3-PA Choice in Action


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Developing effective strategic interventions

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3-PA Choice in Action

  1. 1. PotentialProbable PossibleOrganisations constantly change– there is an ongoing process of evolution
  2. 2. PotentialProbable PossibleOrganisations constantly change.There is an ongoing process of evolution.This process is cyclical and reversible.Multiple states can also co-existwithin the same organisation
  3. 3. Potential ActualProbable Possible State P1 = Potential State P2 = Possible State P3 = Probable State A = Actual
  4. 4. Potential ActualProbable Possible A = sum (P1, P2, P3)
  5. 5. Potential (P1)• Typical of a newly formed organisation or team• There is high energy focused on innovation• There are low levels of formal structure• There are rapid and dynamic responses to change• There is a “Can do, will do” approach• There are amorphous systems and processes
  6. 6. Possible (P2)• Lots of initial feedback and data from activities• Increasing definition of options• Emergence of structure• Emergence of caution and consideration• Relationships and networks start to form
  7. 7. Probable (P3)• Levels of status quo are increasing• Potentially restricting norms start to emerge• Energy shifts to consolidation• Emergence of self regulating dynamics• Incremental change• Development of corporate culture and values
  8. 8. Potential Actual Probable PossibleActual (A)Manifestation of the current organisation A = sum (P1, P2, P3)
  9. 9. Potential (P1) Possible (P2)• Typical of a newly formed • Initial feedback and data fromorganisation or team activities• High energy focused on innovation • Increasing definition of options• Low structure • Emergence of structure• Rapid and responsive change • Emergence of caution and• “Can do, will do” approach consideration• Amorphous systems and processes • Relationships and networks start to formProbable (P3) Actual (A)• Increasing levels of status quo• Emergence of norms• Energy shifts to consolidation Manifestation of the• Emergence of self regulating current organisationdynamics• Incremental change• Development of corporate culture A = sum (P1, P2, P3)and values
  10. 10. Dynamic Energy Change Inertia100 80 60 40 20 0
  11. 11. OK , so what?If we are to have influence at an organisationallevel, we need to be fully cognisant of thepredominating state of the organisation and ofthe different states that also co-exist. We can then craft our intervention accordingly,based on the following hypothesis.
  12. 12. Hypothesis:The effectiveness of any change intervention is directly proportional to:•  The ability to receive and understand• The inherent resistance to change• The motivation to upset the status quo
  13. 13. Ability (to receive and understand)• What is the message• How is it communicated• How is it received• What filters are in place• What distortion occurs
  14. 14. Resistance (to change)• The energetic State of the organisation• The level of organisational homeostasis (ability to maintain status quo)• Organisational ‘psychosclerosis’ (hardening of the attitudes)
  15. 15. MotivationWIIFM – what’s in it for me? • Moving away from adversity • Moving towards a compelling goal • Degree to which the performance framework supports and rewards changes in behaviour
  16. 16. Potential ActualProbable Possible So in summary, the effectiveness (E) of the change intervention can be defined as: E = (A + M) – R A = Ability M = Motivation R = Resistance
  17. 17. Recap• Awareness of the state/s influences how andwhere we intervene to improve• This may even identify a necessity to shift somecomponents in advance• We can maximise impact by understanding thereceptiveness to communication and themotivating factors for change
  18. 18. Pull Push• Assuming a dynamic system, our aim is todevelop positive feedback loops• These create their own momentum. This “pulls”change throughout the system naturally, ratherthan enforcing exhaustively.• After the initial catalysis for change, it becomesself sustaining
  19. 19. feedback• Initial • Next action • Review of data step feedback feedback• We identify the smallest first steps possible, rather than an expensive & widespread campaign• We build in the ability to sense and respond naturally, rather than enforcing costly predict and control processes• We dynamically steer forward maximising opportunities, rather than rigidly following one restrictive direction
  20. 20. Potential ActualProbable Possible Summary of the 3-PA approach: • Comprehensive initial inventory of the organisation • Co-design interventions for maximum effectiveness • Development of an approach to allow self determination of staff at all levels • Identify small steps – encouraging a ‘sense and respond’ approach • Risk manage through robust governance • Reward success
  21. 21. Potential ActualProbable Possible Next steps: Contact Andrew Porter 44(0)7958 615258