‘The pessimist
complains about the
wind
The optimist expects
it to change
The leader adjusts
the sails’
Real Time Strategic Change Learning
               Series
            Session III

             April 24, 2009
Conference Call Dial In Number


The conference call will begin at 12:45pm

• 1-800-511-7985
• Access code and pin:   2412...
Series Purpose




 To learn how to make the future happen
 faster in all of your change work.
Series Outcomes


  • Understand and of your to applyworksix RTSC principles
    to accelerate all
                      b...
Session III Purpose



  To understand the Areas of Work of

  RTSC so you have something to deviate

  from in your own p...
Session III Outcomes


  • To Understand the three Areas of RTSC Work and what’s
     required to complete each one

  • G...
Agenda


• Responses to Session I Questions
• Additional Questions and Answers
• What is Real Time Strategic Change?
• Cas...
What is Real Time Strategic Change?


  A principle-based approach to engaging

  people in creating their collective futu...
Responses to Session I Questions



 • How do you manage the polarities of participation and direction in a
   company whi...
Questions and Insights From Our Work So
Far…




 What questions and insights do you have

 from any of our work so far?
Real Time Strategic Change Principles
Real Time Strategic Change
Areas of Work


                       Scoping
                      Possibilities



         ...
Effective Change



Applicable in any context                           Directed requirements

Integrates well with other ...
Scoping Possibilities

Deliverables

 • A clear purpose and outcomes
 • Ways you can integrate this effort
   with other w...
Scoping Possibilities

 Purpose of Work: Create a clear roadmap for the overall effort that accounts
                   fo...
Developing and Aligning Leadership

Deliverables

 • Agreement on why change is needed
 • Clarity about your future direct...
Developing and Aligning Leadership



 Purpose of Work: Develop the capability, capacity and alignment required
          ...
Creating Organization-Wide Congruence

Deliverables

 A solid fit between your:

 • Internal and external realities,

 • V...
Creating Organization-Wide Congruence



 Purpose of Work: To fully leverage your entire organization, its members
       ...
Managing the Tension Between Structure and
Flexibility


                       Scoping
                      Possibilitie...
Case Study Background


• 112 year old social services organization
• 38 Affiliates and National Office
• New “Aging Strat...
Case Study Purpose and Outcomes


Purpose
To engage the organization and key stakeholders in effectively
   implementing t...
Change Effort Roadmap

   Late          Mid March            Late March                  May                  June
 Februa...
RTSC Principles:
   Polarities and Greater Purposes
           Accelerated Change                                         ...
Real Time
Needs and FocusAction and Impact
              Needs and Focus for Work
Plan For Future Needs         Live Futu...
Preferred Future
Needs and FocusAction and Impact
             Needs and Focus for Work
 Best of Past/Present          Co...
Create Community
Needs and FocusAction and Impact
               Needs and Focus for Work
  Allegiance to Part           ...
Build Understanding
Needs and FocusAction and Impact
             Needs and Focus for Work
                              ...
Reality is a Key Driver
Needs and FocusAction and Impact
             Needs and Focus for Work
  Internal Reality Needs  ...
Engage and Include
Needs and FocusAction and Impact

            Needs and Focus for Work
                               ...
Goals For The Decision Making Process



• Healthy, Respectful Process


• Understood the issues and had the difficult con...
Design Criteria for the Process



•Involve the right people
•People are committed to the process and decisions made from ...
Stakeholder Groups That Need to be Involved




  • The NEC;
  • Local Boards;
  • The National Board;
  • The Council of ...
How is RTSC the Same and Different From
Your Current Work?
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Real Time Strategic Change Overview, Session III

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  • Other upsides and downsides?
  • They’re iterativeScoping is smaller and is engine for transformation; spins the fastestThey are interlocking and support each other in virtuous cycleEasily scalable from conversation, to team meeting, to RTSC event planning, to system-wide change effort
  • They’re iterativeScoping is smaller and is engine for transformation; spins the fastestThey are interlocking and support each other in virtuous cycleEasily scalable from conversation, to team meeting, to RTSC event planning, to system-wide change effort
  • They’re iterativeScoping is smaller and is engine for transformation; spins the fastestThey are interlocking and support each other in virtuous cycleEasily scalable from conversation, to team meeting, to RTSC event planning, to system-wide change effort
  • They’re iterativeScoping is smaller and is engine for transformation; spins the fastestThey are interlocking and support each other in virtuous cycleEasily scalable from conversation, to team meeting, to RTSC event planning, to system-wide change effort
  • Healthy, Respectful ProcessHonest DialogueA healthy, respectful process for this or other issuesEveryone can live with the outcomeHave a process that is healthy and respectful and agree that the process takes place
  • Real Time Strategic Change Overview, Session III

    1. 1. ‘The pessimist complains about the wind The optimist expects it to change The leader adjusts the sails’
    2. 2. Real Time Strategic Change Learning Series Session III April 24, 2009
    3. 3. Conference Call Dial In Number The conference call will begin at 12:45pm • 1-800-511-7985 • Access code and pin: 241230-1265 Who is Here? • Where are you today? • In what one or two ways have you been able to apply what you’ve been learning in the Series?
    4. 4. Series Purpose To learn how to make the future happen faster in all of your change work.
    5. 5. Series Outcomes • Understand and of your to applyworksix RTSC principles to accelerate all be able change the • Know the best ways, best times,achieve the best results include in your change work to and best people to • Understand howchange workkey leverage points to accelerate your to identify • Gain insights that you can act on right away • Know ways that you can support or sabotage your efforts
    6. 6. Session III Purpose To understand the Areas of Work of RTSC so you have something to deviate from in your own practice.
    7. 7. Session III Outcomes • To Understand the three Areas of RTSC Work and what’s required to complete each one • Gain insight into how you can support and sabotage your RTSC efforts • Leverage your current work by seeing it through the lenses of the RTSC Phases • Get some ideas about how you can apply the Areas tohelp you achieve better results • Appreciate how together, the Principles and Areas of Work enable you to create the future faster
    8. 8. Agenda • Responses to Session I Questions • Additional Questions and Answers • What is Real Time Strategic Change? • Case Study: Application of Principles • How RTSC Is The Same and Different From Your Current Work
    9. 9. What is Real Time Strategic Change? A principle-based approach to engaging people in creating their collective future, faster.
    10. 10. Responses to Session I Questions • How do you manage the polarities of participation and direction in a company which over-focuses on participation, and always looks for consensus and relationship? Could you give us an example where you worked in this scenario? • Introduce Polarity Management and map this polarity • “Getting Unstuck Process” • Increase informed discretion – “After Decision Review” used at Unocal
    11. 11. Questions and Insights From Our Work So Far… What questions and insights do you have from any of our work so far?
    12. 12. Real Time Strategic Change Principles
    13. 13. Real Time Strategic Change Areas of Work Scoping Possibilities Creating Organization-Wide Congruence Developing and Aligning Leadership
    14. 14. Effective Change Applicable in any context Directed requirements Integrates well with other approaches Clear approach, easily understood Invites innovation Great predictability Flexible Principles and Structured Processes Specific work to do is unclear Works consultant need not client issues More difficult to apply and master Stifles creativity More challenging to learn Difficult to “play well” with others Ineffective Change
    15. 15. Scoping Possibilities Deliverables • A clear purpose and outcomes • Ways you can integrate this effort with other work in the organization • Leverage points that will accelerate change Scoping Possibilities • A roadmap with key events, measures, milestones, and responsibilities
    16. 16. Scoping Possibilities Purpose of Work: Create a clear roadmap for the overall effort that accounts for: • Past experience with change, • Successes you have already had, and, • Areas of greatest leverage that will help you create your future, faster. • Time and effort invested in Scoping earns dividends throughout the rest of the change effort. • The most successful transformation efforts make wise use of limited resources (time, money, political capital, and others), and Scoping enables you to do that.
    17. 17. Developing and Aligning Leadership Deliverables • Agreement on why change is needed • Clarity about your future direction • Commitment to make needed changes Developing Aligning Leadership • Confident leaders able to provide the leadership required
    18. 18. Developing and Aligning Leadership Purpose of Work: Develop the capability, capacity and alignment required in leadership for the effort to succeed. • Individual and collective knowledge, skills and abilities • Understanding and fulfilling the needed roles • Provide and accept support and guidance • Live the organization’s preferred future
    19. 19. Creating Organization-Wide Congruence Deliverables A solid fit between your: • Internal and external realities, • Vision for the future, • Strategies and plans, Organization Congruence Wide • Systems, structures and processes, and • Daily work
    20. 20. Creating Organization-Wide Congruence Purpose of Work: To fully leverage your entire organization, its members and all key stakeholders in creating your future, faster – and sustaining it over time. • The greater the congruence the fast and more lasting the changes you’ll achieve • Positions you for success now and into the future • Change-ability as single most valuable core competency
    21. 21. Managing the Tension Between Structure and Flexibility Scoping Possibilities Creating Organization- Wide Congruence Developing and Aligning Leadership
    22. 22. Case Study Background • 112 year old social services organization • 38 Affiliates and National Office • New “Aging Strategy” to be implemented • History of unproductive, high conflict events • Broad based lack of trust • Resistance to new strategy
    23. 23. Case Study Purpose and Outcomes Purpose To engage the organization and key stakeholders in effectively implementing the new Aging with Options strategy Outcomes • Aligned Leadership • Strong Team of Stakeholders for Future Work • New Aging Programs and Services in all Affiliates • Increased Revenue to Counter-Balance Decreased Government Funding
    24. 24. Change Effort Roadmap Late Mid March Late March May June February Mid April Governance Decision Winter CEO Follow Up Making Process Conference Meeting CEO Process Decision Making CEO Meeting At Emergency Annual Process Design Team Conference Board Conference Meeting Four Conference Off-Line Work Calls
    25. 25. RTSC Principles: Polarities and Greater Purposes Accelerated Change Organizational Energy Plan For Live Future Best of Past/ Compelling Future Now Present Future Preferred Real Time Future Organizational Commitment Create Effective Collaboration Community Participatio Direction All RTSC Work Allegiance Allegiance n Engage and to Part to Whole Include Build Reality is a Understanding key driver Aligned Action Informed Decisions Internal External Common Unique Realities Realities Information Information
    26. 26. Real Time Needs and FocusAction and Impact Needs and Focus for Work Plan For Future Needs Live Future Now Needs Preferred Real Future Time • Clarify new strategy and • Collaborative culture people’s roles in it • Governance agreements Create • Understand what stays the • Positive experience with Community same/what changes conflict All RTSC Work • Engagement in strategy Engage and Include Build Reality is a Understanding key driver Action and Impact Plan For Future Actions Live Future Now Actions • 3 Rounds of Strategy • Turnaround on Strategy at presentation/Q&A at Conference Conference • Safe and fair Discernment • Detailed roadmaps as Process “take home” • “Healthy” Leadership
    27. 27. Preferred Future Needs and FocusAction and Impact Needs and Focus for Work Best of Past/Present Compelling Future Preferred Real Future Time • Affirm traditional • Experience of new way strengths of working Create • Leverage passion to serve • Real progress on Aging Community Strategy All RTSC Work • At least “do no harm” Engage and Include Build Reality is a Understanding key driver Action and Impact Best of Past/Present Compelling Future Actions Actions • Existing services • Publicize “early wins”/ supported learning with strategy • Focus on enabling • Develop good organization to thrive governance structures • Use existing governance • Demonstrate trustworthy documents process
    28. 28. Create Community Needs and FocusAction and Impact Needs and Focus for Work Allegiance to Part Allegiance to Whole Preferred Real Future Time • Alignment within sub-groups • Everyone caring more about the whole Create • Retain autonomy of Affiliates Community • Sub-group to lead CEO • Representative cross-sections All RTSC Discernment Process doing all work Work Engage and Include Build Reality is a Understanding key driver Action and Impact Allegiance to Part Actions Allegiance to Whole Actions • Sub-groups represented in all • Max-mix seating at work Conference • Integrity in all work • Integrity in all work • “Part” interests affirmed • Discernment Process benefits all
    29. 29. Build Understanding Needs and FocusAction and Impact Needs and Focus for Work Preferred Common Information Unique Information Real Future Time • Detailed understanding of • Coaching CEO strategy Create • Tiers for implementing Community • Needs of each group • CEO Discernment Process All RTSC • Approach to constructive Work dialogue Engage and Include Build Reality is a Understanding key driver Action and Impact Common Unique Information Information Actions Actions • Sharing of Strategy • CEO Conference • All “Shepherd Team” dialogue activities • “Shepherd Team” • Documentation of all work in progress dialogue • Feedback from first CEO meeting
    30. 30. Reality is a Key Driver Needs and FocusAction and Impact Needs and Focus for Work Internal Reality Needs External Reality Needs Preferred Real Future Time • Increased trust • Learning about new • Owning strategy regulations Create • Knowledge about Aging Community • Requirement for continuing current services population All RTSC Work • Learning from early Engage and adopters Include Build Reality is a Understanding key driver Action and Impact Internal Reality Actions External Reality Actions • Expert consulting support • Inclusion of strong for implementation facilitation in all work • CEO “truth telling” • Broadened base of • “Change Possibilities” involvement (e.g., Board) panel at Conference
    31. 31. Engage and Include Needs and FocusAction and Impact Needs and Focus for Work Preferred Real Future Participation Needs Direction Needs Time • Many groups needed • Clarity about what was Create voices heard fixed/flexible Community • Interactive Winter • Clarity on authority/ All RTSC Conference decision making Work • Fair process with integrity Engage and Include Build Reality is a Understanding key driver Action and Impact Participative Actions Directive Actions • Broad cross-section at • Strong “facilitative Conference leadership” • Tiers could change • Governance as focus for • Opportunity to influence work Strategy • “Shepherd” Group for Decision Making Process
    32. 32. Goals For The Decision Making Process • Healthy, Respectful Process • Understood the issues and had the difficult conversations • Learned how to use this process for other issues • Able to re-focus on our mission and move forward • Organizational Alignment
    33. 33. Design Criteria for the Process •Involve the right people •People are committed to the process and decisions made from it •Respectful Process •Be clear and transparent in all communications •Be efficient so that we can focus on our mission •Use Existing Governance Structures
    34. 34. Stakeholder Groups That Need to be Involved • The NEC; • Local Boards; • The National Board; • The Council of Ministers; and, • Local CEO’s
    35. 35. How is RTSC the Same and Different From Your Current Work?

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