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Facilitator resource info pack innovation audit 2.0.1

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Increasing Organisations' Performance.
This is an example of the material we use in our workshops exploring Group Dynamics for improved Communication and Collaboration. Many of the items in the file are also available as booklets, interactive cards and A1 posters to help the facilitation process.

We go through four steps.
1: Increasing Awareness of Group Dynamics.
2: Provide the language to talk about Group Dynamics, gaining consensus regards what action would be helpful to do next.
3: Develop the plan of how to go about making the changes a reality.
4: Validate by testing the plan against the context it is operating within.

We will shortly be making this kit available to fellow Coaches, L&D, OD specialists. Hardcopy available here https://goo.gl/x0CpJK

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Facilitator resource info pack innovation audit 2.0.1

  1. 1. Assentire® Innovation Audit 2.0 Exploring agility in Groups & Teams Facilitator Resources & Questionnaire For Rebalancing Groups & Teams
  2. 2. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 1 Assentire® Innovation Audit 2.0 Gain greater awareness of the different perceptions across the group, enabling you to define what you would like to have happen. Facilitator resources can be used independently of the questionnaire. The Innovation Audit is inspired by the work of C Argyris, D Schön, R Schwarz, D Stone, E Deci, R Ryan, D Coghlan, E Schein, Robert Kegan About the questionnaire Answering the questions will take typically less than 10 minutes. When you answer the questions, please keep in mind the group or team you want to explore. Questions are structured to explore each individual’s view of the following:   Internal Group Dynamic (Intra-Group Dynamic)   Group Environment (Inter-Group Dynamic)
  3. 3. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 2 By proceeding, you confirm you are doing so voluntarily Paper Option Step 1 Send (email or print) this document to all members of the group you wish to support. Step 2 Ask each member to score all 26 questions. NB: You can use this questionnaire as a one-off, or for repeated interventions (longitudinal). Step 3 Take note of the Group Dynamic Score (GDS) where GDS = A – B (see page 4) This can range from +80 to -80 Step 4 Take note of the Group Environment Score (GES) where GES = C (see page 5) This can range from 0 to 100 Step 5 Record the GDS & GES scores using an anonymized process for each member and track how these scores change each time you gather the results. This is best displayed if you have two charts where the horizontal axis is the week number, and the vertical axis for the chart is either the Group Dynamic Score (GDS) or the Group Environment Score (GES) Alternatively, you may want to create ‘Snapshot Charts’ discussed at the end of this document. Step 6 If you would like support in diagnosing challenging Group Dynamics, make sure the detailed scores (all 26 questions) for all members are kept in a safe place. When you are ready to explore, feel free to contact rod.willis@assentire.net and he will explain how you can take the diagnostic further. Online Option If you would like an easier way of gathering anonymized data, we can provide an online version using the same questions. You will also have access to a Real-Time online report if you take this path. There is a charge for this service, which is depends on the scope of your project. Monitoring & analysis for larger quantities of data is much easier using this approach. If you are using this tool extensively, please make contact with rod.willis@assentire.net as there is also the option of contrasting your results with a national ‘NORM’ group based on The Innovation 1.0 version*. Alternatively, you may be interested in creating your own ‘NORM’ group. For more information please visits Innovationaudit.net *The Innovation Audit 1.0 was used as part of a research project across 9 organisations with a total of 174 participants. A few of the Innovation Audit questions have since been reworded, however the sentiment of each item remains unchanged. The scale of 1.0 was 1 to 7 and the scale of this updated version is 0 to 10. NB: Please ignore the ‘(n)’ text in the questions that follow.
  4. 4. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 3 Exploring the group’s ‘Learning Dynamic’ – more agile Score the following statements in terms of your experience of your Team or Group. How strongly do you agree with the following, where 0 = Not at all and 10 = Strongly Agree Many views: When a group member expresses a different view or position, his or her reasoning is explored in an open and inquiring way, e.g. I wonder why you have that view? (I) Collective: Members of the group are keen to hear the views of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘Elephant in the room’. (I) Ask: I commonly hear members of the group testing their own assumptions and inferences as well as those of others. (C) Collaborate: It is common that members of the group explore and design different approaches jointly rather than individually. (C) Open: Members of the group around here are happy to share relevant information, not keeping it private. (O) Trust: There is quite a high level of trust across the group. (O) Understand: It is rare to encounter misunderstandings, unproductive conflict and defensiveness in the group. (G) Enhanced work-life quality: Over time, I have seen the quality of working life improve. (W) A = Sum of above values (I=to include, C=to control, O=to be open)
  5. 5. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 4 Exploring the group’s ‘Control Dynamic’ – less agile Score the following statements in terms of your experience of your Team or Group. How strongly do you agree with the following, where 0 = Not at all and 10 = Strongly Agree One view: When a group member expresses a different view or position, their reasoning is not explored or asked for. (I) Individual: Members of the group don’t want to hear another’s view in case they find theirs is not the best. I see this reluctance to listen all the time. (I) Tell: I commonly hear members of the group telling others what decision should be made, or which course of action should be taken. (C) Manipulate: It is common that members of the group seek to establish a shared narrative with undisclosed methods, for example, saying: Don’t you think it would be a good idea if we outsourced the work? (C) Closed: When a group member is advocating their position, they do not share their reasoning. (O) Mistrust: There is quite a high level of mistrust across the group. (O) Misunderstand: It is common to see misunderstandings, unproductive conflict and defensiveness in the group. (G) Degraded work-life quality: Over time, I have seen the quality of working life decline. (W) B = Sum of above values (I=to include, C=to control, O=to be open) Overall Group Dynamic Score = A-B   One view Individual Tell ManipulateClosed M istrust Mis- understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5
  6. 6. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 5 Exploring group’s ‘Environment’ (The context you are working within) Score the following statements in terms of your experience of your Team or Group. How strongly do you agree with the following, where 0 = Not at all and 10 = Strongly Agree Collaboration: People openly ask questions and are invited to participate in problem solving. (R) Communication: People actively listen and acknowledge perceptions of all group members. (R) Choice: Choices are offered within the organisation including clarification of responsibilities. (A) Motivation: Coercive controls, such as rewards and comparisons with others, are minimised. (A) Feedback: Sincere, positive feedback is provided that is intuitive, factual and non-judgemental. (M) Development: Talent is developed and knowledge shared to enhance competency. (M) Monitoring: Monitoring and support is integrated at all times for all group members. (U) Support: There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary. (U) Culture: People actively look for conflict of interests without judgements or blame and negotiate any changes. (T) Change: When people in the organization encounter opposition to change, they see this as an opportunity to learn, treating the objections as a form of organizational intelligence. They don’t assume everyone is always resistant to change. (T) C = Sum of above values (R=Relatedness, A=Autonomy, M=Mastery, U=Understand Internal Competing Commitments & T= Transition Process-Psychological) Overall Group Environment Score = C Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor
  7. 7. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 6 Plotting your scores using ‘Snapshot Charts’ Case 1 This Group Dynamic shows a strong tendency towards the upper part of the plot. This would suggest many of the perceived behaviours observed across the group are more likely to enable the group to be agile and learn from what is experienced. This is because the dynamics are more about Learning than Control. You might think of this as a more agile way of working. This means the Group is far better positioned to be able to know when & how to respond to a VUCA environment. VUCA = Volatility, Uncertainty, Complexity and Ambiguity. NB: Exploring the Group Dynamic is achieved by bringing the two semi-circles together as shown. The upper half represents the Learning Dynamic and the lower half the Control Dynamic. By shading the scores for all 16 questions, you start to see an image that represents how one individual perceives the group. Group Dynamic This Group Environment shows that all areas are either near or above the mid point. There is known to be a direct relationship (not necessarily causal) between the Group Environment and the Group Dynamic. This would suggest this group is operating in an environment where Collaboration, Communications, and Motivation are perceived to be very strong and Support and Culture may be areas of possible exposure under times of pressure. NB: Please review the question directly associated with each label to ensure the definition is more clearly understood. So as we consider Culture, the definition is “People actively look for conflict of interests without judgements or blame and negotiate any changes” Group Environment Case 2 This Group Dynamic shows a strong tendency towards the lower part of the plot. This would suggest many of the perceived behaviours observed across the group are less likely to enable the group to be agile and learn from what is experienced. This is because the dynamics are more about Control than Learning. You might think of this as a less agile way of working. As a result, it may not be well positioned to know when & how to respond to a VUCA environment. VUCA = Volatility, Uncertainty, Complexity and Ambiguity. NB: Exploring the Group Dynamic is achieved by bringing the two semi-circles together as shown. The upper half represents the Learning Dynamic and the lower half the Control Dynamic. By shading the scores for all 16 questions, you start to see an image that represents how one individual perceives the group. Group Dynamic This Group Environment shows that the majority of the areas are below the mid point with the exception of Choice. There is known to be a direct relationship (not necessarily causal) between the Group Environment and the Group Dynamic. This would suggest this group is operating in an environment where Choice is perceived to be strong. In this situation, individuals may feel they are offered Choices, however it may not feel “safe” to take up these choices due to the high tendency towards controlling within the group. The Group Dynamic is explored by individual or group based exploration and we recommend this is facilitated by someone who is already familiar with Group Dynamics as part of their everyday practice. Group Environment Source: Assentire® Innovation Audit 2.0 exploring the agility of Groups and Teams August 2016 v05.docx Collaboration Comms Choice Feedback Change Support Monitor Culture Development Motivation Collaboration Comms Choice Feedback Change Support Monitor Culture Development Motivation
  8. 8. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 7 Three different 90-minute workshops exploring aspects of Group Dynamics Purpose and Outcome Process Explore the Group Dynamic to know what to do next for the group to become more or less agile. A 90-minute Peer-Coaching session to explore the Group Dynamic with 4 to 6 participants of a specific group. This is achieved by scoring sixteen statements, then reflecting on how each group member experiences the same group. Paying particular attention to the similarities & differences between members. Conceptual origins: Mutual Learning and Unilateral Control Explore the Group Relationships to know what the group & its members’ need to do next to be able to work together more effectively. A 90-minute Workshop to explore key aspects of Group Relationships with 4 to 6 participants of a specific group. This is achieved by working with cards, then reflecting on how each group member experiences the same group relationships. Conceptual origins: Fundamental Interpersonal Relationship Orientation Explore the Group Environment to know what characteristics the group is operating within. Understanding how these might be helping or hindering specific group behaviours. A 90-minute Peer-Coaching session to explore the Group Environment with 4 to 6 participants of a specific group. This is achieved by scoring ten statements, then reflecting on how each group member experiences the same group environment. Conceptual origins: Self-Determination Theory, Competing Commitments & Transition Process
  9. 9. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Page 8
  10. 10. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved Facilitator Resources Gain greater awareness of the different perceptions across the group, enabling you to define what you would like to have happen. Facilitator resources can be used independently of the questionnaire. Combined in many different ways to fit the preferred approach. Explore group relationships to know what the group & its members’ need to do next to be able to work together more effectively. By supporting further development of awareness, skill and the drive to take action. Resources Include: •   Innovation Audit 2.0 cards •   ‘Clean Language’ cards •   Fifteen interactive posters •   Activities exploring Group and Environment Dynamics Outcomes: •   Gain consensus of the Past, Present and Future possibilities •   Create Action Plans using the ‘Clean Language’ cards •   Test each Action Plan against the Organisational and Time Context
  11. 11. Innovation Audit 2.0 exploring the agility of Groups and Teams http://Innovationaudit.net © 2016 Assentire Ltd All rights reserved
  12. 12. Exploring Groups & Teams Together: Thinking and Feeling info@assentire.net © 2016 Assentire Ltd All rights reserved © Assentire Ltd Innovationaudit.net Many Views When a group member expresses a different view or position, his or her reasoning is explored in an open and inquiring way, e.g. I wonder why you have that view? Including Behaviours © Assentire Ltd Innovationaudit.net Collective Members of the group are keen to hear the views of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘Elephant in the room’. Including Behaviours © Assentire Ltd Innovationaudit.net Rod Willis +44 (0) 1628 632340 +44 (0) 7788 457202 rod.willis@assentire.net @rodwillisGTC www.assentire.net PO Box 4481, Maidenhead, SL6 7HE, UK Selection & Development Legal Services Sector © Assentire Ltd Innovationaudit.net Rod Willis +44 (0) 1628 632340 +44 (0) 7788 457202 rod.willis@assentire.net @rodwillisGTC www.assentire.net PO Box 4481, Maidenhead, SL6 7HE, UK A Henry Mintzberg Program © Assentire Ltd Innovationaudit.net Group Dynamic Arrange the Learning Dynamic (8) & Control Dynamic (8) cards into 8 pairs. For each pair, decide which behaviour you see ‘Less of’ and place that card on the lower row with the ‘More of’ on the upper row. Repeat for all 8 pairs. This is a relative comparison as you consider the paired behaviours in relation to each other. Many Views-One View | Collective Individual | Ask Tell | Collaborate Manipulate Open Closed | Trust Mistrust|Understand Misunderstand | Enhanced_WLQ Degraded_WLQ ‘Less of’ ‘More of’ © Assentire Ltd Innovationaudit.net Control Dynamic Ask One view Individual Tell ManipulateClosed M istrust Mis- understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 © Assentire Ltd Innovationaudit.net Environment Dynamic Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Environment Dynamic © Assentire Ltd Innovationaudit.net Learning Dynamic Many views Tell Collective Ask Collaborate Open Tru st Understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 © Assentire Ltd Innovationaudit.net Group Dynamic Arrange the Learning Dynamic (8) & Control Dynamic (8) cards, sixteen in total to form a triangle as shown. Using all 16 cards, decide which behaviours you see ‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as you consider all behaviours in relation to each other. Place the ‘Least of all’ to the left and ‘Most of all’ to the right ‘Least of all’ ‘Most of all’‘In-between’ © Assentire Ltd Innovationaudit.net Environment Dynamic Arrange the Environment Dynamic cards, ten in total to form a pattern as shown. Using all 10 cards, decide which behaviours you see ‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as you consider all behaviours in relation to each other. Place the ‘Least of all’ to the left and ‘Most of all’ to the right ‘Least of all’ ‘Most of all’‘In-between’ © Assentire Ltd Innovationaudit.net Organisational Context Organisational Context Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Performance Personal Dynamics Culture Purpose Assentire© Assentire® - GTC Audit 1 2 37 46 5 8 © Assentire Ltd Innovationaudit.net Ask I commonly hear members of the group testing their own assumptions and inferences as well as those of others. Controlling Behaviours © Assentire Ltd Innovationaudit.net Collaborate I commonly hear members of the group testing their own assumptions and inferences as well as those of others. Controlling Behaviours © Assentire Ltd Innovationaudit.net Open Members of the group around here are happy to share relevant information, not keeping it private. Openness Behaviours © Assentire Ltd Innovationaudit.net Trust There is quite a high level of trust across the group. Openness Behaviours © Assentire Ltd Innovationaudit.net Understand It is rare to encounter misunderstandings, in the group. Grasps the Message © Assentire Ltd Innovationaudit.net Enhanced Over time, I have seen the quality of working life improve. Work-Life Quality © Assentire Ltd Innovationaudit.net Tell I commonly hear members of the group telling others what decision should be made, or which course of action should be taken. Controlling Behaviours © Assentire Ltd Innovationaudit.net Manipulate It is common that members of the group seek to establish a shared narrative with undisclosed methods, for example, saying: Don’t you think it would be a good idea if we outsourced the work? Controlling Behaviours © Assentire Ltd Innovationaudit.net One View When a group member expresses a different view or position, their reasoning is not explored or asked for. Including Behaviours © Assentire Ltd Innovationaudit.net Individual Members of the group don’t want to hear another’s Including Behaviours © Assentire Ltd Innovationaudit.net Misunderstand It is common to see misunderstandings, unproductive in the group. Grasps the Message © Assentire Ltd Innovationaudit.net Closed When a group member is advocating their position, they do not share their reasoning. Openness Behaviours © Assentire Ltd Innovationaudit.net Mistrust There is quite a high level of mistrust across the group. Openness Behaviours © Assentire Ltd Innovationaudit.net Degraded Over time, I have seen the quality of working life decline. Work-Life Quality © Assentire Ltd Innovationaudit.net How to explore Group Dynamics How to explore Environment Dynamics Communication People actively listen and acknowledge perceptions of all group members. Relatedness © Assentire Ltd Innovationaudit.net Collaboration People openly ask questions and are invited to participate in problem solving. Relatedness © Assentire Ltd Innovationaudit.net Motivation Coercive controls, such as rewards and comparisons with others, are minimised. Autonomy © Assentire Ltd Innovationaudit.net Choice Choices are offered within the organisation responsibilities. Autonomy © Assentire Ltd Innovationaudit.net Development Talent is developed and knowledge shared to enhance competency. Mastery © Assentire Ltd Innovationaudit.net Feedback Sincere, positive feedback is provided that is intuitive, factual and non-judgemental. Mastery © Assentire Ltd Innovationaudit.net Monitoring Monitoring and support is integrated at all times for all group members. Understand Competing Commitments © Assentire Ltd Innovationaudit.net Support There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary. Understand Competing Commitments © Assentire Ltd Innovationaudit.net Culture When people in the organization encounter opposition to change, they see this as an opportunity to learn, treating the objections as a form of organizational intelligence. They don’t assume everyone is always resistant to change. Transition Processes © Assentire Ltd Innovationaudit.net Change © Assentire Ltd Innovationaudit.net Learning Dynamic Control Dynamic Many views One view Collective Individual Ask Tell Collaborate Manipulate Open Closed Trust M istrust Understand Mis- understand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net
  13. 13. NOTES  
  14. 14. Learning Dynamic Control Dynamic Many views One view Collective Individual Ask Tell Collaborate Manipulate Open Closed Trust M istrust Understand Mis- understand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net Exploring GROUP Dynamics
  15. 15. NOTES  
  16. 16. GROUPDynamics-Contrasted BehaviourswewouldliketoseeLESSof Post-ItnotesherePost-ItnotesherePost-Itnoteshere BehaviourswewouldliketoseeMOREof Post-ItnotesherePost-ItnotesherePost-Itnoteshere ‘Lessof’ ‘Moreof’ ArrangetheLearningDynamic(8)&ControlDynamic(8)cardsinto8pairs.Foreachpair,decidewhichbehaviour yousee‘Lessof’andplacethatcardonthelowerrowwiththe‘Moreof’ontheupperrow. Repeatforall8pairs.Thisisarelativecomparisonasyouconsiderthepairedbehavioursinrelationtoeachother. ManyViews-OneView|CollectiveIndividual|AskTell|CollaborateManipulate OpenClosed|TrustMistrust|UnderstandMisunderstand|Enhanced_WLQDegraded_WLQ GroupDynamic ArrangetheLearningDynamic(8)&ControlDynamic(8)cardsinto8pairs. Foreachpair,decidewhichbehaviouryousee‘Lessof’andplacethatcardonthe lowerrowwiththe‘Moreof’ontheupperrow.Repeatforall8pairs.Thisisa relativecomparisonasyouconsiderthepairedbehavioursinrelationtoeachother. ManyViews-OneView|CollectiveIndividual|AskTell|CollaborateManipulate OpenClosed|TrustMistrust|UnderstandMisunderstand|Enhanced_WLQDegraded_WLQ ‘Lessof’ ‘Moreof’ ©AssentireLtdInnovationaudit.net
  17. 17. NOTES  
  18. 18. GROUPDynamics-Distributed BehaviourswewouldliketoseeLESSof Post-ItnotesherePost-ItnotesherePost-Itnoteshere BehaviourswewouldliketoseeMOREof Post-ItnotesherePost-ItnotesherePost-Itnoteshere ‘Leastofall’‘Mostofall’ ‘In-between’ ArrangetheLearningDynamic(8)&ControlDynamic(8)cards,sixteenintotaltoformatriangleasshown. Usingall16cards,decidewhichbehavioursyousee‘Leastofall’,‘In-between’and‘Mostofall’.Thisisarelativecomparison asyouconsiderallbehavioursinrelationtoeachother.Placethe‘Leastofall’totheleftand‘Mostofall’totheright GroupDynamic ArrangetheLearningDynamic(8)&ControlDynamic(8)cards,sixteenintotalto formatriangleasshown.Usingall16cards,decidewhichbehavioursyousee ‘Leastofall’,‘In-between’and‘Mostofall’.Thisisarelativecomparisonas youconsiderallbehavioursinrelationtoeachother. Placethe‘Leastofall’totheleftand‘Mostofall’totheright ‘Leastofall’‘Mostofall’‘In-between’ ©AssentireLtdInnovationaudit.net
  19. 19. NOTES  
  20. 20. GROUP Dynamics Consensus Many views One view Collective Individual Ask Tell Collaborate Manipulate Open Closed Trust M istrust Understand Mis- understand Degraded Work-life Quality Enhanced Work-life Quality Capture how things used to be, how they are now & how you would like them to be moving forward Post-It notes here Before Post-It notes here Now Post-It notes here Future Future Future Future If you have stickers, place one for each time perspective (Before, Now & Future) in each segment, deciding where the sticker is best placed. The Inner, Middle or Outer ring. The Inner ring represents behaviours seen least of the time and the outer, most of the time. Before Now Future Future Future Future
  21. 21. NOTES  
  22. 22. https://color.adobe.com/Assentire-Base-CMYK-80-0-70-0-color-theme-8450208/ 54:78:0:20 0:38:77:2054:78:0:0 ControlDynamic 0:39:79:0 LearningDynamic 80:0:70:0 Environment © Assentire Ltd Innovationaudit.net Exploring ENVIRONMENT Dynamics Environment Dynamic Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Environment Dynamic © Assentire Ltd Innovationaudit.net
  23. 23. NOTES  
  24. 24. ENVIRONMENTDynamics-Distributed BehaviourswewouldliketoseeLESSof Post-ItnotesherePost-ItnotesherePost-Itnoteshere BehaviourswewouldliketoseeMOREof Post-ItnotesherePost-ItnotesherePost-Itnoteshere EnvironmentDynamic ArrangetheEnvironmentDynamiccards,tenintotalto formapatternasshown.Usingall10cards,decidewhichbehavioursyousee ‘Leastofall’,‘In-between’and‘Mostofall’.Thisisarelativecomparisonas youconsiderallbehavioursinrelationtoeachother. Placethe‘Leastofall’totheleftand‘Mostofall’totheright ‘Leastofall’‘Mostofall’‘In-between’ ©AssentireLtdInnovationaudit.net ArrangetheEnvironmentDynamiccards,tenintotaltoformapatternasshown.Usingall10cards,decidewhichbehavioursyousee ‘Leastofall’,‘In-between’and‘Mostofall’.Thisisarelativecomparisonasyouconsiderallbehavioursinrelationtoeachother. Placethe‘Leastofall’totheleftand‘Mostofall’totheright ‘Leastofall’‘Mostofall’‘In-between’
  25. 25. NOTES  
  26. 26. ENVIRONMENT Dynamics Consensus Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Capture how things used to be, how they are now & how you would like them to be moving forward Post-It notes here Before Post-It notes here Now Post-It notes here Future Future Future Future If you have stickers, place one for each time perspective (Before, Now & Future) in each segment, deciding where the sticker is best placed. The Inner, Middle or Outer ring. The Inner ring represents behaviours seen least of the time and the outer, most of the time. Before Now Future Future Future Future
  27. 27. NOTES  
  28. 28. Exploring LEARNING Dynamics Learning DynamicMany views Tell Collective Ask Collaborate Open Trust Understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 © Assentire Ltd Innovationaudit.net Many Views When a group member expresses a different view or position, his or her reasoning is explored in an open and inquiring way, e.g. I wonder why you have that view? Including Behaviours © Assentire Ltd Innovationaudit.net Open Members of the group around here are happy to share relevant information, not keeping it private. Openness Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Post-It notes here Collaborate I commonly hear members of the group testing their own assumptions and inferences as well as those of others. Controlling Behaviours © Assentire Ltd Innovationaudit.net Enhanced Over time, I have seen the quality of working life improve. Work-Life Quality © Assentire Ltd Innovationaudit.net Post-It notes here Post-It notes here Collective Members of the group are keen to hear the views of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘Elephant in the room’. Including Behaviours © Assentire Ltd Innovationaudit.net Trust There is quite a high level of trust across the group. Openness Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Post-It notes here Ask I commonly hear members of the group testing their own assumptions and inferences as well as those of others. Controlling Behaviours © Assentire Ltd Innovationaudit.net Understand It is rare to encounter misunderstandings, in the group. Grasps the Message © Assentire Ltd Innovationaudit.net Post-It notes here Post-It notes here
  29. 29. NOTES  
  30. 30. Exploring CONTROL Dynamics Control Dynamic Ask One view Individual Tell ManipulateClosed M istrust Mis- understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 © Assentire Ltd Innovationaudit.net One View When a group member expresses a different view or position, their reasoning is not explored or asked for. Including Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Closed When a group member is advocating their position, they do not share their reasoning. Openness Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Manipulate It is common that members of the group seek to establish a shared narrative with undisclosed methods, for example, saying: Don’t you think it would be a good idea if we outsourced the work? Controlling Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Degraded Over time, I have seen the quality of working life decline. Work-Life Quality © Assentire Ltd Innovationaudit.net Post-It notes here Individual Members of the group don’t want to hear another’s Including Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Mistrust There is quite a high level of mistrust across the group. Openness Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Tell I commonly hear members of the group telling others what decision should be made, or which course of action should be taken. Controlling Behaviours © Assentire Ltd Innovationaudit.net Post-It notes here Misunderstand It is common to see misunderstandings, unproductive in the group. Grasps the Message © Assentire Ltd Innovationaudit.net Post-It notes here
  31. 31. NOTES  
  32. 32. Exploring ENVIRONMENT Dynamics Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Post-It notes here Choice Choices are offered within the organisation responsibilities. Autonomy © Assentire Ltd Innovationaudit.net Post-It notes here Support There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary. Understand Competing Commitments © Assentire Ltd Innovationaudit.net Post-It notes here Communication People actively listen and acknowledge perceptions of all group members. Relatedness © Assentire Ltd Innovationaudit.net Post-It notes here Motivation Coercive controls, such as rewards and comparisons with others, are minimised. Autonomy © Assentire Ltd Innovationaudit.net Post-It notes here Monitoring Monitoring and support is integrated at all times for all group members. Understand Competing Commitments © Assentire Ltd Innovationaudit.net Post-It notes here Culture When people in the organization encounter opposition to change, they see this as an opportunity to learn, treating the objections as a form of organizational intelligence. They don’t assume everyone is always resistant to change. Transition Processes © Assentire Ltd Innovationaudit.net Post-It notes here Collaboration People openly ask questions and are invited to participate in problem solving. Relatedness © Assentire Ltd Innovationaudit.net Post-It notes here Development Talent is developed and knowledge shared to enhance competency. Mastery © Assentire Ltd Innovationaudit.net Post-It notes here Feedback Sincere, positive feedback is provided that is intuitive, factual and non-judgemental. Mastery © Assentire Ltd Innovationaudit.net Post-It notes here Change © Assentire Ltd Innovationaudit.net
  33. 33. NOTES  
  34. 34. Set Frame ACTION Start Questions Cleanly Develop Their Responce Starting Questions Reset Frame Closing Clean Language © Assentire Ltd Innovationaudit.net Actions Through Clean Language (And) what would X like to have happen? Intention Intention © Assentire Ltd Innovationaudit.net (And) what needs to happen for X? Intention Necessary conditions © Assentire Ltd Innovationaudit.net (And) can X (happen)? Intention Necessary conditions © Assentire Ltd Innovationaudit.net 1 (And) what kind of X (is that X)? Developing Attributes © Assentire Ltd Innovationaudit.net (And) is there anything else about X? Developing Attributes © Assentire Ltd Innovationaudit.net (And) where is X? or (And) whereabouts is X? Developing Location © Assentire Ltd Innovationaudit.net (And) that’s X like what? Developing Metaphor © Assentire Ltd Innovationaudit.net (And) is there a relationship between X and Y? Developing Relationship © Assentire Ltd Innovationaudit.net (And) when X, what happens to Y? Developing Relationship © Assentire Ltd Innovationaudit.net 2 (And) then what happens? or (And) what happens next? Source Sequence © Assentire Ltd Innovationaudit.net (And) what happens just before X? Source Sequence © Assentire Ltd Innovationaudit.net (And) where could X come from? Source Source © Assentire Ltd Innovationaudit.net 3 4 Repeat steps 1-3 changing the sequenceas as needed Discuss as a group what you would like to have happen, then test the necessary conditions that need to be in place to be successful ‘Cleanly’supportthedevelopmentof thoughts acrossthegroup,withtheaimoffocussingattention onnomorethan3itemsintheGroupDynamic. Repeatwithnomorethan3itemsinthe EnvironmentDynamic Check inrelationtotheOrganisationalContext Explore if there are any thoughts how the change may come about and what might have to occur before during or after the change initiative Bringing the session to a close, agree the ACTION plan below: WHERE & WHEN, WHAT, HOW,WHY & WHO Learning Dynamic Control Dynamic Many views One view Collective Individual Ask Tell Collaborate Manipulate Open Closed Trust M istrust Understand Mis- understand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net Environment Dynamic Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Environment Dynamic © Assentire Ltd Innovationaudit.net Organisational Context Organisational Context Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Performance Personal Dynamics Culture Purpose Assentire© Assentire® - GTC Audit 1 2 37 46 5 8 © Assentire Ltd Innovationaudit.net WHERE & WHEN is the change wanted Post-It notes here WHAT actions will be taken Post-It notes here HOW will this occur, does the Group have the required Skills? If not how to overcome this? Post-It notes here WHY is this important to the Group and is it ALSO imortant to the Organisation? Post-It notes here WHO will ‘identify’ with the need to make this happen outside of this group? Post-It notes here
  35. 35. NOTES  
  36. 36. Set Frame ACTION Start Questions Cleanly Develop Their Responce Starting Questions Reset Frame Closing Clean Language © Assentire Ltd Innovationaudit.net Actions with Detail Learning Dynamic Control Dynamic Many views One view Collective Individual Ask Tell Collaborate Manipulate Open Closed Trust M istrust Understand Mis- understand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net Environment Dynamic Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Environment Dynamic © Assentire Ltd Innovationaudit.net Organisational Context Organisational Context Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Performance Personal Dynamics Culture Purpose Assentire© Assentire® - GTC Audit 1 2 37 46 5 8 © Assentire Ltd Innovationaudit.net WHERE & WHEN is the change wanted WHAT actions will be taken HOW will this occur, does the Group have the required Skills? If not how to overcome this? WHY is this important to the Group and is it ALSO imortant to the Organisation? WHO will ‘identify’ with the need to make this happen outside of this group? Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here Post-It notes here
  37. 37. NOTES  
  38. 38. Exploring Organisational Context Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Performance Personal Dynamics Culture Purpose Assentire© Assentire® - GTC Audit 1 2 37 46 5 8 What is the purpose of the Organisation? What is the purpose of the Group or Team? Post-It notes here Post-It notes here Post-It notes herePost-It notes here
  39. 39. NOTES  
  40. 40. Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Perfromance Personal Dynamics Culture Purpose Lack of a clear PurposeLow awareness regarding Leadership of Transformation and Individual Transition. Different Mind-sets perceived different realities Staff involvement, Tipping Point, Assimilation capacity and Change-cycle (Transition Psychology) Appropriate Process and Content Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think” Fear of failure, Personal “ROI”, “System” and/or career objectives Self-determination Theory (SDT) Purpose, Mastery, Autonomy Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided Assentire© GTC Choice Entrepreneurial Action Innovation Strategic Management Peer-Coaching Groups Confusion Sustaining Opportunity vs Risk EMERGENT RATIONAL CONSTRAINED WHAT TO GROW? WHERE TO SCALE? HOW TO SURVIVE? Exploring Organisational & Time Context Do you recognise any of these symptoms? If YES, why is this time going to be any different? Where is the Organisation or Division in this ECO Cycle? Where is your Group or Team in this ECO Cycle?
  41. 41. NOTES  
  42. 42. NOTES  

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