May 5, 2011 - Prsentation for members of the South Florida Organizational Development Network Regional Chapter. The presentation held at Royal Carribean Cruise Lines, Atlantic Training Room, Miami, Florida. What is it all about? According to the U.S. Small Business Administration, over 50% of Small Businesses Enterprise (SBE) in the United States fail in the first year and 95% fail within the first five years . The prevailing belief is that the majority fails because of financial difficulties. This is supported by conventional business wisdom that holds the financial and economic performance as the benchmark for SBE’s performance. However, a new research sheds some interesting light on the underlining reasons; SBEs and organizations are born premature and they focus on the wrong objectives to become successful. In this thought provoking workshop, we will explore a new definition for SBE and SBE’s decline and failure through the lenses of the EVO ModelTM . The EVO Model - Entrepreneur (“E”), business Venture (“V”) and the Organization (“O”) provides the backdrop for discussion and exploration of how SBEs and organizations can meet their strategic objectives while functioning at their respective optimal peak performance. The purpose of this workshop is to introduce a contemporary approach to the development of SBEs and organizations by focusing on the thought-behavioral-outcome process. It draws upon research in social psychology, business and management, anthropology and education. This hands-on, highly engaging and exciting workshop will conclude with a group participation exercise that will illustrate the theoretical knowledge covered in this presentation.

1. South Florida Organizational Development Network May 5, 2011 Miami Florida Stakeholder’s Attention Deficit Disorder SADD TM Solutions Performance Through Culture Why Organizations Really Fail and What Can be Done to Prevent It? Royal Carribean Intrenational

4. Before we begin…… Z

5. Y o urself Intr o duce Solutions Performance Through Culture … And Your Expectations!

6. The Road Less Traveled… … is less traveled for a reason! … Is worth exploring!

7. Reduce customer’s business headache Generate creative knowledge Enable advanced research Fast response to customer’s needs Compliance with policies and procedures Providing secure income to employees Challenging professional workplace Providing an economic value to the supply chain Total customer service’s satisfaction What is the purpose of an organization? Delighting or pleasing customers Affordable service/products Solutions Performance Through Culture Support the community

8. To the R elevant V alue Delive S take holders R ing Solutions Performance Through Culture

10. The Generational Gap & Trap The Evaporation of the Family Cell The Shift from Information Age to Knowledge Era To Share or Not To Share: The Dilemma of Knowledge Migration Life in the Fast Lane A Flat World with Mountains of Challenges The Emergence of a New Business Landscape

11. The Entrepreneur- Venture-Organization (EVO) Model TM Environment E O V Entrepreneur Venture Organization Personal Traits Functional Areas Disciplinary Fields Demographic Attributes Functioning & Operating Entity Personal’s SMART Objectives Characteristics Venture’s SMART Objectives Characteristics Organization’s SMART Objectives Characteristics Transparency ----------------- Idea Urgency ---------------------- Passion & Desire Relevancy ---------------------- Time & Resources Emotional Capabilities (feelings, thinking) Emotional Capabilities (feelings, thinking)

12. The Thought-Behavior-Outcome Process Thinking Intention Behavior Outcome Symptoms

13. The Life Cycle of an Organization Profit, Productivity, ROI, Revenue, Market Share, No. of employees Start up Growth Stable Decline Reinvent and Innovate The Life Cycle of a Venture Conception Gestation Adolescence Infancy Adulthood Elderly Closure

14. E ntrepreneur Start up The Phase Lag in the Life Cycle of an Entrepreneurial Idea, Venture and the Organization Conception Gestation Adolescence Infancy Elderly Closure V enture O rganization Gestation Gestation Infancy Infancy Adolescence Adolescence Elderly Elderly Adulthood Adulthood Adulthood 1E 2E 3E 4E 1V 2V 3V 4V 1O 2O 3O 4O

15. Remember her? Why?

17. Infancy Adolescence Adulthood Elderly Thought Process & Activation Zoom and Focus Attitude Orientation and Efforts Feelings and Emotions Cognitive Aptitude and Memory Behaviors and Actions The Stakeholders Attention Deficit Disorder (SADD) TM Model Maturity Phase Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults . New Haven, CT: Yale University Press

19. Infancy Adolescence Adulthood Elderly Thought Process & Activation Zoom and Focus Attitude Orientation and Efforts Feelings and Emotions Cognitive Aptitude and Memory Behaviors and Actions The Stakeholders Attention Deficit Disorder (SADD) TM Model Maturity Phase Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults . New Haven, CT: Yale University Press

20. Adulthood Thought Process & Activation Zoom and Focus Attitude Orientation and Efforts Feelings and Emotions Cognitive Aptitude and Memory Behaviors and Actions The Stakeholders Attention Deficit Disorder (SADD) TM Model Maturity Phase Key Areas Conceiving, planning, organizing, prioritizing, goals and tasks; ability to apply systematic critical thinking; thinking through the process; Focusing, sustaining, and shifting attention to specific tasks, from one task to another or on multiple tasks simultaneously with similar effectiveness; Willing to invest and sustain efforts; regulating alertness; and processing speed and reaction; Managing resistance to change, frustration and modulating emotions. Utilizing working memory and accessing recall; willingness and capacity to share and migrate knowledge across the organization; learning capacity; Monitoring and self regulating action; impulsive versus measured and/or controlled behaviors; rational and irrational response to emerging challenges; The SBE describes chronic difficulty with excessive procrastination; the thought process is stable; less major changes on the road; difficulty in conceiving plans and executing within original constrains (budget, resources, time) Stability and monotony blurred the ability to focus due to lack of excitement about the tasks and overall goals of the SBE; zooming on areas of specific personal interest while ignoring equally important issues; Power and politics influence the shift in zoom and focus; Reaching monotony at workplace; lacking the initial excitement that drives the intentions to pay attention; increase level of job security and market stability eclipses real emerging risks issues which are transparent to the SBE. We are at the top of our game and we know what we do; there is no reason to improve; feelings and emotions are more wide spread across the organization through its established culture; Cognitive capacity is at its best; all systems working, but sometimes eclipsed with memory laps. Increase in virtual absenteeism; lack of attention to details resulting in deteriorating quality of service or products;

21. Inter vention Inter vention

22. The Psychology Of Intervention

23. “ Listening is… “ … Hearing With a Passion ” Doron Zilbershtein

25. Stake holders M a pping Internal Level Involvement External Role Impact Primary Secondary Tertiary Secondary Tertiary Primary Decide Approve Beneficiary Recommend Observe Lead High Manage Contribute Responsible Support Medium - high Medium Medium-Low Low to None

26. What helps make an intervention successful?

27. ZOOM &

28. Denial Adaptation Acceptance Resistance

31. Create Reduce Accelerate Eliminate Responsive Low High Proactive Attitudinal Orientation Level of Engagement

32. How to Sustain Success

33. Source: http://blog.iqmatrix.com/mind-map/awaken-your-problem-solver-from-within-mind-map Visual Mind Mapping

35. Men toring http:// dictionary.reference.com /browse/mentor men·tor - [ men -tawr, -ter] –noun 1. a wise and trusted counselor or teacher. 2. an influential senior sponsor or supporter. Comes from the Indo-European root men-1 , meaning “to think.”

36. From Involvement to Engagement Exciting Fun Relevant

37. Solutions Performance Through Culture Perception & Intention Attitude Mental Capacity Expectation

38. Next ? What’s Solutions Performance Through Culture

39. Theor i es Embrac i ng

40. questio n s? A n y Solutions Performance Through Culture

41. Feedback Survey Solutions Performance Through Culture