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Managing Your “Fifth Force”
Because (Team) Social Context…
…Drives Behaviors, Performance, and Risk
Fifth Force #1 – Intro...
2
Manage Your Fifth Force to:
Enhance Your
Team’s Performance
Lower Your
Team’s Risk
Develop Leaders
Simultaneously
As the...
The Fundamental Forces
Human’s Fifth ForceMother Nature’s Four
4
# 1 – The Gravity Force
5
1. Gravity
Force
Strength
=1
Mother Nature’s Gravity
Range
=∞
We unconsciously adapt to both
gravity (and to the Fifth F...
6
# 2 –The Weak (Nuclear) Force
7
Mother Nature’s Weak Force
1. Gravity
Force
Strength
=1
Range
=∞
2. Weak
Force
Strength
~1025
Range
~10–17M
You can free...
8
# 3 – The E-M Force
9
Mother Nature’s E-M Force
1. Gravity
Force
Strength
=1
Range
=∞
2. Weak
Force
Strength
~1025
Range
~10–17M
3. E–M
Force
...
10
#4 – The Strong (Nuclear) Force
11
Mother Nature’s Strong Force
1. Gravity
Force
Strength
=1
Range
=∞
2. Weak
Force
Strength
~1025
Range
~10–17M
3. E–M
Fo...
12
Teams’ and Leaders’ Fifth Force
1. Gravity
Force
Strength
=1
Range
=∞
2. Weak
Force
Strength
~1025
Range
~10–17M
3. E–M...
Observing the Fifth Force‟s
Potency
Fifth Force #2 – In Action
14
The Fifth Force: Risk and Performance
Bottom Ave. Top
>
Ave.
<
Ave.
Explosions, failures, crashes Success, profits, per...
15
Space Shuttle Challenger – Root Cause?
Jan. 28, 1986
– A Horrible
Explosion
The
(common)
Fault
Attribution
Error
Carryi...
16
Recurrent Overruns
NASA Hostility
= Fifth Force 
Rationalized Test
Results
Hubble‟s Flawed Mirror – Root Cause?
―The ...
17
Confucianism in cockpits
= Fifth Force 
Forbidden to correct or
criticize seniors
KAL Crashing at 17X Norms!
What erro...
19
Context  Performance >75% of the Time
―Asch
Experiment,‖
One-Third
answered
incorrectly
Tokyo
Train,
2005,
106 Dead
Te...
20
Hubble Servicing Mission‟s Context
Hubble has
operated more
than 20 years with
10,000
publications!
Bottom Ave. Top
>
A...
―Seeing‖ Invisible Fields
First, we need to make this ―Invisible‖ Field visible.
Diane Vaughan (Challenger), ―It is unfort...
22
Contexts  Behaviors
Would you modify your behaviors in each of these contexts:
Giving /
receiving a
marriage
proposal?...
23
Making Invisible Force Fields Visible
How might you
measure invisible
Social Contexts?
Measure Team’s
and Individual’s
...
24
Alignment & Leadership Development
To efficiently align ferromagnetic particles, would you?
Or
Use tweezers? Use a fiel...
25
Which Behaviors to Measure?
Intuited
Emotional Logical
Sensed
DecidingInformation
―The right coordinate system turns an...
26
Universal human needs underlie every 4–D process.
4–D dashboards are operating in 75 countries.
―Visioning‖ –
We all ne...
27
Physiological Needs:
Air, water, sleep, food, warmth
Emotional Need #1:
Feeling safe
Emotional Need #2:
Feeling valued
...
28
4 (of 8) Behaviors  Contexts
―Magical‖
Solutions
Appear
100%
Commitment
to Outcome
Clear and
Achievable
Expectations
C...
29
Alignment & Leadership Development
To efficiently align ferromagnetic particles, would you?
Or
Use tweezers? Use a fiel...
Team Development (Assessments)
Enhance the Fifth Force
Measure (Benchmark) Performance
Fifth Force #4 – Assessments & How ...
31
Average Performance Enhancement/TDA
Bottom
Quintile
< Ave.
Quintile
Average
Quintile
> Ave.
Quintile
Top
Quintile
53% 6...
How Team Development
(Assessments) Work
33
On–line Segment
Behavioral Norms
Rationale
for Your
Choices
Why Each
Behavior Matters
Numerical
Scores
The
―Standard‖
(...
34
TDA Report – Team Self-Development
Team Leaders discuss report with
members and direct three actions:
1. Schedule re-as...
35
Some (Typical) Case Studies
We ―saved‖ Teams, just-in-time
Diving Catches?
Fifth Force #5 – Case Studies
HNBT
P. xix
ST...
36
You (+ charge)
# 1 – Context-shifting  Restored Profit
My
customer
relationship
is broken
Charlie,
I am in
real
troubl...
37
You Them
Charlie,
I am in
real
trouble
My
customer
relationship
is broken
We need a 4-
D Workshop,
but they
won‟t atten...
38
Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave.
Context-shifting  Restored Profit
1. Team
Development
(Ass...
39
Context-shifting  Restored Profit
Bottom Ave. Top
>
Ave.
<
Ave.
Then, recurrent TDAs sustained performance & profit fo...
40
# 2 – STEREO Project
Charlie,
―Stereo‖
is in real
trouble
Conflict across
the two
implementing
organizations
HQ is thre...
41
STEREO Performance Moves to Top
2. Three-day
Workshop
(~12 leaders
each side)
Shift Story-lines Manage Emotions Express...
42
STEREO Becomes a Model Project
The Stereo Project Manager:
―We went from being the butt of ugly jokes to
being a model ...
43
# 3 – Avionics Systems Division
About 150
people
organized into
10 teams
We must
perform to
save the
program
Top
Leader...
44
4- D Processes Applied
Shift Story-lines Manage Emotions Express Appreciation Shared Interests
- Leadership team shared...
45
Long-term Performance Enhancement
All team scores (like Stereo) moved up together.
After two- years, all teams were in ...
Fifth Force #6 – Common Assessment Mistakes
Common TDA Structural Errors
47
Top
Leaders (2)
8 People 16 People
Mistake – TDA Crosses Multiple Teams
Mixed Results No Action Focus Blaming Others?
A...
48
Top
Leaders (2)
8 People 16 People
The Best Method – Three TDAs
Segregated Results Action Focus No Blaming
TDAs for
eac...
49
Mistake – TDAs
―I want a
TDA to
improve
teamwork.‖
―New 4-D
provider set’s
up and briefs
TDA report.‖
They were not a ―...
50
Now, Proceed with your TDA?
With your team members’
e-mail addresses in the
dashboard, we launch
your TDA
Educate
Botto...
Closure
Never doubt that a small group of thoughtful,
committed citizens can change the world.
Indeed, it‟s the only thing...
Three-day Workshops
Fifth Force #8 – Workshops
Diagnostics/processes teams can only do as a group
53
4-D Processes Plus Your Content
4–D
Systems
Processes
Your (Expertise) Content
+
High-Performance Context
54
Innate Personality Culture Project Mindset
Three Team-Level Fifth Force Diagnostics
4–D
Systems
Processes
Your (Experti...
55
4–D
Systems
Processes
Your (Expertise) Content
3 Diagnostics
Story-
lines
Emotions
The Core of Leadership
Mindset (Atti...
56
4–D
Systems
Processes
Your (Expertise) Content
3 Diagnostics
Eight
Behaviors
Story-
lines
Emotions
Eight Behaviors
Eigh...
57
4–D
Systems
Processes
Your (Expertise) Content
3 Diagnostics
Eight
Behaviors
Context Shifting
Worksheet
Story-
lines
Em...
58
4–D
Systems
Processes
Your (Expertise) Content
3 Diagnostics
Eight
Behaviors
Habitual
Story-lines
Story-
lines
Emotions...
Return on Investment (ROI)
Fifth Force #9 – ROI
60
What ROI Would you Want?
E.G., for your savings?
110% per year? – 10% interest on your money?
200% per year? – Double y...
61
A ~240 Person Model Program
Top
Leaders (2)
20 People 20 People 20 People 20 People
20 People 20 People 20 People 20 Pe...
62
Optimal Deployment of 4-D Processes
5: DIRECTING DIMENSION
 Any Drama-states you need to process and exit?
 Any uncle...
63
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
...
Quantitative Culture Change
Fifth Force #10 – Culture Change
65
Quantitative Culture Change (1)
~10% of
NASA
engaged
~20% of
MSFC
engaged
Average NASA First TDA Scores per Year
63%
66...
66
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
...
Extra Slides
Fifth Force #11 – Extra Slides
68
Innate Personalities Cultures Project Mindset
Mindsets (Attitudes) Behavioral Norms Unacknowledged
Realities
Six Fifth ...
69
The Power of Repetition
Habituating
the
Times–table
Habituating
the Eight
Behaviors
The
Refrain
Beethoven’s
Fifth
Symph...
70
Histogram of Team’s Scores
50% 100%300 teams’ first assessment scores
(Notional process)
Fitted a curve
Bottom Ave. Top...
71
Two (Contrasting) Team Social Contexts
Bottom Ave. Top
>
Ave.
<
Ave.
Victims/Blamers
& Disorganized
Blind Optimism &
Lo...
72
49 101
177
284
561
824
1,116
1,345
1,561
1,824
0
1000
2000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Evidence ...
73
Choosing Behaviors to Measure & Manage
Addressing
Shared
Interests
Expressing
Reality–based
Optimism
Being
100%
Committ...
74
Resources at www.4-DSystems.com
Three–day Workshops &
Workshop Modules
How NASA
Builds Teams
(Wiley, 2009 Japan Taiwan ...
Authentic Appreciation
The single most important habit to enhance
performance, reduce risk, and enhance (save?) your
marri...
76
Unmet Needs at Work
―70% report receiving no praise or
recognition in the workplace.‖
— Gallup
―64% of those who leave ...
77
What People Most Want at Work
About 20% of the workers
are giving all they can
Another 20% don’t want
to give more
The ...
78
How do you name
appreciating
bosses?
Appreciating Bosses?
Departing CEO’s of Fortune 500 companies
cite lack of appreci...
79
Obstacles to Appreciation
Bart Simpson’s dinner blessing:
―Dear God, we paid for all this stuff
ourselves, so thanks fo...
80
Living in the Mindset of Gratitude
―A thankful heart is not only the
greatest virtue, but the parent of all
other virtu...
81
Step 1 - Speaking Your Gratitude
Prepare to stand up and
speak what you are grateful
for about…
Wait! Do not express
Ap...
82
Preparing to Appreciate (1)
Standing, if they are in the
room, look them in the eye
83
Expressing Your Appreciation (2)
Speak directly to them saying
―(Name), I appreciate you for…‖
If they are not present,...
84
Completing the Process (3)
If they are not present, finish with ―And, I’ll
tell them as soon as I see them.‖
The proces...
85
3) Completion: The process
completes when they look you
in the eye, and say, ―Thank You‖
1) Preparation: Standing, if
t...
86
Decide to Live ―HAPPS‖ Appreciation
Promptly – The sooner, the
better
Specifically – The more specific,
the better
Habi...
87
Appreciate People in Your Life Now!
Many words were spoken into the ears of the dead
that they yearned to have heard wh...
88
Takeaways – Appreciation
Commit to living in Gratitude (Mindset), and habitually
Expressing Authentic Appreciation (Beh...
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The fifth force slides july, 2013 (1)

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The fifth force slides july, 2013 (1)

  1. 1. Managing Your “Fifth Force” Because (Team) Social Context… …Drives Behaviors, Performance, and Risk Fifth Force #1 – Introduction
  2. 2. 2 Manage Your Fifth Force to: Enhance Your Team’s Performance Lower Your Team’s Risk Develop Leaders Simultaneously As the Fifth Force‟s ―field‖ drives behaviors
  3. 3. The Fundamental Forces Human’s Fifth ForceMother Nature’s Four
  4. 4. 4 # 1 – The Gravity Force
  5. 5. 5 1. Gravity Force Strength =1 Mother Nature’s Gravity Range =∞ We unconsciously adapt to both gravity (and to the Fifth Force)
  6. 6. 6 # 2 –The Weak (Nuclear) Force
  7. 7. 7 Mother Nature’s Weak Force 1. Gravity Force Strength =1 Range =∞ 2. Weak Force Strength ~1025 Range ~10–17M You can freely ignore this force (unless you are a physicist).
  8. 8. 8 # 3 – The E-M Force
  9. 9. 9 Mother Nature’s E-M Force 1. Gravity Force Strength =1 Range =∞ 2. Weak Force Strength ~1025 Range ~10–17M 3. E–M Force Strength ~1036 Range =∞ Many manifestations in ordinary life.
  10. 10. 10 #4 – The Strong (Nuclear) Force
  11. 11. 11 Mother Nature’s Strong Force 1. Gravity Force Strength =1 Range =∞ 2. Weak Force Strength ~1025 Range ~10–17M 3. E–M Force Strength ~1036 Range =∞ 4. Strong Force Strength ~1038 Range ~10–15M You can ignore this, too. That’s everything Mother Nature has!
  12. 12. 12 Teams’ and Leaders’ Fifth Force 1. Gravity Force Strength =1 Range =∞ 2. Weak Force Strength ~1025 Range ~10–17M 3. E–M Force Strength ~1036 Range =∞ 4. Strong Force Strength ~1038 Range ~10–15M Strength ~∞ Range =Human Interaction 5. Social Context Man-made
  13. 13. Observing the Fifth Force‟s Potency Fifth Force #2 – In Action
  14. 14. 14 The Fifth Force: Risk and Performance Bottom Ave. Top > Ave. < Ave. Explosions, failures, crashes Success, profits, performance Team Development (Assessment) Benchmarking Scale HNBT P. xix STEREO P. 54 Avionics Systems Division
  15. 15. 15 Space Shuttle Challenger – Root Cause? Jan. 28, 1986 – A Horrible Explosion The (common) Fault Attribution Error Carrying a small satellite Altered Perception: Team unconsciously required an ever stronger technical argument to delay than proceed. ―It is unfortunate that…these forces are invisible and unacknowledged.‖ Why? Diane Vaughn In today’s language: A flawed Team Social Context put ―Good People in a Bad Place‖ Launch pressure = Fifth Force  ―Normalization of Deviance‖
  16. 16. 16 Recurrent Overruns NASA Hostility = Fifth Force  Rationalized Test Results Hubble‟s Flawed Mirror – Root Cause? ―The root cause was a leadership failure”Never told NASA “Team Social Context” was not in the vocabulary Launch April 24, 1990 Mis–spaced Measuring Device, the ―Null- corrector‖
  17. 17. 17 Confucianism in cockpits = Fifth Force  Forbidden to correct or criticize seniors KAL Crashing at 17X Norms! What erroneous assumption caused this to persist for years? That individual pilot’s abilities was the problem! Cockpit Observers Crew Resource Management (CRM) – Interpersonal abilities over technical knowledge/skills Safe flight restored
  18. 18. 19 Context  Performance >75% of the Time ―Asch Experiment,‖ One-Third answered incorrectly Tokyo Train, 2005, 106 Dead Tenerife Island, 1977, 583 Dead Bill Gates Industrial Revolution Context (environment) drives performance >70% of the time Throughout history, context has driven wealth (and fame)
  19. 19. 20 Hubble Servicing Mission‟s Context Hubble has operated more than 20 years with 10,000 publications! Bottom Ave. Top > Ave. < Ave. ―There are no great men – just great challenges that ordinary men, out of necessity, are forced by circumstances to meet.‖ – Admiral Bill Halsey
  20. 20. ―Seeing‖ Invisible Fields First, we need to make this ―Invisible‖ Field visible. Diane Vaughan (Challenger), ―It is unfortunate…that these forces are invisible and unacknowledged.‖ Fifth Force #3 – Behaviors & Contexts
  21. 21. 22 Contexts  Behaviors Would you modify your behaviors in each of these contexts: Giving / receiving a marriage proposal? Fiancé's family dinner? Bachelor / bachelorette party? Hijacked on honeymoon?
  22. 22. 23 Making Invisible Force Fields Visible How might you measure invisible Social Contexts? Measure Team’s and Individual’s Behaviors Observe the field w/tracer particles How might you observe invisible magnetic fields? Social context’s invisible fields drive behaviors (Previous slide)
  23. 23. 24 Alignment & Leadership Development To efficiently align ferromagnetic particles, would you? Or Use tweezers? Use a field? The parallels to leader development are surely obvious. Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common behavioral norms.
  24. 24. 25 Which Behaviors to Measure? Intuited Emotional Logical Sensed DecidingInformation ―The right coordinate system turns an impossible problem into two really hard ones.‖ – Undergraduate physics. Dilbert
  25. 25. 26 Universal human needs underlie every 4–D process. 4–D dashboards are operating in 75 countries. ―Visioning‖ – We all need hopeful futures ―Cultivating‖ – We all need to feel appreciated ―Directing‖ – We all need the ability to succeed ―Including‖ – We all need to feel that we belong The Four ―Dimensions‖ ≡ Human Needs Intuited Emotional Logical Sensed London France Malaysia SOEs-China
  26. 26. 27 Physiological Needs: Air, water, sleep, food, warmth Emotional Need #1: Feeling safe Emotional Need #2: Feeling valued Emotional Need #3: Feeling Included Logical Need #1: Realistic, Hopeful Future Logical Need #2: Meet Accountability Expectations Human Needs Hierarchy Self-Actualization Realizing One’s Potential in Work and Life
  27. 27. 28 4 (of 8) Behaviors  Contexts ―Magical‖ Solutions Appear 100% Commitment to Outcome Clear and Achievable Expectations Clarifying Roles, Accountability & Authority Expressing Authentic Appreciation Mutual Respect w/Open Communications Authenticity and Efficiency, Absent Anger Appropriately Including Others
  28. 28. 29 Alignment & Leadership Development To efficiently align ferromagnetic particles, would you? Or Use tweezers? Use a field? The parallels to leader development are surely obvious. Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common behavioral norms.
  29. 29. Team Development (Assessments) Enhance the Fifth Force Measure (Benchmark) Performance Fifth Force #4 – Assessments & How They Work
  30. 30. 31 Average Performance Enhancement/TDA Bottom Quintile < Ave. Quintile Average Quintile > Ave. Quintile Top Quintile 53% 66% 70% 75% 66% 71% 76% 80% 72% 75% 79% 83% 77% 81% 84% 90% All 198 teams with multiple assessments (2008) ~4% Enhancement / TDA cycle +7%/TDA +5%/TDA +4%/TDA +2%/TDA +2%/TDA
  31. 31. How Team Development (Assessments) Work
  32. 32. 33 On–line Segment Behavioral Norms Rationale for Your Choices Why Each Behavior Matters Numerical Scores The ―Standard‖ (Criterion) Case Studies What ―good‖ Looks like
  33. 33. 34 TDA Report – Team Self-Development Team Leaders discuss report with members and direct three actions: 1. Schedule re-assessment 2. Decide workshop or modules 3. Assign behavior-specific actions Responsible Action Due Smith, John Develop and Implement our Appreciation Enhancement System 6/28/2012 Bottom Ave. Top > Ave. < Ave. 57% 68% 72% 81% 6/07 9/07 4/08 6/09 Real ―ABC‖ Team Data Individual’s Perceptions Relatively low scoring behaviors are candidates for action items Addressing Shared Interests Being Outcome Committed Appropriately Including Others Keeping All Agreements Resisting Blaming or Complaining Clarifying Roles, Accountability and Authority Most Recent Previous Assessment Current Assessment Expressing Authentic Appreciation Expressing Reality -based Optimism
  34. 34. 35 Some (Typical) Case Studies We ―saved‖ Teams, just-in-time Diving Catches? Fifth Force #5 – Case Studies HNBT P. xix STEREO P. 54 Avionics Systems Division
  35. 35. 36 You (+ charge) # 1 – Context-shifting  Restored Profit My customer relationship is broken Charlie, I am in real trouble We need a 4- D Workshop, but they won‟t attend ## - This isn‟t about changing them Rather, you changing you! Them (+ charge)
  36. 36. 37 You Them Charlie, I am in real trouble My customer relationship is broken We need a 4- D Workshop, but they won‟t attend ## - This isn‟t about changing them Rather, you changing you! Change yourself from a ―proton‖ to a ―neutron‖ # 1 – Context-shifting  Restored Profit
  37. 37. 38 Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Context-shifting  Restored Profit 1. Team Development (Assessment), as always 2. Three-day Workshop (~24 participants) Good to Go Shift Story-lines Manage Emotions Express Appreciation Shared Interests 3. CSW & Re- Team Development (Assessment) What you can Authentically Appreciate about the other party, or your mutual (difficult) Situation? Which Emotions (and group) are you experiencing? What Shared Interests can you identify by asking, ―What do they want that I can want for them also?‖ Reaching broadly, whom (person or organization) should you Include to garner support and avoid stimulating anger. What explicit or implicit Agreements have you broken that could affect others’ perception of your trustworthiness? What Unpleasant Reality must you acknowledge and what Optimistic Outcome can you now imagine realizing? How Committed are you to realizing your Outcome – if less than 100%, how can you enhance your commitment? How can you reduce Victims’ helplessness; Rescuers’ weariness, Rationalizers’ anxiety, or Blamers’ (deadly) anger? Have you clarified and communicated your Roles, Accountability, and Authority to all involved? What Green Story–lines support behaviors that take you to your Outcome? (Response–able) What Red Story–lines support behaviors that take you away from Outcome? (Blamer, Victim) What Outcome are you 100% Committed to realizing? (Think expansively) What Situation do you want to resolve – involving people, performance, competition, etc.? Actions & 4–D Requests you will now take/make and are these sufficient? Which Emotions (and group) must you now express?
  38. 38. 39 Context-shifting  Restored Profit Bottom Ave. Top > Ave. < Ave. Then, recurrent TDAs sustained performance & profit for years Takeaways: Aligned 4-D Processes (Assessments, Workshop & CSW) restored profit and saved the Program Manager’s job.
  39. 39. 40 # 2 – STEREO Project Charlie, ―Stereo‖ is in real trouble Conflict across the two implementing organizations HQ is threating cancellation of this $500M Project 1. Team Development (Assessments) for each org. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. NASA/Goddard JHU/APL “Sins” = Inexperienced Leadership; Broken RAAs;…
  40. 40. 41 STEREO Performance Moves to Top 2. Three-day Workshop (~12 leaders each side) Shift Story-lines Manage Emotions Express Appreciation Shared Interests + 0.5 years + 1.0 years + 1.5 years + 2.0 years + 2.5 years + 3.0 years + 3.5 years (and beyond) Bottom Ave. Top > Ave. < Ave.Bottom Ave. Top > Ave. < Ave. JHU/APLNASA/Goddard 3. Dual Team Development (Assessments) every ~6 months
  41. 41. 42 STEREO Becomes a Model Project The Stereo Project Manager: ―We went from being the butt of ugly jokes to being a model of managerial excellence thanks to the 4-D System.‖ The Stereo Deputy Project Manager: ―It was amazing, to watch our performance, and our customer’s perspective, track right along with our 4-D assessment scores.‖
  42. 42. 43 # 3 – Avionics Systems Division About 150 people organized into 10 teams We must perform to save the program Top Leaders (2) 8 People 16 People 18 People 13 People 9 People 14 People 11 People 15 People 13 People 16 People 1. Formed a “Leadership Team” Top leaders plus the leaders of all the sub-teams They understood that people mimic their leaders’ behaviors
  43. 43. 44 4- D Processes Applied Shift Story-lines Manage Emotions Express Appreciation Shared Interests - Leadership team shared all their TDA Results - All shared TDA actions - Many were the same 2. TDAs for ―lead‖ & 10 working teams ~24 Person ―Leadership Team‖ Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. . . . . . . 10 Teams All „teams” Scored in lower quintiles They met every 6 months to discuss issues and TDA results/actions 3. Three-day “leadership team” Workshop
  44. 44. 45 Long-term Performance Enhancement All team scores (like Stereo) moved up together. After two- years, all teams were in the top-quintile. Years later, they continue periodic TDAs to maintain top-quintile performance. ~24 Person ―Leadership Team‖ Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. . . . . 10 Teams
  45. 45. Fifth Force #6 – Common Assessment Mistakes Common TDA Structural Errors
  46. 46. 47 Top Leaders (2) 8 People 16 People Mistake – TDA Crosses Multiple Teams Mixed Results No Action Focus Blaming Others? A single Multi-team TDA
  47. 47. 48 Top Leaders (2) 8 People 16 People The Best Method – Three TDAs Segregated Results Action Focus No Blaming TDAs for each Team TDA for pseudo ―leadership team‖ Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave. Bottom Ave. Top > Ave. < Ave.
  48. 48. 49 Mistake – TDAs ―I want a TDA to improve teamwork.‖ ―New 4-D provider set’s up and briefs TDA report.‖ They were not a ―team; they were geographically diverse entrepreneurs w/ little contact Instead, (coordinated) IDAs for all Invite all knowledgeable colleagues to participate All share resulting ideas/actions Share their benchmarks with trusted others Better – IDAs
  49. 49. 50 Now, Proceed with your TDA? With your team members’ e-mail addresses in the dashboard, we launch your TDA Educate Bottom Ave. Top > Ave. < Ave. Benchmark ? Boost ~15 Minutes on-line ~90 Minutes to process the TDA Report Fifth Force #7 – Closure
  50. 50. Closure Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it‟s the only thing that ever has. – Margaret Mead, Anthropologist Visit www.NASATeambuilding.com for resources System4-D
  51. 51. Three-day Workshops Fifth Force #8 – Workshops Diagnostics/processes teams can only do as a group
  52. 52. 53 4-D Processes Plus Your Content 4–D Systems Processes Your (Expertise) Content + High-Performance Context
  53. 53. 54 Innate Personality Culture Project Mindset Three Team-Level Fifth Force Diagnostics 4–D Systems Processes Your (Expertise) Content 3 Diagnostics
  54. 54. 55 4–D Systems Processes Your (Expertise) Content 3 Diagnostics Story- lines Emotions The Core of Leadership Mindset (Attitude)
  55. 55. 56 4–D Systems Processes Your (Expertise) Content 3 Diagnostics Eight Behaviors Story- lines Emotions Eight Behaviors Eight Context-setting Behaviors
  56. 56. 57 4–D Systems Processes Your (Expertise) Content 3 Diagnostics Eight Behaviors Context Shifting Worksheet Story- lines Emotions Processing your Fifth Force Elephants
  57. 57. 58 4–D Systems Processes Your (Expertise) Content 3 Diagnostics Eight Behaviors Habitual Story-lines Story- lines Emotions Missed Opportunity Spending Your Time Wisely
  58. 58. Return on Investment (ROI) Fifth Force #9 – ROI
  59. 59. 60 What ROI Would you Want? E.G., for your savings? 110% per year? – 10% interest on your money? 200% per year? – Double your money every year? Can you imagine a return of thousands of percent?
  60. 60. 61 A ~240 Person Model Program Top Leaders (2) 20 People 20 People 20 People 20 People 20 People 20 People 20 People 20 People 20 People 20 People 20 People 20 People
  61. 61. 62 Optimal Deployment of 4-D Processes 5: DIRECTING DIMENSION  Any Drama-states you need to process and exit?  Any unclear Roles, Accountability, or Authority statements or processes? 1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:_______________________________________________________________________________________ • Outcome you are committed to realizing: __________________________________________________________________________ • Your ―Red‖ limiting Story-lines:______________________________________________________________________________________ • Your ―Green‖ empowering Story-lines: ______________________________________________________________________________ • Your experience & expression of emotions: _________________________________________________________________________ Context Shifting Worksheet (―CSW‖) 3: INCLUDING DIMENSION  Who needs to feel included, and how can you ensure this?  What implicit or explicit agreements have you broken that you must now process? 2: CULTIVATING DIMENSION  Who needs to feel appreciated, and how can you ensure this?  What do they want that you can want for them also? 4: VISIONING DIMENSION  What uncomfortable reality must you confront to create the Outcome you want?  How Committed (in %) are you to realizing the above Outcome? Specific Actions/Requests you will now take/make: ______________________________________________________________ ________________________________________________________________________________________Are these adequate? ______ IDAs with Coaching & CSW Monthly Coaching for Team Leaders w/IDAs every 6 = $70,000 How NASA Builds Teams (Wiley, 2009 All 242 people @ $20 = $5,000 TDAs with Consulting 65 TDAs (5 for each of 13 teams) @ $1,000 each = $65,000Bottom Quintile < Ave. Quintile Average Quintile Teams, First and Following Percentile Ranks > Ave. Quintile Top Quintile 53% 66% 70% 75% 66% 71% 76% 80% 72% 75% 79% 83% 77% 81% 84% 90% One Three–day WS for the Team Leaders & WS Modules for all Teams, 2 x per year = $90,000
  62. 62. 63 Marshall All NASA Average First TDA Scores by Year 60% 65% 70% 75% 80% 85% 2003 2004 2005 2006 2007 2008 MSFC All NASA Marshall All NASA Average First TDA Scores by Year 60% 65% 70% 75% 80% 85% 2003 2004 2005 2006 2007 2008 MSFC All NASA Quantitative Evidence of Culture Change Then, TDAs sustain the 12% benefit, >> ROI Benefits (~$750K/month) & ROI Salaries for 242 people x 2 years @ $125K (with overhead) = $144,000,000 Savings per 6 months First 3% Next 6% Next 9% Next 12% 6% of $144M = $18,000,000 ROI = 8,000% Investment = $220,000
  63. 63. Quantitative Culture Change Fifth Force #10 – Culture Change
  64. 64. 65 Quantitative Culture Change (1) ~10% of NASA engaged ~20% of MSFC engaged Average NASA First TDA Scores per Year 63% 66% 71% 69% 73% 76% 50% 55% 60% 65% 70% 75% 80% 85% 90% 2003 2004 2005 2006 2007 2008 Average NASA First TDA scores up ~10% Correlation is not causality. Is there another test?Annual increase in first team assessments ~participation! Average MSFC First TDA Scores per Year 61% 65% 73% 71% 86% 80% 50% 55% 60% 65% 70% 75% 80% 85% 90% 2003 2004 2005 2006 2007 2008 Ave MSFC First TDA scores up ~20%
  65. 65. 66 Marshall All NASA Average First TDA Scores by Year 60% 65% 70% 75% 80% 85% 2003 2004 2005 2006 2007 2008 MSFC All NASA Marshall All NASA Average First TDA Scores by Year 60% 65% 70% 75% 80% 85% 2003 2004 2005 2006 2007 2008 MSFC All NASA Quantitative Culture Change (2) Quantitative Evidence of Culture Change The data suggest organization–wide cultural improvement proportional to your 4–D engagement 20% Engagement yields 20% Improvement 10% Engagement yields 10% Improvement
  66. 66. Extra Slides Fifth Force #11 – Extra Slides
  67. 67. 68 Innate Personalities Cultures Project Mindset Mindsets (Attitudes) Behavioral Norms Unacknowledged Realities Six Fifth Force ―Sub-Systems‖
  68. 68. 69 The Power of Repetition Habituating the Times–table Habituating the Eight Behaviors The Refrain Beethoven’s Fifth Symphony
  69. 69. 70 Histogram of Team’s Scores 50% 100%300 teams’ first assessment scores (Notional process) Fitted a curve Bottom Ave. Top > Ave. < Ave. Divided into 5 equal–area quintiles  Quintiles 
  70. 70. 71 Two (Contrasting) Team Social Contexts Bottom Ave. Top > Ave. < Ave. Victims/Blamers & Disorganized Blind Optimism & Low Commitment Unappreciated & Conflict Reigns Feel Excluded & Low Trustworthiness No Drama & Clear Accountability Grounded Optimism & 100% Commitment Mutual Respect & Collaboration Feel Included & High Trustworthiness  Quintiles  The context you live your life in is your choice.
  71. 71. 72 49 101 177 284 561 824 1,116 1,345 1,561 1,824 0 1000 2000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Evidence  Performance ≡TDA Scores 1. ―Face Validity‖ – ―Bottom‖ and ―Top‖ TDA teams in prior slide 2. Anecdotal evidence – Read How NASA Builds Teams 3. Voluntary participation by NASA teams (2003–2011) Skeptical? Try a 15–minute on–line TDA, and see for yourself.
  72. 72. 73 Choosing Behaviors to Measure & Manage Addressing Shared Interests Expressing Reality–based Optimism Being 100% Committed Resisting Blaming & Complaining Clarifying Roles, Accountability & Authority Expresses Authentic Appreciation Appropriately Including Others Keeping All Your Agreements Our eight behaviors (behavioral norms for teams) are: – Grounded in core needs by the four Dimensions (2 / Dimension) – Supported by broad research e.g. Gallup’s ―Leading Indicators…‖ – Confirmed by experience – ours and our clients (>1,000 teams) – Learned & habituated with (experiential) learning materials – Reinforced by positive results (feedback) – The most precise Team Social Context measurement possible
  73. 73. 74 Resources at www.4-DSystems.com Three–day Workshops & Workshop Modules How NASA Builds Teams (Wiley, 2009 Japan Taiwan Korea China RussiaBulgaria Czech TDAs with Consulting Bottom Quintile < Ave. Quintile Average Quintile Teams, First and Following Percentile Ranks > Ave. Quintile Top Quintile 53% 66% 70% 75% 66% 71% 76% 80% 72% 75% 79% 83% 77% 81% 84% 90% 5: DIRECTING DIMENSION  Any Drama-states you need to process and exit?  Any unclear Roles, Accountability, or Authority statements or processes? 1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:_______________________________________________________________________________________ • Outcome you are committed to realizing: __________________________________________________________________________ • Your ―Red‖ limiting Story-lines:______________________________________________________________________________________ • Your ―Green‖ empowering Story-lines: ______________________________________________________________________________ • Your experience & expression of emotions: _________________________________________________________________________ Context Shifting Worksheet (―CSW‖) 3: INCLUDING DIMENSION  Who needs to feel included, and how can you ensure this?  What implicit or explicit agreements have you broken that you must now process? 2: CULTIVATING DIMENSION  Who needs to feel appreciated, and how can you ensure this?  What do they want that you can want for them also? 4: VISIONING DIMENSION  What uncomfortable reality must you confront to create the Outcome you want?  How Committed (in %) are you to realizing the above Outcome? Specific Actions/Requests you will now take/make: ______________________________________________________________ ________________________________________________________________________________________Are these adequate? ______ IDAs with Coaching & CSW
  74. 74. Authentic Appreciation The single most important habit to enhance performance, reduce risk, and enhance (save?) your marriage and other relationships. Expressing Authentic Appreciation Context of Mutual Respect & Open Communications Fifth Force #12 – Appreciation
  75. 75. 76 Unmet Needs at Work ―70% report receiving no praise or recognition in the workplace.‖ — Gallup ―64% of those who leave their jobs say it’s because they didn’t feel appreciated.‖ — US Department of Labor 70 percent hate going to work, or have mentally checked out, roaming the halls spreading discontent — Gallup
  76. 76. 77 What People Most Want at Work About 20% of the workers are giving all they can Another 20% don’t want to give more The middle 60% say ―They would give more to their work if there were more in it for them.‖ What is the ―more‖ they want? They want to feel appreciated. Will this take more time?
  77. 77. 78 How do you name appreciating bosses? Appreciating Bosses? Departing CEO’s of Fortune 500 companies cite lack of appreciation as the primary reason for leaving their jobs. — News Report As one moves up in the organization, are their (emotional) needs for appreciation more, or less likely to be met?
  78. 78. 79 Obstacles to Appreciation Bart Simpson’s dinner blessing: ―Dear God, we paid for all this stuff ourselves, so thanks for nothing.‖
  79. 79. 80 Living in the Mindset of Gratitude ―A thankful heart is not only the greatest virtue, but the parent of all other virtues. ― — Cicero ―I maintain that thanks are the highest form of thought, and that gratitude is happiness doubled by wonder.‖ — G. K. Chesterton ―We are all heirs and heiresses to a society of freedom and plenty that most of us did absolutely nothing to earn.‖ — Ben Stein
  80. 80. 81 Step 1 - Speaking Your Gratitude Prepare to stand up and speak what you are grateful for about… Wait! Do not express Appreciation for an individual now. That is the next step. Now, say, ―I am grateful for…‖ (e.g. the opportunity to work with people as motivated and dedicated as you) Can any of us choose to live our life seeing the glass as half empty, or half full?
  81. 81. 82 Preparing to Appreciate (1) Standing, if they are in the room, look them in the eye
  82. 82. 83 Expressing Your Appreciation (2) Speak directly to them saying ―(Name), I appreciate you for…‖ If they are not present, tell the group what you appreciate about this person
  83. 83. 84 Completing the Process (3) If they are not present, finish with ―And, I’ll tell them as soon as I see them.‖ The process completes when they look you in the eye, and say, ―Thank You‖
  84. 84. 85 3) Completion: The process completes when they look you in the eye, and say, ―Thank You‖ 1) Preparation: Standing, if they are in the room, look them in the eye Appreciation Process – Let’s Do It 2) Appreciate: Speak directly to them saying ―(Name), I appreciate you for…‖
  85. 85. 86 Decide to Live ―HAPPS‖ Appreciation Promptly – The sooner, the better Specifically – The more specific, the better Habitually – Habits are your personal bureaucracy Authentically – Decide to live in the mindset of gratitude Proportionally – Appreciate proportional to their contribution
  86. 86. 87 Appreciate People in Your Life Now! Many words were spoken into the ears of the dead that they yearned to have heard while they were alive. Tonight, begin habitual appreciation before it is too late.
  87. 87. 88 Takeaways – Appreciation Commit to living in Gratitude (Mindset), and habitually Expressing Authentic Appreciation (Behavior): Because this can sustain a Fifth Force (Social Context) of: • Good feelings; • Open communications; • High performance; • Enhanced Health; • While meeting our universal need to ―feel appreciated.‖ Comments or Questions before we proceed?

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