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Innovation audit 2.0 for agile groups and teams pages

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The Innovation Audit can be used to explore the form of collaboration in play in Teams and Groups

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Innovation audit 2.0 for agile groups and teams pages

  1. 1. Innovation Audit 2.0 Exploring agility in Groups & Teams T
  2. 2. A diagnostic tool and resources for exploring Group Dynamics developed by Assentire Ltd. Specifically designed to identify a group’s potential and readiness to innovate & change in relation to the organisation as a whole. Innovation Audit 2.0 Exploring agility in Groups & Teams Assentire Ltd © 2016
  3. 3. © Assentire Ltd Innovationaudit.net Assentire Ltd © 2016
  4. 4. Why has the Innovation Audit been created? In a fast changing and increasingly complex world, it is those teams that are agile and unafraid to try new ideas (to trip and learn) that will be most effective. Those able to flex and change quickly as the market requires, without losing cohesion and strategic direction will be the teams that lead the way. In order for this potentially different way of thinking & working to be most effective, the context in which the team operates needs to be supportive. To maximise this potential, the team and organisation need to be aligned and be able to work in both a high performance and a learning environment. Assentire Ltd © 2016
  5. 5. How has it been developed? The Innovation Audit has been created following extensive research into ‘resistance to change’, investigation into effective group behaviours and the development of two further frameworks, the Organisational Eco-cycle and the Grow Through Change (GTC) framework. Consider where you are now & your past What is your position on the Organisational Eco-cycle shown on the facing page? This directly impacts the thinking and actions at play in your organisation today, even if you are not aware of the fact. Maintaining the holistic view Now it is time to place the Innovation Audit into the organisational context. The GTC framework illustrated on the following spread details the underpinning factors that came out of our research. The Innovation Audit is paying attention to the lower half of the GTC framework. Assentire Ltd © 2016
  6. 6. 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? Eco-cycle Framework Are you familiar with these styles of thinking? Emergent, Rational & Constrained Where would you place your Organisation in the Eco-cycle? Where would you place your Group in this Eco-cycle? Assentire Ltd © 2016
  7. 7. Keeping mindful of these typical challenges Purpose Lack of a clear purpose. Leadership Low awareness of Individual Transition. Different Mind-sets perceived different realities. Managing Change & Performance Staff involvement, Tipping Point, Assimilation capacity and Change-cycle. Intra & Inter Group Dynamics Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view ‘Group-Think’. Motivation Self-determination Theory (SDT) Purpose, Mastery, Autonomy. What drives us to do what we do. Personal Dynamics Fear of failure, Personal ‘ROI’, conflict with an individual’s ‘System’ and/or career objectives. Communicating Change & Performance Appropriate Process and Content. Culture Low trust in the team and/or leadership, limited ‘business management/soft skills’ awareness in the leadership, inadequate support provided. Taking care of ‘sins of the past’ 1 2 3 4 5 6 8 7 Assentire Ltd © 2016
  8. 8. Leadership Motivation CommunicatingChange &Performance Intra&Inter GroupDynamics ManagingChange &Performance Personal Dynamics Culture Purpose Assentire© Assentire® - GTC Audit 1 2 37 46 5 8 The Grow Through Change (GTC) framework Assentire Ltd © 2016
  9. 9. The theory behind the Innovation Audit 2.0 Alongside the insight from Assentire’s research and extensive behavioural exploration, two models have influenced the design of this tool. These are the Unilateral Control and Mutual Learning Models developed by C Argyris, D Schön & R Schwarz combined with the organisational perspective of Self- Determination Theory (SDT) by D Stone, E Deci and R Ryan. On the image on the facing page, the semicircles (the upper & lower halves of the circle) each have eight items, exploring the behaviours being experienced within the group or team. When the lower semicircle scores dominate, the group will be experiencing greater controlling behaviours. When the upper semicircle scores dominate, the group will be experiencing greater learning behaviours. Greater learning behaviours will directly support a more agile group or team. What type of Group Dynamic does your organisation need? Assentire Ltd © 2016
  10. 10. Reflecting on Group Dynamics Consider the upper and lower semicircle 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 Assentire Ltd © 2016
  11. 11. Assentire Ltd © 2016
  12. 12. Innovation Audit 2.0 T Assentire Ltd © 2016
  13. 13. What is to be gained by completing the Audit? • An understanding of the Group Dynamic and the Environment Dynamic. • Recognise what combination of group member perceptions you have: Individualist, Performers, Innovators or Innovators that Perform • Is this combination appropriate for your current context and need or could it be beneficial to shift to another quadrant? Outcome You will establish a common language to discuss the invisible dynamics in play. You will be able to decide what type of group you need as you grow. Whilst this tool can be used as a standalone intervention and create immediate insight to start discussions & reflections, it will deliver greater impact when considered alongside the GTC framework & the Eco-cycle. Assentire Ltd © 2016
  14. 14. Time is important This version focuses on the ‘here and now’. Alternative versions can be created to explore the past and what is needed for the future. By better understanding where we have come from, where we are now and where we want to go to, the likelihood of understanding what is really needed to make a transition successful is more likely to emerge. Completing this Innovation Audit This questionnaire represents an ideal opportunity to share how your Team or Group experiences itself on a day-to-day basis. The questions are structured to explore each individual’s perceptions of the group’s performance as well as the character of the organisation in which the group works. Assentire Ltd © 2016
  15. 15. 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 see this all the time. (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. Enhanced work-life quality Over time, I have seen the quality of working life improve. A = Average of above values A. Exploring The Learning Dynamic Score in terms of your experience of the Group. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree Assentire Ltd © 2016
  16. 16. Many viewsCollective Ask Collaborate Open Trust Understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 The Learning Dynamic Shade each segment to represent your score for each item. Assentire Ltd © 2016
  17. 17. 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. Degraded work-life quality Over time, I have seen the quality of working life decline. B = Average of above values B. Exploring The Control Dynamic Score in terms of your experience of the Group. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree Assentire Ltd © 2016
  18. 18. The Control Dynamic Shade each segment to represent your score for each item. One view Individual Tell ManipulateClosed M istrust Mis- understand Degraded Work-life Quality Enhanced Work-life Quality 0 5 1010 5 Assentire Ltd © 2016
  19. 19. 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. (C) Development Talent is developed and knowledge shared to enhance competency and autonomy. (C) Monitoring Monitoring and support is integrated at all times for all group members. (CC) Support There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary. (CC) Culture People actively look for conflict of interests without judgements or blame and negotiate any changes. (TP) 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 organisational intelligence. They don’t assume everyone is always resistant to change. (TP) C = Average of above values C. Exploring The Environment Dynamic Considering the wider ‘context’ in which the Group operates. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree Assentire Ltd © 2016
  20. 20. Exploring The Environment Dynamic Shade each segment to represent your score for each item. Collaboration Comms Choice Feedback Change Support Culture Development Motivation M onitor Assentire Ltd © 2016
  21. 21. Group Alignment Plot Plotting Your Scores.Post-It notes here Post-It notes here Environment Dynamic = C GroupDynamic=(A-B+10)/2 0 105 5 10 Agile Individualists Agile Collectivists CollectivistsIndividualists Assentire Ltd © 2016
  22. 22. Once you have completed the questionnaire, calculated and plot the score on the Group Alignment Plot. You will be able to confirm what type of group you have through the perceptions of those within the team or group. Gaining different perspectives Other ways the Innovation Audit 2.0 can be used. • If you have a large number of contributors, you may want to take advantage of the online profile • There are a number of resources available for Facilitators, Coaches, L&D and OD professionals • There are Card exercises, complemented by Posters, all used to capture what is in play in any group setting The Outcome For the group to know what it wants to adjust and have a sense of how it will take ACTION to benefit all concerned. Assentire Ltd © 2016
  23. 23. About Assentire Our overall approach enables facilitators to develop individual pathways for their own clients, designed for use in a flexible yet systematic way. This in turn enables facilitators to engage pro actively in the Return-on-Investment (ROI) discussion that so often creates a challenge for those wanting to commission developmental support for their staff. Director of Assentire Ltd. Rod Willis rod.willis@assentire.net +44(0) 7788 457 202 www.assentire.net
  24. 24. For more information on how to obtain your own Facilitator Guide, Participant Workbooks, Experimental Cards, Clean Language Cards, and more than 15 different Posters, just follow the link below. InnovationAudit.net Site dedicated to the Innovation Audit 2.0 Assentire Ltd © 2016
  25. 25. Assentire Ltd © 2016 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 Ind ivi du al Te ll Manip ulateClosed Mi str us t Mi s- un de rst an d Degrad ed Work- life Quality Enhanc ed Work-l ife 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 Co lle cti ve As k Collab orate Open Tru st Un de rst an d Degrad ed Work- life Quality Enhanc ed Work-l ife 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 CommunicatingChan ge &Perform an ce Intra&Inter GroupDyn am ics Man ag ingChan ge &Perform an ce Perso nal Dyn am ics 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 Individu al Ask Te ll Collaborate Manipulate Open Closed Trus t M istrus t Und erstan d Mis- un de rstand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net Sample A1 Poster
  26. 26. GROUP Dynamics Consensus 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. 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 Before Now Future Future Future Future Assentire Ltd © 2016 Sample A1 Poster
  27. 27. 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 Co lle ctive Individu al As k Te ll Collaborate Manipulate Open Closed Trus t M ist ru st Und erstan d Mis- un de rstand Degraded Work-life Quality Enhanced Work-life Quality © Assentire Ltd Innovationaudit.net Environment Dynamic Collaboration Com ms Choice Feedback Change Support Cultu re Development Motivation M onitor Environment Dynamic © Assentire Ltd Innovationaudit.net Organisational Context Organisational Context Leadership Motivation Co mmun icatingCh an ge &Pe rforman ce Intra&Inter Group Dyn am ics Man ag ingCh an ge &Pe rforman ce Pe rson al Dyn am ics 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 Assentire Ltd © 2016 Sample A1 Poster
  28. 28. Assentire Ltd © 2016
  29. 29. Published by Assentire Ltd © 2016

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