This document discusses how anticipation of political change freezes decision making for businesses and causes anxiety among the voting population. It also discusses how successful change management requires addressing how change affects people, processes, systems and technology within an organization through clear communication, defined metrics and an impactful plan. Transparency from leaders is key to helping those affected understand their role in any new direction.
The Trusted Path That Driven Big Data to Successankitbhandari32
The four D.A.T.A. questions formulated by Carsten Lund Pedersen & Thomas Ritter for big data are the following: Data, Autonomy, Technology & Accountability.
A Human Centered Design Approach to Strategic Salesforce ProjectsAdam Menzies
Users and customers alike expect consumer-grade experiences from enterprise software that is focused on achieving outcomes, not technical complexity. Summa’s Human Centered Design Practice works closely with Salesforce Delivery Teams to build implementations that focus on what users want to accomplish by using the system, in the spirit of the “jobs to be done” approach. Learn how this approach changes perspective of both customers and technical teams, and raises Salesforce projects in the specter of truly strategic initiatives within organizations.
The Trusted Path That Driven Big Data to Successankitbhandari32
The four D.A.T.A. questions formulated by Carsten Lund Pedersen & Thomas Ritter for big data are the following: Data, Autonomy, Technology & Accountability.
A Human Centered Design Approach to Strategic Salesforce ProjectsAdam Menzies
Users and customers alike expect consumer-grade experiences from enterprise software that is focused on achieving outcomes, not technical complexity. Summa’s Human Centered Design Practice works closely with Salesforce Delivery Teams to build implementations that focus on what users want to accomplish by using the system, in the spirit of the “jobs to be done” approach. Learn how this approach changes perspective of both customers and technical teams, and raises Salesforce projects in the specter of truly strategic initiatives within organizations.
Today’s leaders are poorly served by conventional management theories and practices. Instead of helping executives manage the growing complexity of business, the supposed solutions only seem to make things worse. A new book from BCG outlines a better approach to managing complexity. The approach is called smart simplicity, and it hinges on six simple rules.
Millennials are not waiting for you to get your act together... If your processes and tools and communication are not simple and fast... They'll make them so, without you!
Small Business Decision Analysis: A View from the TrenchesRobert Brown
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
Information on how companies and tax exempt organizations can leverage technology and other tools to enhance the level and effectiveness of internal communications - Tate Tryon CPA s- Nonprofit CPA Firm.
The Evolution of the Intranet: Creating a Culture of CollaborationC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect and engage with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, we'll tackle these questions and more, taking an in-depth look into why collaboration projects fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
Collab365 2015 - The 7 Deadly Sins of SharePointC5 Insight
60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
This session takes off the gloves and delivers an open discussion of why SharePoint and collaboration projects fail – and how to successfully recover. Better yet, you will learn how to set yourself up for success from the start!
Watch this session if your organization is contemplating a new project leveraging SharePoint, migrating to a new version of SharePoint, or needs to recover from a problematic implementation.
In addition, the presenter will share 3 specific, real-world cases of failed projects – and how those projects were successfully turned around to deliver a successful project with broad user adoption.
You will learn :
1. The latest stats on SharePoint and collaboration failures
2. Deadly sins to avoid on every project
3. What other organizations are doing wrong that is leading to failed projects
4. Practical habits to prevent project failures
5. 3 real-world case studies on customers who recovered from failed projects
Failure to Connect: Why You're Not Getting More From SharePointC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools and technology are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations?
In this session, we will tackle these questions and more, taking an in-depth look into why collaboration tools such as SharePoint fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build a lasting culture of collaboration.
Building a Better Intranet: Moving From Frustration to Effective CollaborationC5 Insight
It's a fact: the way we work is changing. As our digital tools grow rapidly and become more sophisticated, are we really better off? Is an Intranet still relevant in today’s digital world? If so, then why do 60-80% of organizations that try to implement Intranets and other social collaboration initiatives continue to struggle with their effectiveness?
In this session, learn not only how the Intranet, but our users have evolved over time, and see how small changes in your approach can yield huge returns on your Intranet investment. In addition, learn the overarching themes that cause organizations to struggle with their Intranet, and get 10 practical tips that you can begin to implement today.
At the end of the day, organizations don't care about Intranets - they care about results - and this session will show you how to (re)shape your Intranet so that it delivers enhanced user adoption, improved employee engagement, increased productivity, and a lasting changing within your organization.
Will Your Team Make or Break Your Project?
Current studies indicate that 97% of all projects fail to meet their time, budget, and delivery goals. And if the truth be known, it’s not for technical reasons that most of these projects are failing, but rather because of people problems. As a manager, your ability to select and engage the right team members is the most important part of your job. Get it wrong and you really will have failure on your hands.
Joe Kolinger reveals “5 Keys to Building a Great Team” using a widely accessible tool, together with a proven process to help build great teams that perform with excellence. This is fully sponsored by OfficeWork Software and Kolinger Associates.
Access OfficeWork Software’s web seminar "5 Keys to Building a Great Team"
This presentation addresses 5 of the frequently overlooked keys to getting the right team in place to make your project a success. Learn how to assess and overcome the top issues plaguing project teams:
1. Warning signs you have the wrong people assigned
2. Unclear, ‘squishy’ understanding of roles and responsibilities
3. Casual indifference to the project’s success
4. Chronic interruptions to progress from the sponsor, other projects and operational work
5. Lack of communication tools that help members easily identify and contact the right people to resolve problems
Hey - So what if you have the ‘perfect’ project plan and your sponsors have endorsed your initiative? Unless you have the right team, effectively engaged your project is doomed! Attend this FREE webinar and learn how to spot and fix problems with your team structure before they derail your well-laid project plans.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
Today’s leaders are poorly served by conventional management theories and practices. Instead of helping executives manage the growing complexity of business, the supposed solutions only seem to make things worse. A new book from BCG outlines a better approach to managing complexity. The approach is called smart simplicity, and it hinges on six simple rules.
Millennials are not waiting for you to get your act together... If your processes and tools and communication are not simple and fast... They'll make them so, without you!
Small Business Decision Analysis: A View from the TrenchesRobert Brown
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
Information on how companies and tax exempt organizations can leverage technology and other tools to enhance the level and effectiveness of internal communications - Tate Tryon CPA s- Nonprofit CPA Firm.
The Evolution of the Intranet: Creating a Culture of CollaborationC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect and engage with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, we'll tackle these questions and more, taking an in-depth look into why collaboration projects fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
Collab365 2015 - The 7 Deadly Sins of SharePointC5 Insight
60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
This session takes off the gloves and delivers an open discussion of why SharePoint and collaboration projects fail – and how to successfully recover. Better yet, you will learn how to set yourself up for success from the start!
Watch this session if your organization is contemplating a new project leveraging SharePoint, migrating to a new version of SharePoint, or needs to recover from a problematic implementation.
In addition, the presenter will share 3 specific, real-world cases of failed projects – and how those projects were successfully turned around to deliver a successful project with broad user adoption.
You will learn :
1. The latest stats on SharePoint and collaboration failures
2. Deadly sins to avoid on every project
3. What other organizations are doing wrong that is leading to failed projects
4. Practical habits to prevent project failures
5. 3 real-world case studies on customers who recovered from failed projects
Failure to Connect: Why You're Not Getting More From SharePointC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools and technology are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations?
In this session, we will tackle these questions and more, taking an in-depth look into why collaboration tools such as SharePoint fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build a lasting culture of collaboration.
Building a Better Intranet: Moving From Frustration to Effective CollaborationC5 Insight
It's a fact: the way we work is changing. As our digital tools grow rapidly and become more sophisticated, are we really better off? Is an Intranet still relevant in today’s digital world? If so, then why do 60-80% of organizations that try to implement Intranets and other social collaboration initiatives continue to struggle with their effectiveness?
In this session, learn not only how the Intranet, but our users have evolved over time, and see how small changes in your approach can yield huge returns on your Intranet investment. In addition, learn the overarching themes that cause organizations to struggle with their Intranet, and get 10 practical tips that you can begin to implement today.
At the end of the day, organizations don't care about Intranets - they care about results - and this session will show you how to (re)shape your Intranet so that it delivers enhanced user adoption, improved employee engagement, increased productivity, and a lasting changing within your organization.
Will Your Team Make or Break Your Project?
Current studies indicate that 97% of all projects fail to meet their time, budget, and delivery goals. And if the truth be known, it’s not for technical reasons that most of these projects are failing, but rather because of people problems. As a manager, your ability to select and engage the right team members is the most important part of your job. Get it wrong and you really will have failure on your hands.
Joe Kolinger reveals “5 Keys to Building a Great Team” using a widely accessible tool, together with a proven process to help build great teams that perform with excellence. This is fully sponsored by OfficeWork Software and Kolinger Associates.
Access OfficeWork Software’s web seminar "5 Keys to Building a Great Team"
This presentation addresses 5 of the frequently overlooked keys to getting the right team in place to make your project a success. Learn how to assess and overcome the top issues plaguing project teams:
1. Warning signs you have the wrong people assigned
2. Unclear, ‘squishy’ understanding of roles and responsibilities
3. Casual indifference to the project’s success
4. Chronic interruptions to progress from the sponsor, other projects and operational work
5. Lack of communication tools that help members easily identify and contact the right people to resolve problems
Hey - So what if you have the ‘perfect’ project plan and your sponsors have endorsed your initiative? Unless you have the right team, effectively engaged your project is doomed! Attend this FREE webinar and learn how to spot and fix problems with your team structure before they derail your well-laid project plans.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
DISCUSSION 1Assignment DetailsThis assignment has 4 pahuttenangela
DISCUSSION 1
Assignment Details
This assignment has 4 parts:
The Nominal Group Technique (NGT) is a common method of group decision making. The group members will meet to discuss their ideas and all parts of the problem and possible solutions and then the voting is done privately.
How can the NGT be a valuable tool for group decision making?
What possible outcomes will result from using the NGT method? How do these outcomes differ from those that could occur if the members voted while all together?
How can technology be integrated into the NGT to allow multi-site groups to work together?
Describe how the NGT can aid in the organizational change process.
Your assignment will be graded in accordance with the following criteria. Click
here
to view the grading rubric.
REPLY 1
Nominal Group Technique (NGT) is a beneficial and valuable tool to use when you are dealing with a group of individuals to solve an issue and some of them are too vocal and others are shy or do not want to rock the boat by having an opposite opinion (ASQ, 2019).
A group devised discussion that leads to possible solutions that the employees put input into. There would be more conflict if everyone voted together especially if ties are created and deciding votes swing one way or the other opposite either opposing groups (Community Development, n.d.).
When incorporating technology into multiple site NGT you can have every site put input into the problem at hand to get a larger options pool. Having all the sites work on the issues will increase the adaptability to the decision made since all the employees had input into it. We use Skype at work for a lot of offsite meetings.
When using the employees past experience’s and using them to help solve the problem, you engage the employees into the change that needs to be made and this will make it easier to implement.
REPLY 2
Nominal Group Technique (NGT) is a structured method for group brainstorming that encourages contributions from all members through anonymity. As dynamic teams may be comprised of individuals from differing backgrounds, strengths, and weaknesses, it is crucial that all members can contribute equally. The benefit to NGT is that the tendency that social dynamics has to influence others is removed from the decision-making process
(
Editorial Board
,
2014).
The NGT method allows all participants to present their alternative ideas on an equal and flat format, allowing everyone to prioritize all suggested solutions and vote on them privately. Similar types of brainstorming sessions that are not conducted per the nominal group technique can influence others into not participating in the same way, or immediately siding with other’s ideas as an effect of social pressure. People that have introverted tendencies assume the position that the business will take care of itself as well as surrounding conditions without the need to speak for themselves. NGT forces participation without shocki ...
Human Factor of Technology Deployment - Accellos & Columbia Colstor IARW-WFLOaccellosinc
Presentation on The Human Factor of Technology Deployment - Driving Value through Partnership and Organizational Change Management by Joe Couto of Accellos and Blake Barthlemess of Columbia Colstor given at the 123rd IARW-WFLO Convention and Expo 2014
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
Jan 31st 2019 presentation to the Seattle Risk Management Association. Overview of how blockchain impacts the world of financial services and where the key touchpoints are for backing. Removing double spend and the middleman.
Presentation to Legislative Committee on Economic Development & International...LERNER Consulting
A brief presentation and overview to the Washington State Legislative Committee on Economic Development & International Relation. Identity the low-hanging fruit for the state it lead in specific blockchain initiatives such as Supply Chain
Presented at the University of Washington CoMotion. Lawrence discusses the aspects of modern leadership for entrepreneurs and others. What the qualities and what should you consider as your leadership as the journey you take with others.
The every day question that comes to me. "Is this a hammer in search of a nail?" #Blockchain has evolved and is in use with real-world use cases.
Every week I speak to three to five assorted banks and enterprises about practical applications that I'm helping them implement. The separation from #bitcoin has allowed for growth and investment in this latest edge technology.
Change is more difficult in today's environment. Companies are under great levels of inspection and have diverse generations of Milennials, Gen X and Boomers. This overview takes business leaders through key points that must be addressed by all stakeholders and staff.
Seattle Biz-Tech Summit 10-2015 CyberSecurity and the BoardLERNER Consulting
Today every company is an IT company. They have valuable data and technology assets regardless of the industry. Cyber attacks can come from all sectors. Boards and Executive teams are now being held accountable for preparation and action plans. Five steps for the Board
Alternative payment methods 03 2015 LERNER ConsultingLERNER Consulting
Pre-pay is not new. Punch cards, stored value have been in Retail for decades. The landscape has changed due to technology and globalization. With the rise of newer payment scenarios such as Uber, merchants, banks and others responsible for forms of money transmission are seeing new and disruptive models. Adopters in the fast late will gain advantages, while slow and steady goers will find the toll road not to their liking.
Block Chain as a Platform February 2015 - LERNER ConsultingLERNER Consulting
Block chains are part of the underlying infrastructure for Bitcoins. They are the accounting portion of the bitcoin ecosystem. The art of the possible for block chains is to use them for a larger ledger systems.
Any digital centralized registry (e.g., health records) can be made a part of the block chain system. Much like public and private cloud infrastructure has arisen, block chain as a platform is an emerging opportunity for entrepreneurs and innovator.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The Parable of the Pipeline a book every new businessman or business student ...
Five phases of change management
1. 1
Businesses freeze their own change activities uncertain of how the newly elected
(incumbent or not) president will drive the economy, foreign relations or other
government investments. Secondly the voting population becomes anxious around
the same issues. Debate happens around the dinner, coffee houses and favored
bars. Much dialogue follows but how often are people’s opinions actually changed
by all this political socialization? Experts agree that family, schools and other
spheres of authority have some influence on how Americans decide to vote1.
However today’s American voter is continuously rethinking his or her opinion
against the past and rarely do they change their deep-rooted opinions based on
opinions around them. It’s the message from the leaders (candidates) that
influence them. According to Pew Research2 of those of those who voted in the
2008 election 67% were most influenced by live Presidential debates.
Elections are a massive change event-affecting people with diverse perspectives,
mobilizing activists and other policy/process organizations that cost tens of
millions of dollars. Every enterprise will recognize common elements from the
election theme. Enterprises begin change events both big and small.
Too often there is much activity with little effect on the key areas that must be
addressed. People, process, systems and technology (in that order) are the poles
around which all Planning and execution occur. By addressing these five areas
and defining key measures you will have a more impactful and lasting change
management program.
People
“Bad decisions can be reversed, slow decisions sow doubt.” How change affects
the people in an organization is the most overlooked portion of change
management. Often those in the roles closest to execution are the last know what
is happening with transparency, accuracy and clarity. This leads to speculation,
rumors (“I don’t know what’s happening but what I hear isn’t good”) and a
It’s the anticipation of the election of a new leader for the
nation. Anticipation of change has two profound effects.
It freezes decision making for large public and private
policy decisions.
Every four years, the United
States faces substantial change.
Lawrence Lerner Business Consulting October 2012
Identifying the fundamental
motivators within an organization
requires time and discipline.
Through Constructive Disruption
we identify the pieces and re-
assemble them in new and
beneficial ways.
The first step of Constructive
Disruption is Uncover. Discover
the need and problem statement
without attempting to understand.
To begin to understand you must
have some basic understanding
of the change problem. As with
all communication, a common
vocabulary is required.
During this phase it’s important to
collect without making judgments
or assessments. The subject
matter collected, just is as is. It’s
not even important if it’s true or
not. It what the end user believes
is true. At the end of the phase,
organize or catalogue the
information based on your
experience or best estimate. You
can refine later.
Uncover via Constructive
Disruption
Phases of Successful
Change Management
2. 2
2
demotivated workforce.
There is also an element of WIFM (What’s in it for Me?)
that must always be overcome. Change may be the New
Normal but it doesn’t always mean people accept it
willingly. As the change process begins people look for
their place and how they maintain relevancy in the new
order.
Key to people change is the development of a
communication strategy with specific themes that
describe the change and why it is happening. Themes
must be aligned with your core measurements of the
program.
“Automating fabrication processes in the plants enables
you to be more adaptive and responsive to market
changes. You are gaining responsibility because you are
closest to the customer.”
Enterprises want those these to be unambiguous and be
reinforced in the communications
plan as well as training and role
definition/redefinition. It’s
important to take an inventory of
people, their skills and desire to
enable change. We call this “Skill
vs. Will.” Knowing who your
natural Change Agents are will
enable the program drive lasting
impact more quickly. The rest can be guided to the right
course of action or moved into a more appropriate role.
Erik Arnold Chief Information Officer at Path, the Seattle
based international nonprofit organization that
transforms global health through innovation, is someone
who drives change that affects lives globally.
“I believe that no matter the discipline, no initiative will be
successful if it’s not accepted and adopted by all
involved. You have to take the time to manage change to
realize benefits in any efficient way. For me, a successful
change management plan focuses on impact to people,
processes, and policies first. Early on it must identify and
mitigate the areas of resistance to change. I find that it
helps to partner the innovators and early adopters with
some of the identified resistors and laggards early in the
process to execute the plan together.”
Process
Before you begin change, can you map the current way of
doing things to the specific interactions of business, your
computer systems and people’s roles? Taking a process
inventory and illustrating is the first step in change. From
there you can measure the impact and define how the
process impacts all of the individual components.
Defining a process map from the very highest level down
to work instructions give people a starting point. From
3
there, the change journey becomes much easier.
Understanding the present state and how it touches the
enterprise allows the change team to begin mapping
future processes with clarity.
Process maps allow change agents to define the
interactions with detail. This detail translates to actions
and data that is managed and defines how the whole
system interacts. Well-defined and documented
processes are essential for the execution and
understanding.
Systems
Computer systems increasingly play a role in every part
of business life today. Systems are no longer monolithic
or limited to the four walls of the data center. They are
part of the business ecosystem. New or revised systems
are often the catalyst for change and change
management journeys. As we evolve to increasingly
connected businesses the systems that supported the
enterprise must change too. Many forces are at work
when a system changes. The stakeholders look to
improve the dynamics of the way the system processes,
gathers and interacts with other systems and people.
Additionally stakeholders may take this as an opportunity
to fundamentally change the way the system’s core
processes affect the business.
If we compare the way in which product fulfillment, the
way goods are shipped and delivered, today vs. just five
years ago things are very different. In my house, we
check to see if something is available as “[Amazon]
Prime3” as a key-deciding factor in the purchase.
Technology
In the past changes to technology were mostly about
improving scale (faster, bigger, more responsive).
Today’s underlying technology breaks the “normal” way
of doing things at a dizzying speed that often has large
enterprises, which need to make significant investments,
putting technical change on hold for a few years. They
Continued…
“I believe that no
matter the discipline,
no initiative will be
successful if it’s not
accepted and adopted
by all involved.”
-Erik Arnold, CIO at Path
3. 3
`
4
are then caught in the dilemma of being accused of not “future proofing” or overspending on the latest technical
fad (remember how bots and avatars where going to do all of our online purchases for us?). There is even a
solution for that problem with Cloud based ecosystems starting to emerge.
Changes to the fundamental technology require an enterprise roadmap that merges business need with technical
planning.
Planning
Keeping change alive and on track is more difficult than simply stating the goal. It may seem counterintuitive but
change is not self-sustaining. A plan that is equal parts roadmap, process, technology and systems with well-
developed communication themes is necessary. It needs to be nurtured with active support and management
guidance. If that weren’t the case, incumbents would always be re-elected.
Take the time to do your journey planning first and completely. While there may be detours in the road, a well
thought out plan helps.
• Create a set of themed communications and have all of your plans driven from there
• From those themes identify five key metrics to judge success. If you cannot do that you will never know
how close you are to journey’s end
• Today’s employees use many modes of communication! Mirror them with websites, brown bag lunches,
FAQs and internal tweet-of-the-day
• Identify different stakeholder and ‘at-risk’ groups and develop tailored messages
o All stakeholders must have “a seat at the table.” Ensure you know who they are
Recap
Leaders must provide transparency and clear direction for change to succeed. As with an election the people
affected by change look for leaders to provide clarity of their place in the New Normal. Some thoughts:
• Be transparent
• Bad decisions can be reversed, slow decisions sow doubt
• Of perfection, there is no end
• Mean what you say, say what you mean
1 Wagner.Edu “Family political views”
2 PewResearch.org “67% - Most Say Presidential Debates Influence Their Vote”
3 See Amazon’s Prime service http://www.amazon.com/gp/prime
4. 4
For more than 20 years LLBC has brought the principles of Constructive
Disruption to the world’s top brands. The results have been growth and
transformation supporting the needs of change agents and companies seeking
to grow. Our trademark whiteboard sessions and engaging style are the first
step in the discovery process.
Hands on technical expertise and thought leadership have delivered leading
edge technologies including social media, mobility and payment systems.
Domain and industry skills include digital strategy, ecommerce, Retail, Life
Sciences, Healthcare and Media/Entertainment.
Engineering Opportunity
Through Change
Lawrence I Lerner
Direct: +1.630.248.0663 Email: Info@RevolutionaryInnovator.com Follow us on Twitter: @RevInnovator
http://www.revolutionaryinnovator.com