide by majority vote.
presentations

1.When the concerns of both parties are too important to compro-mise;
to find a single solution which fully satisfies everyone.
2.When your objective is to learn or to understand the value
of other approaches, to test and change your own assumptions.
3.To combine the talents, perspectives, and best ideas of different people;
to gain maximum commitment by reaching full consensus.
4.To find a new alternative that is better than any individual idea.
5.To resolve feelings that are interfering with tasks or morale;
to put "relationships" and "group dynamics" on the agenda.
6.When trust and communication are adequate,
or to increase trust and respect when dealing with unpopular issues.
7.When resolving problems with individuals
of greater or lesser power, to prevent using competition or authority.
COLLABORATE - BREAKTHROUGH (win/win):
Find one goal or value which unites the parties;
find multiple creative options; select and commit fully
to a joint solution
presentations

1.When there are mutually exclusive differences
in self-interests, needs, or values.
2.When two parties of equal power are committed to opposite goals.
3.When there is no common goal, value,
or potential benefit which would enable the parties to collaborate.
4.When there is no authority figure to take over the decision.
5.When one single solution will not satisfy all parties equally
when plural solutions are called for.
6.When trust and communication are poor,
or directed by formal procedures and rules.
7.To use a mediator effectively, before resorting to an unsatisfactory
outcome (majority vote, compromise, giving up, force).
NEGOTIATE (win/win by principle):
both parties exchange something of value for something of equal or greater value;
or both parties agree to options which fulfills the principle;
or adaptation of collaboration when trust is low
presentations

Basic principles of Negotiation
1. Know your BATNA
2. Soft on the person, firm on the issue
3. Agree on the Principle
4. Create options together (Brainstorm)
5. Agree on Objective Criteria to decide
Presentations

Motivation vs. Fear
Social Health
Creation,
Status,
Position,
Recognition
Emotional Health
Love and Be Loved,
Attention, Respect
Existential Needs and Physical Health
Sleep, 5C Temperature, Clean Air, Healthy Food, Toilette,
Personal Hygiene,, Disciplined use of Alcohol and Drugs, Ideal
Space Light, Privacy, Good Company, Rhythm, Fitness, Minimum
Love i Safety
Motivation Calculus = need silence x result expectancy x instrumentality = E?
And Psychological Contract = corrective, calculative, co-operative
Self Achievement
Adapted from Abraham Maslow and
George Boeree’s work

Motivation vs. Fear
Adapted from Abraham Maslow and
George Boeree’s work
Maslow sees all these needs as essentially survival needs.
Even love and esteem are needed for the maintenance of health.
He says we all have these needs built in to us genetically, like instincts.
Under stressful conditions, or when survival is threatened,
we can “regress” to a lower need level.
When your great career falls flat, you might seek out a little attention.
When your family ups and leaves you,
it seems that love is again all you ever wanted.
When you face chapter eleven after a long and happy life,
you suddenly can’t think of anything except money.
Maslow suggested that we can ask people for their
“philosophy of the future”
what would their ideal life or world be like
and get significant information as to what
needs they do or do not have covered.

What differentiate the best managers ?
1. They work longer and harder,
they have a great resistance to fatigue
2. They have a stable mind and morale, they resist stress
3. They have a strong motivation often based on frustrations
4. They could sustain a long concentration
and they have a strong personal discipline
5. Their intelligence is above average in memory, perception, calculation.
6. They manage the profitability of their time carefully
7. They are financially sound and the risks they take are managed
8. The have a « look » and a personal signature, they manage their visibility.
9. They quickly build alliances with key people
10. They know what they should know
and they maintain an excellent information system
11. They know how to market and to sell their results
12. They have a personal strategy, they constantly differentiate from others,
they try things and they change quickly
13. They use scoreboards to monitor precisely and frequently
their personal performance
Adapted from Prof. Patrik Georges
presentation 2002

Warm Up Important
Change
Doing &
Not Doing
(Behaviors)
Hidden &
Competing
Commitments
& Loyalties
I assume that
if “…”
than “…”
BBT
What makes change difficult ?
Adapted from Minds at Work
presentation 2006

Change Process in Organizations
Resistance
Denial
Support
Resistance
Exploration
Time
S
u
p
p
o
r
t
Adapted from Harold Kerzenr’s
“Project Management” 2003

How to improve your Intelligence ?
“the ability to keep a broad range of knowledge in mind
as one makes the appropriate decision”
For a manager Intelligence is a set of techniques :
- to reach the highest objectives !
- using a minimum of resources !
- facing the strongest obstacles !
- by changing quickly !

We are (Humans) are very limited !
The built in genetic program to stay alive,
to get relations and to develop ourselves
Low level linked to genetics, Quick but superficial, Automatic
The master program written by our culture and family
Middle level Linked to early education
The personal program written by our education and experiences
High level linked to thinking, slow but deep
Examples of basic rules are:
Law1 – Act to survive, act to protect Your own existence
Law2 – Act to be loved, to love, to have relations with others
Law3 – Act to be different, to be respected,

Why are we limited ?
Rules of automatic intelligence
What is different is dangerous - What is beautiful is good - What is visible and
permanent is important - What is not accessible is important - What is frequently
repeated should be true -Mate sexual partners with selection
The attention
10 min attention span,
not enough to reach the 20 min limit for high intelligence activation
The memory
Our short term memory is too short (60 seconds)
And too small (6 information units) causing limited rationality
Get a prosthesis for Your memory (white board to note all arguments)
Language
Natural language is often misleading
For professional communication people use a controlled language (exm. Ergo-com)

The emotions
Stress can make You dumb,
Emotional overreactions to life events can make You unhappy
How to manage emotions ?
Stress control - Fear control - Overreaction control
Decision making
Human being are bad at decision making,
We are bad natural statisticians,
We are bad at evaluating risks,
We are strongly influenced by the presentation of information,
We are quickly work overloaded,
We are slow
Risk Appraisal
We over estimate small but frequent risks,
We underestimate major but rare risks,
We over insure for small risks,
We are under insured for big risks

List of techniques to improve your intelligence
Work on a clear desk , 20% increase in operational intelligence
Protect Yourself - No voices, no faces, no interruptions - Get protection from
interruptions at least 30% of Your time, Any interruption however small is twenty
minutes You lose ,
Buy your own desk lamp, You often lack light, Get bright light. Light your desk lamp!,
Strong concentrated light, strong productivity.
Learn to use the most useful personal productivity software
Reserve an hour a week to get to know Your software better
There should be no temperature variations of over 5C , between the coldest and the
warmest surface in the office, Your comfort will be seriously reduced otherwise
Work back to back rather than to face to face with Your colleagues
presentation 2002

Take more time over answering important questions
Less than three seconds between the question and the response Error guaranteed
Never read Your mail in the morning
Your objectives take priority over those of others
No morning meeting - No meeting before 11 am
Your intelligence is more powerful in the morning
but more easily perturbed by others
Attend less meetings
Cut back invitations and demands on Your time - We usually tend to overrate our
importance and conclude that far too many things can only be done by ourselves
Write a “to do list” each morning
Start with most important thing and leave on time, You will never finish in any case
presentation 2002

Write Your own ten commandments
Design Your personal value scorecard
Note down every important thing You have done during the week
Decide on Your green project every three months
Do something personal different and something risky every three months
Keep focused, Always keep Your eyes on the target,
Write the cover page of Your biography now
Design Your personal MC, Use the personal KPI list , Every Day
We cannot improve on what cannot be measured
Decide on a main concern of each day
presentation 2002

There are many more very useful
technical solutions
that you can use,
for better time management, objective settings,
office management, to be healthier, to reduce stress,
be more effective etc..
Check on the web site for full info
or we can discuss that latter …

(Team/Project/Process/Department/)
Organization Management
The most important Resource of any Organization
is Attention
We shall devote next 15 slides
to explore key variables of our organization’s management
Hot Groups Reading

L.E.A.D Test

Leadership
is mobilizing the adaptive work !
There are Several good theories, trait, stile, contingency,
best fit i.e. Fiedler:
The leader was liked and trusted by the group
The task to be done was clearly laid down and well defined
The power of the leader in respect to the group was high
i.e. the leader could reward and punish and had
organizational backing

Mindsets and behaviors for turnaround world , L.E.A.D. Test, Situational Leadership Reading
Best Fit Theory
Adapted from Harold Kerzner’s
“Project Management” 2003

Key Leadership Competences in successful organization
Elements of an Effective Leadership Culture
Shared responsibility for business and organizational problems
Leadership and power are distributed trough the organization
i.e. leadership is everyone's responsibility
Peer support for learning and problem solving
Problematic realities are brought to table quickly
Leadership Behaviors ( that foster the above )
Seek Input, ask for opinions, seek support and help
Reflect in action ( get on the Balcony )
Be Quiet (sometimes) in order to Listen
Understand and acknowledge ones own unconscious commitments to control myths
Partnerships and group based learning
Tolerate uncertainty and lack of action
Humility and not knowing can be great motivators
Adapted from Cambridge Leadership
Associates presentation 2005

Leadership
is mobilizing the adaptive work !
Identifying what's worth holding on to,
and bringing the best of our history
into the future!

Team Building / Group Relations
Subarctic Survival Situation

Key Variables for a Team
1. Size
2. Members Characteristics
3. Individual Objectives
4. Stage of Development
( forming, storming, norming, performing)
Basic examples of Team Maintenance
initiating – encouragement
info seeking – compromising
diagnosing – peace keeping
opinion seeking – clarifying, summarizing
evaluating – standard setting
decision making
‘Understanding Organizations” 1976

Essential Conditions for a Team
1. Clear, elevating goal
2. Results-driven structure
3. Competent members
4. Unified commitment
5. Collaborative climate
6. Standards of excellence
7. External support and recognition
8. Principled Leadership
Essential Conditions for a Team Reading
Adapted from Prof. Bob Wards
Presentations

Belbin Team Roles
Plant (Creative, Imaginative, Unorthodox, Original)
Resource Investigator (Explores opportunities, contacts)
Coordinator (Global perspective, clarify, chair person)
Shaper ( drive to overcome obstacles and take action)
Monitor evaluator ( Objective, Logical, See all options)
Team Worker ( Sensitive, Cooperative, Diplomatic, Listen)
Implementer ( Disciplined, Loyal, goals = work)
Completer Finisher ( Conscientious, att. to detail, on time)
Specialist (Single minded, rare knowledge and skills)
Adapted from Meredith Belbin’s
work

Unique to
Individual
Specific to group or
category
Universal
Personal Program
learned and inherited
Collective Software
Learned
Genetic Program
Inherited
Culture
Human Nature
Personality
Culture
is the water the goldfish swims in !
Presentations

Culture Runs Deep
Values
and
Myth
Rituals,
Norms,
Beliefs
Heroes, Goals,
Ambitions
Symbols, Language,
Behavior
Culture
Introduction to Culture Reading, 5 Cultural dimensions Test, Ecotonos Simulation
Presentations

5D Culture Test

5 Dimensions of Culture
1. Power Distance (PDI)
2. Individualism (IDV)
3. Masculinity (MAS)
4. Uncertainty Avoidance (UAI)
5. Long-term Orientation
or ‘Confucian Dynamism’ (CDI)
Adapted from
ITIM Institute for Training
and Intercultural Management

Power Distance (PDI)
The extent to which the less powerful accept and expect that
power is unequal
Low =
egalitarian,
open access
High =
hierarchy,
privilege
Austria, Ireland,
Netherlands,
Scandinavia, Israel
Belgium, France,
Turkey, Portugal, Asia,
Latin America, Arab World
Adapted from

Individualism (IDV)
Community (low):
people belong in groups and look after each other
Individualism (high):
people look after themselves; relationships are ‘instrumental’
Low =
communal
High =
individual
Portugal, Greece,
Turkey, Africa, Latin
America, Pakistan
USA, UK, Belgium
Netherlands, France,
Scandinavia, Germany
Adapted from

Masculinity (MAS)
Feminine Energy (low):
dominant value is quality of life and stewardship
Masculine Energy (high):
dominant value is achievement and success
Low =
feminine
High =
masculine
Scandinavia,
Portugal,
Netherlands, Latin
America
Switzerland, Italy,
USA, UK, Ireland,
Germany, South Asia
Adapted from

Uncertainty Avoidance (UAI)
The extent to which people feel threatened by uncertainty or
ambiguity, and try to avoid these situations
Low = risk OK,
few rules
High = avoid
risk, need rules
Singapore, Denmark,
Sweden, Hong Kong,
UK, Ireland, India
Belgium, Greece,
Portugal, Japan,
Latin America, Israel
Adapted from

Long-Term Orientation
or Confucian Dynamism (CDI)
A pragmatic, future orientation, rather than a conventional,
short-term historical view.
Low = quick results,
one best answer
High = pragmatic,
many truths
Pakistan, US, UK,
Philippines, Africa
China, Japan,
India, Brazil
Adapted from

Power and Influence
“If you are not listening to your own will
– you are listening to someone else's”
If A wants to influence B then A must first have some understanding of B’s
motivation calculus, psychological contract, role etc. ?
Possible sources of individual power :
Physical Power
( power of superior force, bully, )
Resource Power
(possession of valued resource, reward power, control and desire )
Position Power
( Role, backing, control over information, right access, right to organize)
Expert Power
( acknowledged expertise, the one who knows more than others)
Personal Power
(charisma, charm, infectious enthusiasm, popularity ..)
Negative Power
( stop things happening, delay, distort, disrupt them, latent, when moral is low)

Power and Influence
Methods of Influence (Overt and Unseen) :
Force ( applying force or threat, bullying, effective and short lived )
Rules and Procedures ( No Smoking, not personal )
Exchange ( A has to offer something that B desires )
Persuasion ( logic, power of argument and the evidence of facts )
Ecology ( relationship of environment and its organisms,
Dangerous surroundings increase tension and lower productivity
Participation increases commitment – if legitimate – and requires time ;)
Magnetism ( attraction, like beauty – in the eye of the beholder )
The Individual Responses :
Compliance
do it because you have to or because it’s worth a while
Identification
recipient adopts the idea or proposal
because he admires or identifies with the source
Internalization
the recipient adopts the idea as his own

Systems and Structure of Organization Match
Steady State
Innovation
Crisis
Policy
Role
Task
Power
Person
Power
Temple
Net
Cluster
Web
Key Variables for the appropriate choice of structure :
History and ownership, Size, Technology, Goals, Environment, People
.

When system deteriorate ? First signs
When the pressures of day to day operations push aside our concern for
vision and risk (vision and risk cannot be separated)
An orientation toward business rules and policies rather than a value
orientation that takes into account contribution, spirit, excellence, beauty and
joy.
When people speak of customers and outsiders as impositions on their time
(rather than as opportunities to serve) Manuals
A growing urge to quantify both history and one’s thoughts about the future
(eg. in 2010 we’ll sell $XK or 2 years out I’ll earn $XK)
The urge to establish ratios
Leaders who rely on structures instead of people
A loss of confidence in judgment, experience and wisdom
A loss of grace and style and civility A loss of respect for the language we
speak
Adapted from
Max De Pree’s work

When system deteriorate ? First signs
Tending toward superficiality ; Leaders who tend to Control vs. Liberate
Dark tension among key people
No longer time for celebration and ritual
A growing feeling that rewards and goals are the same thing
When people stop telling tribal stories – or cannot understand them
A recurring effort, by some people to convince other that business is quite
simple (vs. real need to deal with complexity and ambiguity, constructively
which is essential)
When people have different understanding of words like “responsibility”,
“service” or “trust”
When problem makers outnumber problem solvers
Leaders who seek to control rather than to liberate
Adapted from
Max De Pree’s work

Diagnostics ?
The individuals The Organization The Environment
Ability Leadership
Econom.
Environ.
Motivation
Group
Relations
Phisi..
Environ.
Role
Systems
and
Structure
Tech.
Environ.
PERSONALITYPERSONALITY
PERSONALPERSONAL
SITUATIONSITUATION
ConflictConflict
SKILL ANDSKILL AND
KNOWLEDGEKNOWLEDGE
SIZESIZE
ADMINISTRATIVEADMINISTRATIVE
STRUCTURESTRUCTURE
ECONOMYECONOMY LOCATIONLOCATION
CONDITIONS OFCONDITIONS OF
EQUIPM.EQUIPM.
APTITUDEAPTITUDE
OTHEROTHER
ACTIVITIESACTIVITIES
OverloadOverload STYLESTYLE AGEAGE CONTROL SYSTEMCONTROL SYSTEM COMPETITIONCOMPETITION AMENITIESAMENITIES
TYPE OFTYPE OF
TECHNOLOGYTECHNOLOGY
EXPERIENCEEXPERIENCE
NEEDNEED
HIERARCHYHIERARCHY
StressStress STANDARDSSTANDARDS COHESIONCOHESION REWARD SYSTEMREWARD SYSTEM RESOURCESRESOURCES SHIFTSSHIFTS
RAWRAW
MATERIALSMATERIALS
TRAININGTRAINING
EXPECTEDEXPECTED
RESULTSRESULTS
GOALSGOALS GOALSGOALS
POWERPOWER
STRUCTURESTRUCTURE
CAPACITYCAPACITY SAFETYSAFETY
RATE OFRATE OF
EXCHANGEEXCHANGE
AGEAGE
LEVEL OFLEVEL OF
ASPIRATIONASPIRATION
POWER BASEPOWER BASE RELATIONSHIPRELATIONSHIP TYPE OF PEOPLETYPE OF PEOPLE JOB LAYOUTJOB LAYOUT ETCETC
SKILLSSKILLS REWARDSREWARDS TYPE OF PEOPLETYPE OF PEOPLE LEADERLEADER NOISE ETCNOISE ETC
TIME ANDTIME AND
PLACEPLACE
RELATIONSHIPSRELATIONSHIPS TASKTASK
JOB TSAK

Adapted from McKinsey Co.
publications
McKinsey’s 7S

Adapted from McKinsey
And Pascal’s Adaptation

ManagementManagement
&& LeadershipLeadership
Keeps allKeeps all
the other elementsthe other elements
in balancein balance
StructureStructure
OrganizationOrganization
Role DefinitionRole Definition
RewardReward SchemesSchemes
RecognitionRecognition
InspirationInspiration
IncentiveIncentive
HelpfulHelpful
MechanismsMechanisms
(coordination)(coordination)
Goals/ObjectivesGoals/Objectives
HR/IS/FIN systemsHR/IS/FIN systems
Meetings / TeamsMeetings / Teams
Internal FeedbackInternal Feedback
RelationshipsRelationships
and Conflictsand Conflicts
People-PeoplePeople-People
People-TechPeople-Tech
People-ResourcesPeople-Resources
PurposePurpose
VisionVision
IdentityIdentity
External Feedback
Outputs
Inputs
Strategy
Purpose
The extent to which
the goals are clear to all
and we know
what business we are in,
and are focused upon it.
Relationships
Do we have healthy
group-to-group
and person-to-person
relationships
in the organization?
Communications
and Coordination
Do we have the
appropriate meetings
and other
information
mechanisms
that allow people
and groups to
collaborate on the work?
Outside Environment
How effectively do we manage the constraints, demands and supports from outside the office?
Leadership & control
Do we have appropriate
and effective leadership
and control that helps keep
all the boxes in balance?
Organization
How effective
are our work
processes
and our
job designs?
Do we have
the appropriate
structural
alignment?
Reward Systems
Do we have
adequate
rewards
for our people’s
work contribution?
Is there a sense
of accomplishment in
the actual work itself?
Prof. Bob Ward’s Analysis
Bubbles of
Excellence and
Leadership
Prof. Bob Ward

Prof. Pierre Casse Analysis
Complication
Answer
Situation
Question
Adapted from Prof. Pierre Case
Presentation 2003

Linsky/Heiffits Analysis - Harvard
Facts Who are the mayor players ?
What are they formal relationships ? Informal Relationships ?
Where is the senior authority on the issue ?
What has the presenter done so far to work the problem ?
What has the presenter decided not to do ?
What would success look like to the presenter ?
Diagnostics What are the case presenter’s stakes ?
What issues or values does the presenter represent to the group ?
What are the underlying or hidden issues ?
What is the adaptive challenge for the group ? For the presenter ?
What are the value choices each has to make ?
How does the situation look to the other key players?
What is the story they are telling themselves ?
What options are off the table for the presenter and why ?
What has the presenter contributed to the problem ?
What is her/his piece of the mess ?
What possible interpretations has the presenter
been understandably unwilling to consider ?
What would successes look like to the players other than the presenter ?
TRY IT FOR FEW MINUTES ! USE GUIDELINES !
Adapted from Prof. Linsky
and Prof. Heiffits presentation 2005
Factions
Chart

Intervention Principles
What to do in the board room ?
Identifying the Adaptive Challenge
Regulate distress
Maintain disciplined attention
Give the work back to people
Protect leadership below
Type of adaptive challenge Chart
Adapted from M. Johnstone and
M. Fern presentation 2005

2006 THE ART AND PRACTICE OF ORGANIZATIONAL DEVELOPEMENTTHE ART AND PRACTICE OF ORGANIZATIONAL DEVELOPEMENT WWW.BOSKONEKTARIJEVIC.TKWWW.BOSKONEKTARIJEVIC.TKIN
TERPRETATIO
N
W
hatdoesthism
ean
given
ourpurpose?
IM
PLEM
ENT
W
hat will I do, com
m
it to,
to
m
ove things forward
?
QUESTION
H
ow
do I stim
ulate thinking
and deepen
m
y understanding ?
OBSERVATION
W
hat do I see hear now?
W
hat patterns enable or hinder ?
1. Are we doing what we say we wont ?
(Values)
2. Do we have the skills to do what we need?
3. Are there opportunities we cant see or
ignore ?
4. What do we need to learn ?
Political Dimesion
Sub Groups
Values
Responsibility
MethodsPurpose
Human Dimension
Inclusion
Recognition
Learning Ability © Copyrighted All rights reserved
Adapted from M. Johnstone and
M. Fern presentation 2005
Intervention
Framework

Project Management Session

When to Use Project Management ?
Always !
Allows us to accomplish more work in less time
and with less people
Increases profitability
Better control over scope changes
Makes organization more efficient and effective
Increases Quality
Reduce power struggles
Project Proposal Tool, Benchmarking Tool, Comparing and Prioritizing Projects Tool , Vision Square Planning

Some Hints to Start with
Any planning is better than none
Define Scope and assign Responsibilities and Sequence
Even quick plan will provide significant info
More detail is better
Separate projects into small pieces
Set priorities between projects

Project Management
Adapted from Harold Kerzners
“project Management”

Project Management
Total Quality Management
Risk ManagementConcurrent Engineering
Change Management
All Merged

Project Management Phases
Initiation
Articulate your vision for the project,
establish goals, assemble your team,
and define expectations and the scope
of your project.
Executing
Accomplish your goals
by leading your team,
solving problems,
and building your project.
Controlling
Monitor changes to the project,
make corrections,
adjust your schedule
to respond to problems,
or adjust your expectations and goals.
Planning
Refine the scope,
identify specific tasks
and activities to be completed,
and develop a schedule
and budget.
Closing
Deliver your project to your
audience, acknowledge results,
and assess its success.

Project Planning and Control
Adapted from Herol Kerzner’s

Vision
Who are we ?
Raison d’etre ?
What is our
purpose?
What do we aspire
to be? For Who?
Why?
Strategic Axes
Major new
directions,
products,
people, ways of
working
Foundation
(Socle)
What must be in
place for the
strategy to work
Strategic Axes
Major new
directions,
products,
people, ways of
working
Foundation
(Socle)
What must be in
place for the
strategy to work
Critical
Objectives
Scenario
Current environment, realities, trends, sanity check
Today
What business are we in?
What are we known for?
Reputation ? Strengths,
Weakness ?
Where are we now
vis-à-vis our vision ?
What gap must we cross?
Basic Strategic Planning by Prof. Bob Ward Ph.D
Prof. Bob Ward

The Basic Scenario Process
Adapted from FACET
Decision systems

The Basic Scenario Process
1. Assess the Current Situation
2. Gather the Data
3. Identify the Driving
Forces
4. Generate Alternative
Scenarios
5. Assess the Implications
for your Environment
6. Assess the Implications
for your Organisation
7. Define Strategy
and Plans
8. Implement and
Monitor
Prof Bob Ward

Forecasting:
History, Trend projection (Extrapolation, Growth Curves), Correlation, Causal
Methods, Polling / Scanning, Technology Forecasting , Scenarios, Delphi Studies
Morphological Models, Relevance Trees, Mission flow diagrams, Technology
Assessment, Trend Impact Analysis, Cross-Impact Analysis, Systems Approach,
Simulation, Cycles (e.g. Kondratieff), Social Indicators, Chaos Theory….
Effective Scenario :
Engages the imagination
Is written in the past or present tense
as if the forecasted trends and events had already happened
Helps clarify the causes and consequences of key developments
Challenges our current thought processes
and assumptions about the future
Enables us to define and assess
a range of alternative policies, strategies and actions
Is seen as relevant and an important element of the strategic process
Prof. Bob Ward

Some Typical Misuses of Scenarios
In the absence of proper initial guidance and familiarization with scenario methods,
companies can typically fall into a number of traps which detract from the real
value that this approach can bring:
1) they remain caught in the assumption that scenarios are forecasts
2) they construct scenarios based on too simplistic a difference,
such as optimistic and pessimistic
3) they fail to make them global enough in scope
4) they fail to focus them in areas of potential impact on the business
5) they treat them as informational or instructional
rather than for participative learning
6) they do not have an adequate process for engaging executive teams
in the scenario thinking
7) they fail to put enough imaginative stimulus into the scenario design
even if they avoid trap 1 above.
Adopted from
Tony Hodgson’s work

Necessary Project Documentation
PERT Chart – helps us to make Work Breakdown structure ?
GANT Chart – helps us to make Time Schedule ?
Project Fiche – helps us define Logical Framework ?
These are all Tools to help us define Why ? What ? Who ? How ? When ?
Potential Risks ? Etc..
Respect the donators guidelines in DETAIL !
Work Breakdown
Structure
Work Package 1
Title
Leader
Partners …
Work Package 2
Title
Leader
Partners …
Work Package 3
Title
Leader
Partners …

01
January
02
February
03
Mart
04
April
05
May
06
Jun
07
July
08
August
09
September
10
October
11
November
12
December
1 1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4 4
5 5 5 5 5 5 5 5 5 5 5 5
6 6 6 6 6 6 6 6 6 6 6 6
7 7 7 7 7 7 7 7 7 7 7 7
8 8 8 8 8 8 8 8 8 8 8 8
9 9 9 9 9 9 9 9 9 9 9 9
10 10 10 10 10 10 10 10 10 10 10 10
11 11 11 11 11 11 11 11 11 11 11 11
12 12 12 12 12 12 12 12 12 12 12 12
13 13 13 13 13 13 13 13 13 13 13 13
14 14 14 14 14 14 14 14 14 14 14 14
15 15 15 15 15 15 15 15 15 15 15 15
16 16 16 16 16 16 16 16 16 16 16 16
17 17 17 17 17 17 17 17 17 17 17 17
18 18 18 18 18 18 18 18 18 18 18 18
19 19 19 19 19 19 19 19 19 19 19 19
20 20 20 20 20 20 20 20 20 20 20 20
21 21 21 21 21 21 21 21 21 21 21 21
22 22 22 22 22 22 22 22 22 22 22 22
23 23 23 23 23 23 23 23 23 23 23 23
24 24 24 24 24 24 24 24 24 24 24 24
25 25 25 25 25 25 25 25 25 25 25 25
26 26 26 26 26 26 26 26 26 26 26 26
27 27 27 27 27 27 27 27 27 27 27 27
28 28 28 28 28 28 28 28 28 28 28 28
29 29 29 29 29 29 29 29 29 29 29
30 30 30 30 30 30 30 30 30 30 30
31 31 31 31 31 31 31

01
January
02
February
03
Mart
04
April
05
May
06
Jun
07
July
08
August
09
September
10
Octobe
r
11
November
12
Decem
ber
Project Realization
2. Framework
agreement
and basic
institutional
setup
for future projects and TC development
3. Prepare together the project
application for training of state
officials and stuff of other related
institutions
Application
4. Organize the regional meeting of
5. Transition Centre
Design an organizational legal structure reflective of the trough capabilities
according with Transition Centre mission and objectives
1. Start with the
pilot project
Basic platform of organizational and legal structure of
cooperation
Basic Work Flow Graph

Project Management Software
DEMO

Lobbying and Fundraising – Last Session
Intro
Preparatory Research
Defining a goal and creating a project proposal
Proposal Functions
Research
Ways to do it
How EU Works
Examples of Policies and Programs
EU Decision Making Process
Relevant Donators and Programs
Targeting
Timing
How to proceed
Secrets of Success

Introduction
Lobbying, as marketing (or Public Relation) activity, can be defined as
building and maintaining relations with legislators and government
officials to influence legislation and regulation. ( Or get funds )
Lobbying and Fundraising in general may be divided according to
beneficiaries, cause, and targets.
Once a lobbyist or fundraiser has the ear of an official or an institution, his
or her message can go a long way. (Many EU officials often emphasized
problem of “loosing touch with the real world”, that resolved to openness
to outsiders.)

Preparatory research
Until all connected relevant subjects concerning specific
cause of lobbying or fundraising and all related problems
are not well examined. Preparatory research should cover
all available MIS sources.
Be expert on the subject ! And all related subjects !

Defining a Goal and creating a project proposal
Lobbying and Fundraising are competitive businesses.
It should be clear what exactly is the plan
in order to obtain means for project support.
A project addresses an issue or a need, such as a need in a community
or a need for policy reform.
It is crucial to set a clear goal of the specific project.
Goals are clearly defined if they can form a good proposal.

Proposal serves the following functions:
- Describes a problem.
- Describes a potential solution to the problem
- It is a Plan
- It is a Request
- It is a tool of persuasion.
- It is a promise and a commitment
“If U can’t scan it – can it!”

Understanding Process - Research
Research is more than a half of the lobbying and fundraising process.
Research should not neglect all possible sources of Information and Financing :
- Personal Donations
- Power/Money/Interest Groups:
- Ideological Organizations:
- Enemies of the enemies
Research in general should begin with following questions
and it should not end until they are answered:
Who knows already for this goal?
What interest groups are most interested in realization of this goal?
Who has already positive attitude toward my org ?
Who has negative attitude?
What did we do successfully already?
What do we stand for?
Who are our cooperators?
Who already gave donations ?

Ways to do it?
Ways to do it are very broad and they may be adopted to
specific goal.
Activists should not be undervalued as persuading someone to
devote an effort to the project may be excellent review of the
project itself.
In case of subject-specific funds research should begin with:
Who makes the decisions within EU about that specific
subject?
How are decisions created?
And how we may influence them?

Politicians
European
Commission
Beneficiaries,
Researchers etc.
How EU works ?
Adapted from Hyperion
Presentation 2004
Policy
Funding
Impact
Know Their Goals !

TREATIES
Treaty of Nice
Treaty of
Amsterdam
Accession
Treaties
Lisbon Treaty
etc ..
INSTRUMENTS
EU LEGISLATION
NATIONAL LEGISLATION
FUNDING PROGRAMES
PHARE and TACIS
FEOGRA Program
PH Program
MAP
EU Social Fund
LIFE Program
Structural Funds
Framework 7 etc…
POLICIES
Foreign Policy
Agricultural Policy
Health Policy
Enterprise Policy
Social Policy
Environmental Policy
Regional Policy
Research policy …
Examples of EU Policies and Programs
Adapted from HyperionPresentation 2004

The Commission
Economic and
Social Committee
Parliament
Working Parties
Permanent Representative
Committee
Decisions with Directives and
Regulations
COUNCIL
P
R
O
P
O
A
L
S
Opinions Opinions
Consultations
Consultations
DRAFTING
CONSULTATION
ENACTMENT
Implementation
EU Internal Policies Decision Making Process
Adapted from
Prof. Egenhofner presentation 2002

Relevant EU and other institutions
EU Council - Legislation , Concluding Treaties
EU Commission
Propose , Guard, Execute, Information, Analysis, External Relations
EU Parliament
Approval of the budget, Advice, Co decision of EC draft lows, Treaties etc
EIB - European investment Bank
EAR - Agency for Reconstruction
ERDF – Fund for Regional Development
ESF – Fund for Social Development
EBRD – Reconstruction and Development
USAID – International Development
OEBS – Cooperation and Security
UN – United Nations
National Embassies etc …
At Least 10 different Institutions for any project !

Relevant Programs
Regional Policy PHARE economical and social cohesion ISPA
Environment , Traffic, Industry SAPARD Agriculture and Rural
CARDS INTERREG III CADSES trans regional
INCO Marie Curie TEMPUS ERASMUS MUNDUS LIFE
SOCRATES II Leonardo Da Vinci HERCULE Marco Polo
KOMENIUS GRUNDTVIG MEGA DAFNE II E CONTENT PLUS
etc…
At least 10 different programs for any project !
Check on the web site for the list of useful internet sites or email me

Targeting
Choosing Targets will derive from research that will
identify the right interlocutor for a given subject, and put
together issues driven temporary coalitions of all
concerned interest groups. Depending on the stage of the
process it is important to recognize all relevant individuals
and organizations at each stage and address them
properly.
Basic Questions :
Who have to say YES ?
Who must not say NO ?
Who can influence them ?

Timing
Forecasting and influencing forthcoming legislation or
decision making procedure is always more efficient as
early as possible. Decision making process may last for
very long time and it is mostly contra productive to rush it,
but being present at each stage and maintaining regular
communication with chosen targets assures influence on
decision making.

How to Proceed ?
Clarify your best area ‘niche within a niche”
Identify relevant people
( EU officials, best scientists, gurus )
Join relevant EU Associations / Networks
Promote your expertise through seminars, conferences..
Identify relevant programs / Instruments
Study background documentation
Participate in EU Evaluations, Committees, Studies etc
Adapted from Dr. Sean Mc Cartney
and Eny Mc Evoy’s work

Secrets of Success
- Those who communicate well get the money
- Aim of the proposal is to solve a problem
EC/Donator has identified
- Find at least five potential supporting organizations
who have interest in Your activity
- Do not apply to any and every grant giving organization.
- Double Check the geographic area,
or target interests of the potential sources
- Be clear who will benefit from the project
- Do not apply for more than a source will give

Secrets of Success
- Carefully research the organizations
to which You considering applying
- The EC Love their documents.
Follow guidelines in detail
- EC Guidelines tell you What they wont
You must know Why !
- Do preparatory research and be expert in the subject
- Educate the evaluator
- Work with all partner organizations possible.
Connect with successful ones!
- The BEST strategy (best people, partners…)
- “Ask again”!

Evaluation Form
Rank the overall program from 1 to 5 ?
Can you implement any of this tools ?
What are the most useful sessions for you?
Would you recommend to continue with further
education and in what subjects ?
Any final Comments and suggestions ?

APOD Lecture

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