Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Organization Development by Mike Cardus Impact Story

780 views

Published on

Mike Cardus sharing with the Organization Development Network of Western New York. Learning about capacity building, developing value propositions using data, and how leadership creates the organizational structure for progress.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Organization Development by Mike Cardus Impact Story

  1. 1. Mike Cardus :: www.MikeCardus.com
  2. 2. CAPACITY BUILDING Value Proposition Statements using data Infrastructure development Mike Cardus :: www.MikeCardus.com
  3. 3. “…organizational structure, accountability systems, and working relationships are somewhat boring. It is much more exciting to focus on influencing the hearts and minds of people (leadership?)…So the quest for magical charisma goes on. As a result of this thinking, the efforts at improving performance in today’s organizations are never going to be as successful as they could be.” – Stephen D. Clement Mike Cardus :: www.MikeCardus.com
  4. 4. To help organizations change how they think and how they work within this shifting environment, the Health Foundation for Western & Central New York partnered with The Peter and Elizabeth C. Tower Foundation and The John R. Oishei Foundation to design a capacity building initiative called GetSET: Success in Extraordinary Times. In late 2013, eight organizations were chosen (from nominations provided by the funding partners) to participate in GetSET’s first cohort based on a “readiness” interview designed to identify agencies that had basic knowledge of the service environment, leadership support for change, and willingness to accept recommendations and consultant input. Mike Cardus :: www.MikeCardus.com
  5. 5. Organizational participation includes: o Pairing with an organizational development (OD) consultant for two years; o Implementation of a self-assessment gap-analysis (SAGA) at baseline, 12 and 24 months to assess the organizational strengths/weaknesses in eight core competency areas; o Development and implementation of a capacity-building plan; o Development/enhancement of the organization’s value proposition(s); o Limited grant funding to implement some of the capacity-building plan strategies; o Group-based education sessions on relevant topics and issues; and o Peer-learning sessions for GetSET organizational leaders and OD consultants. __ Mike Cardus :: www.MikeCardus.com
  6. 6. Mike Cardus :: www.MikeCardus.com
  7. 7. Get SET Readiness Interview Organizational Readiness We are going to ask you predict and think in the future: Question Score Board Member 1 – 4 Score ED 1 - 4 Score Guest 1 - 4 Notes Share your plans and vision for this agency in 3 years? How knowledgeable are you and your board/leadership about that will (might) be coming from OMH, OPWDD, OASAS, The affordable care act, etc.… Based upon your knowledge of the changes, how will your agency be affected? On a scale of 0 – 10 with 10 being you are well-prepared to handle any changes that will arise and 0 being you feel very unprepared, where do you think the organization is as of today? Based upon the response from question3: You scored your preparedness at (X) what have you already done that is placing you at (X) … with this response we are looking for any preparation and steps + discussions + ideas that they may have. With the changes coming in the next 1 to 3 years…What do you feel are the areas of need within the agency? With the changes coming in the next 1 to 3 years…What do you feel are the areas of strength within the agency? Describe how you see your role being different in 1 to 3 years? How will the boards’ make-up and processes be different? Mike Cardus :: www.MikeCardus.com
  8. 8. Mike Cardus :: www.MikeCardus.com
  9. 9. The Dale Association The Dale Association is a not-for-profit organization providing an umbrella of human services for adults of all ages. Each service has the goal of enhancing the quality of life for people. Services include:  Supportive Services for the Elderly,  Community Outreach,  Enrichment and Travel,  Mental Health Programs Family & Children’s Service of Niagara Services include  domestic violence services  shelter for abused women and their children  community based parenting services  youth services  emergency shelter for runaway and homeless youth  transitional living program for pregnant and parenting youth ages 16 to 21  Transitional services for non-residential youth  Care Management services for children and adults with mental health or other chronic illnesses  Healthy Families Niagara, a child abuse prevention program for expectant parents and the parents of newborns including a Fatherhood Initiative.Mike Cardus :: www.MikeCardus.com
  10. 10. What would you do? How would you start? Mike Cardus :: www.MikeCardus.com
  11. 11. Mike Cardus :: www.MikeCardus.com
  12. 12. Mike Cardus :: www.MikeCardus.com
  13. 13. CAPACITY BUILDING Value Proposition Statements using data Infrastructure development Mike Cardus :: www.MikeCardus.com
  14. 14. The process is the intervention Mike Cardus :: www.MikeCardus.com
  15. 15. The process is the intervention learning Frameworks used: 1. Solution-Focused = Insoo Kim Berg & Steve de Shazer 2. Stratified-Systems-Theory = Elliott Jaques 3. Corporate Lifecycles = Ichak Adizes 4. Team Performance Model = Drexler/Sibbet 5. Result Based Accountability = Mark Friedman 6. 4 Decisions (People, Strategy, Execution, Cash) = Verne Harnish 7. Coaching Kata = Mike Rother 8. Responsible, Approval, Support RAS Matrix = Data-driven organization design Mike Cardus :: www.MikeCardus.com
  16. 16. Mike Cardus :: www.MikeCardus.com
  17. 17. frame the boundaries understand your environment determine what is working to increase determine what is not working to decrease each person is the expert of their domain cooperation & resistance cannot be perceived at the same time progress & solutions are co- constructed Mike Cardus :: www.MikeCardus.com
  18. 18. GetSET is capacity building, the challenge was co- constructing what capacity means!? Mike Cardus :: www.MikeCardus.com
  19. 19. frame the boundaries understand your environment determine what is working to increase determine what is not working to decrease each person is the expert of their domain cooperation & resistance cannot be perceived at the same time progress & solutions are co- constructed Mike Cardus :: www.MikeCardus.com
  20. 20. o How big is your bucket? Where does your water come from? o What is the time-span of the longest goal to be completed? o What value does your organization provide? o How do you support that value? o Share how your direct manager is competent? o How do you know? _ Capacity will move as high as the ability to handle complexity of the systems that support the people to do the work. Mike Cardus :: www.MikeCardus.com
  21. 21. Mike Cardus :: www.MikeCardus.com
  22. 22. Mike Cardus :: www.MikeCardus.com
  23. 23. • Construct clear compelling vision(?) • Vision must be relevant to the marketplace • Value to org = viability in the marketplace Stratum V: 5yr-10yr CEO or Exec Dir • Integration • Integrate systems into a whole • Value to org = connection as a whole, interface & strategy Stratum IV: 2yr-5yr VP or CEO of small company • Systems • Construct systems to support processes • Value to org = predictability & consistency Stratum III: 1yr-2yr Director • Process • Ensures work gets done • Value to org = accuracy, completeness, timeliness Stratum II: 3mon-1yr Manager • Procedures • Pace & Quality • Value to org = quality Stratum I: 1day-3mos Front Line Mike Cardus :: www.MikeCardus.com
  24. 24. Vrekhem, F. V. (2015). The disruptive competence: The journey to a sustainable business, from matter to meaning. Kalmthout: Compact Publishing. Mike Cardus :: www.MikeCardus.com
  25. 25. Tom Foster. http://managementblog.org/ Mike Cardus :: www.MikeCardus.com
  26. 26. Stratum Handles Rules Handles Ambiguity Response to Management 5 (5-10 year time span) Rule-Making Listening while the rules are described and then defines the situation for him/herself and will usually be inclined to think beyond the rules and to attempt to set his own criteria. Uncertainty is a welcomed resource; alternatives are readily generated. Management is seen and used as a resource for the development of theories about the solution of the problem. 4 (2-5 year time span) Search for, and maintenance of, the rule structure. Searches for and seeks to maintain the rule structure; will frequently say ‘There is always a pattern in anything; it’s just a matter of finding what it is.’ Will often express an interest in whether or not the rules will change and will expect to perceive the rules as the task proceeds. Uncertainty is tolerated only when a system for a solution has been developed. The task is perceived as one in which one has to sort out rules of which one is unsure. Management is seen as part of the rule structure and always as being in control of whether or not the rules will change. 3 (1-2 year time span) Extrapolation from a given rule. Extrapolation from a given rule, perceiving it as a starting point for the development of systems of solutions or a serialist approach to the problem. Uncertainty is handled only when faced with difficulties; it is not seen as a potential resource for action but as defining the limits of the system for a solution. Management is seen as the originator of the rule and as largely in control of the information flow “As a consequence of what you told me I have to work out the code or system.” 2 (3 months – 1-year time span) Judgment and action within the rules. The rules are seen limiting the context within which judgment and action will be taken. An awareness of ambiguity emerges but the capacity to tolerate uncertainty is limited, and ambiguity is handled by separating situations from each other and responding to each as a distinct event. Management is constantly used for feedback and redefinition of the situation. 1 (1 day – 3-month time span) Rule-Anchored The action is anchored firmly in the rules. The task is taken as it stands; ambiguity is not perceived, and uncertainty is strictly limited by translating the abstract into concrete. Management is seen to be in control of both the definition of the problem and its solution. Sourced from ‘Assessment of Individual Capacity’ Gilliam Stamp. Levels of Abstraction in Logic and Human Actions Mike Cardus :: www.MikeCardus.com
  27. 27. FACS Example … Draw it Dale Assoc Example …. Draw it Mike Cardus :: www.MikeCardus.com
  28. 28. frame the boundaries understand your environment determine what is working to increase determine what is not working to decrease each person is the expert of their domain cooperation & resistance cannot be perceived at the same time progress & solutions are co- constructed Mike Cardus :: www.MikeCardus.com
  29. 29. Mike Cardus :: www.MikeCardus.com
  30. 30. Current Behaviors within the organization 1. What are we choosing to keep, maintain, enhance? 2. What are we choosing to alter? 3. What are we choosing to let go? 4. When these are deliberate decisions made by the team, then there is an opportunity to make purposeful adjustments, and frame them in the context of “What are we striving for?” Processes and work – Quality Improvement 1. What kind/type of business do you want more of? 2. What is currently attracting that business? 3. What is currently repelling that business? 4. How did you make the attractors work? 5. How did you make the repellents work? 6. What kind/type of business do you not want more of? 7. What is currently attracting that business? 8. What is currently repelling that business? 9. How did you make the attractors work? 10.How did you make the repellents work? Mike Cardus :: www.MikeCardus.com
  31. 31. Mike Cardus :: www.MikeCardus.com
  32. 32. People 1. Role clarity? 2. Accountability & authority? 3. Managerial competence? 4. “Big enough” for the role? 5. Value the work? 6. Skilled-Knowledge? 7. Wisdom for role? 8. Any extreme personality concerns? Strategy 1. Mission and knowledge of Mission Vision Values? 2. Knowledge of external threats? Internal threats? 3. Realized, unrealized, emergent? 4. How is it documented and tracked? Show me! 5. Integration into decisions and work-flow? 6. Who are Producer, Administrator, Integrator, Entrepreneur? How do they work together? 7. Org lifecycle (Adizes) … showing normal vs abnormal? 8. Within SST where does the strategy fit? Execution (implementation) 1. Who does the work? 2. Tracking & feedback process aligned with strat? 3. How does execution affect strategy? 4. Delegation of what to do – how is it done? 5. Cross-functional-role definitions? 6. Interface team? How does one dept. affect others 7. Time to make a decision then get it done within the org? 8. Duplication of work … how does that happen … what causes? Cash 1. Where does it come from? 2. What is your cost-per-unit? Walk me through your formula. 3. Amount of discretionary vs fixed cash? 4. Where are you losing $$, is that a choice? 5. Where are you making $$, is that a choice? 6. Does finance work as strategic partner with all areas of the org? give me an example. 7. Share all information you know about changes to rates & reimbursements. 8. Share finances quality improvement process?Mike Cardus :: www.MikeCardus.com
  33. 33. Mike Cardus :: www.MikeCardus.com
  34. 34. frame the boundaries understand your environment determine what is working to increase determine what is not working to decrease each person is the expert of their domain cooperation & resistance cannot be perceived at the same time progress & solutions are co- constructed Mike Cardus :: www.MikeCardus.com
  35. 35. When your program works well, you and your colleagues are change-agents, not machines. In the change-agent model, the program provides services (efforts/ inputs) that lead to changes in the well-being of clients, families, or communities (effect/ outputs). - Results Based Accountability 1.Who are our customers? 2.How can we measure if our customers are better off? 3.How can we measure how well we are delivering services? 4.How are we doing on the most important of these measures? 5.Who are our partners that have a role to play in doing better? 6.What works to do better? Including no-cost to low-cost ideas. 7.What do we propose to do? __ Mike Cardus :: www.MikeCardus.com
  36. 36. Mike Cardus :: www.MikeCardus.com
  37. 37. How much did we do? # Customers Served (by customer characteristic) # Activities (by type of activity) How well did we do it? % Common measures How can we measure if we are delivering services well? Workload ratio, staff turnover rate, staff morale, percent of staff fully trained, worker safety, unit cost, customer satisfaction. % Activity-specific measures - % of actions timely and correct, % of clients completing activity, % of actions meeting standards Is Anyone Better Off? # Skills / Knowledge # Attitude / Opinion # Behavior # Circumstances Is Anyone Better Off? % Skills and knowledge % Attitude / Opinion Including Customer Satisfaction – Did we help you with your problems? % Behavior % Circumstances Mike Cardus :: www.MikeCardus.com
  38. 38. frame the boundaries understand your environment determine what is working to increase determine what is not working to decrease each person is the expert of their domain cooperation & resistance cannot be perceived at the same time progress & solutions are co- constructed Mike Cardus :: www.MikeCardus.com
  39. 39. Mike Cardus :: www.MikeCardus.com
  40. 40. Mike Cardus :: www.MikeCardus.com
  41. 41. Mike Cardus :: www.MikeCardus.com
  42. 42. Mike Cardus :: www.MikeCardus.com
  43. 43. https://youtu.be/n3G0V7Wthbc Mike Cardus :: www.MikeCardus.com
  44. 44. What are the boundaries that contain this work? Boundaries being lines that cannot be crossed OR the bigger picture things that keep this work contained. What is the goal/objective that this work will achieve? On a scale of 0 – 10. With 10 being that the work is complete (as defined above) & 0 being the opposite. Where are you as of today? What have you already completed? Evidence that you are at the number you chose. What obstacle is keeping you from moving forward? What is your next step? What do you expect to have happen when you take that next step? When can we see what was learned by taking that step? Mike Cardus :: www.MikeCardus.com
  45. 45. Mike Cardus :: www.MikeCardus.com
  46. 46. Mike Cardus :: www.MikeCardus.com
  47. 47. Mike Cardus :: www.MikeCardus.com
  48. 48. Mike Cardus :: www.MikeCardus.com
  49. 49. Mike Cardus :: www.MikeCardus.com
  50. 50. What I learned: o The longer the time-span of the work, the process has to be simpler & easier for people to implement o Reinforced my belief that systems- drive-behavior o There are many competing solutions o Putting people in a good-enough place, with known accountability + authority + CFRR + enough room to stretch, will enhance capacity o Enhanced comfort with unknown/ unknown & unknowable's o Every action & decision is filtered through - will this attract or repel trust? o As experts our words & actions mean something. We are working on people’s lives, be sure that the information you are sharing is best for the organization and is correct Mike Cardus :: www.MikeCardus.com
  51. 51. Current Capacity + Current Resources + Attractor(s) + Repellent(s) + Skills = Vision + Current Resources + Attractor(s) + Repellent(s) + Skills = Under- performance or Over- performance Current Capacity + + Attractor(s) + Repellent(s) + Skills = Frustration Current Capacity + Current Resources + + Repellent(s) + Skills = Apathy & Active Resistance Current Capacity + Current Resources + Attractor(s) + + Skills = Skepticism & Utopian Fallacies Current Capacity + Current Resources + Attractor(s) + Repellent(s) + = Dependence & Conflict / Confusion Mike Cardus :: www.MikeCardus.com
  52. 52. Mike Cardus :: www.MikeCardus.com

×