Here are some questions to guide your discussion: - What challenges did you face in aligning interests? - How did you navigate conflicting priorities? - What helped/hindered effective collaboration? - What lessons can you take for managing complexity? Discuss for 15 minutes. The Spaghetti Tower - Key Takeaways As a large group:  What are the key insights you gained from this exercise about: - Managing complexity - Aligning interests in complex environments - Collaboration across conflicting priorities  How can these insights help you be more effective managers at NICE? Discuss for 15 minutes. Share 2 key takeaways each

2. ‘MAKING COMPLEXITY SIMPLE’
Introduction

3. The Network Starts Here and Now – Business Card
 Use the business card to present yourselves now & during breaks
My Business Card
Future Managerial Challenges:
My Name:
Field of Expertise:
Things I have that add value to the individuals and
the group:
Professional Experience:
Things I would like to gain from the individuals and
Current Managerial Challenges:
the group:
Other relevant information about myself:

4. Objectives
Know the Game
 Map NICE’s organizational complexity and its implications on MOM’s role
 Align to grow - expand MOM’s broad organizational perspective by
learning from colleagues from different units at NICE
Play the Game
 Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally
Like the Game
 Establish a mindset that supports proactive and effective
management in a global and complex environment

5. Rationale
This module’s structure:
Network Assessment Tool
Influence and Impact Tool
Touch Point Management Tool

6. Schedule
Time Content
1 hr. and 45 min ‘Making Complexity Simple’ - Introduction
15 min Coffee Break
90 min 'Connecting the Dots' - Network Assessment Process
1 hr. Lunch Break
1 hr. and 20 min ‘Make a Difference’ - Influence and Impact
10 min Coffee Break
1 hr. and 30 min 'Keeping Up the Rhythm' – Touch Point Management
30 min Putting it All Together

7. Where Complexity Happens?
Complexity is a chain reaction. It starts on the macro level and is reflected all
the way down to the individual level
Individual
7

8. Why is Complexity So Complex?
Cross-work: global,
cross units, cross function,
Project-oriented work Virtual management cross projects, etc.
& and remote work
Economy Levels & types of
Work life-balance competition
Multi-tasking
and all
-Super multi same
at the
tasking environment
time… Players
Cultural diversity
Different time zones Customer’s
needs & expectations
Matrix structure
Multi-skills Markets
Technologies

9. What is Complexity at NICE?
NICE managers said
From Start-Up to  Too many changes…
a Global Grown Up  Changes not (fast) enough…
 Implementation of corporate standards
and processes
 Still in start-up mode
 It’s personal
 Varied or undefined work processes
 Work around existing work processes

10. What is Complexity at NICE?
NICE managers said
From Start-Up to  Multitude of touch points
a Global Grown Up  Multiple perceptions of strategy and how to
execute it
Cross Work  Multiple priorities, objectives and processes
 Multiple organizational cultures (also due to
M&As)

11. What is Complexity at NICE?
NICE managers said
From Start-Up to  Extreme multi-tasking
a Global Grown Up  Workload
 A constant need to reevaluate and change
Cross-Work prioritization
An abundance
of stimulus and
contradictions

12. Effectiveness in a Complex Environment
Key Success Factors
Studies show that organizations that
keep work processes and work
relationships based on these 4 factors,
thrive in a complex environment Resilience
Relationships
Processes
Orientation
Global
Towards
Mindset
Collaboration
Systemization

13. Effectiveness in a Complex Environment
Resilience – Individuals & Organization
 Individual:
An ability to contain and cope with complexity, stress, contradiction,
Resilience
adversity and constant change
 Organizational:
 Employment, development and promotion of resilient people
 Organizational environment that includes people and processes
serving as “islands of stability”
 Human and technological support systems

14. Effectiveness in a Complex Environment
Orientation Towards Collaboration
 Collaboration-oriented organizational culture and individuals
 Work processes create conditions for collaboration
 Reward and recognition system promotes collaboration
Orientation
Towards
Collaboration

15. Effectiveness in a Complex Environment
Systemization
 Balance between flexible & structured organizational systems:
work processes, infrastructures, standards, best practices and
tools
 Uniform systems across the organization
 Constant planning based on business forecasts
 Ongoing learning and improvement processes
Systemization

16. Effectiveness in a Complex Environment
Global Mindset - Organizational “Mindset”
 Globalization in organizations is the process where organizations
become integrated through a global network of communication,
work processes, etc.
Global
Mindset
Mind Shift
International Global

17. Effectiveness in a Complex Environment
Global Mindset - Individual Mindset*
 Intellectual Capital:
Global Business & Organizational Savvy
 Psychological Capital:
Quest for Adventure
Global
Mindset
 Social Capital:
Intercultural sensitivity & Interpersonal impact
*Excerpt from Thunderbird University

18. The NICE Managerial Core Competency Model
Info
Customer & People
Market Impact Leadership
Broad Effectiveness
Perspective in a Complex
Environment
Enabling Global
Change Mindset
Effectiveness in a Complex Environment is more than a single competency,
it is the balance between all competencies

19. Bottom Line
Info
Keep it
Simple
Complexity is
not a Bug;
it’s
a Feature

20. The Spaghetti Tower - Exercise
Objectives:
 Build a tower using spaghetti that
 Stands on its own
 Does not lay flat
 Get the team bonus
Time: 18 Min

21. The Spaghetti Tower - Final Score
Group Group Bonus Red Blue Yellow Green
Approval by Red Manager Most stable tower Highest tower Least Spaghetti Group Bonus +
Stability +Height+
Least Spaghetti
1
2
3
4

22. The Spaghetti Tower - Interests and Red Lines
 Based on your experience during the exercise, determine
 What were the other managers interests?
 What were the other managers “red lines”?
Manager Personal Interests “Red Lines”
Red
Blue
Yellow
Green
individual
Assignment 8

23. The Spaghetti Tower - Team Discussions
In your teams:
 Share your experience during the exercise – how did it feel to work in a
team with conflicting interests?
 Share how you perceived each other’s interests and “red lines” in the game
 Share how you tried to overcome conflicting interests - which strategies
were effective/ineffective?
 Consider the observers’ insights
Team
Assignment

24. The Spaghetti Tower - Plenum Discussion
In the plenum:
 Present 2-3 main team insights for dealing with conflicting interests
 How does the situation you dealt with resemble your work as an MOM?
 What can you apply to your daily work as a manager at NICE?

25. Bottom Line
In any given situation at work, the manager’s role is more than
just ‘building the tower.’ It’s ‘connecting the dots’
Reading the map of conflicting and common interests
Dealing effectively with conflicting interests

26. ‘Connecting the Dots’ in this Module
This module’s building blocks:
Network Assessment Tool
Self Awareness
Peer Learning
Influence and Impact Tool
Touch Point Management Tool
A Chance to Like the Game

27. COFFEE BREAK

28. 'CONNECTING THE DOTS'
Network Assessment Process

29. Network Management - WIIFM
Research shows that it’s not the size of your network,
it’s the nature and quality of its connections and how well
aligned they are with your interests that predict:
 High Performance
 Personal and Professional Development
 Empowerment

30. Network Assessment Process
What’s It Good For?
Know the Game
 Map NICE’s organizational complexity and its implications on MOM’s role
 Align to grow - expand MOM’s broad organizational perspective by
learning from colleagues from different units at NICE
 Understand the strategic value of systematic mapping and management of
stakeholders
 Understand your individual network and observe its patterns
(including the less obvious ones)
 Analyze your personal network and alert its weaknesses and opportunities
 Develop self-awareness about “auto-pilots” (patterns) and “blind spots” (patterns I’m
not aware of)

31. Network Assessment Process
1 Map &
Characterize
3
the People in
the Network Review Gaps in
Network
2
Coverage
5
Map Network
in Light of KSF Execute Action
Plan
4 Establish an
Action Plan

32. Network Assessment Process
1 Map & Characterize
the People in the Network Step I : Map & Review the Eco-system 12
Step I : Map & Review the Eco-system
 Draw your formal organizational chart as far as your
Step II: List Top Stakeholders
touch point’s interfaces
Step III: Evaluate the Quality of
Phone a
Connections & Relationships
* You may phone-a-friend friend
Step IV: Characterize the Network
2 Map Network in Light of KSF
3 Review Gaps in Network
Coverage Management
4 Establish an Action Plan
5 Execute Action Plan
individual
Assignment

33. Network Assessment Process
1 Map & Characterize
the People in the Network Step I : Map & Review the Eco-system
Step I : Map & Review the Eco-system
Step II: List Top Stakeholders
Step III: Evaluate the Quality of
Connections & Relationships
Step IV: Characterize the Network
2 Map Network in Light of KSF
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
5 Execute Action Plan

34. Network Assessment Process
1 Map & Characterize
the People in the Network Step II : List Top Stakeholders Spreadsheet
Step I : Map & Review the Eco-system
 List the top ten most influential stakeholders in your network,
Step II: List Top Stakeholders
in terms of
 The information they provide you with
Step III: Evaluate the Quality of
Connections & Relationships
 The decisions you make
Step IV: Characterize the Network
 Your problem solving
2 Map Network in Light of KSF
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
5 Execute Action Plan

35. Network Assessment Process
1 Map & Characterize
the People in the Network
Step III : Evaluate the Quality of
Connections & Relationships Spreadsheet
Step I : Map & Review the Eco-system  For each stakeholder, assess the quality of the relationship based
on two dimensions
Step II: List Top Stakeholders
Step III: Evaluate the Quality of
High
Connections & Relationships
Step IV: Characterize the Network
2 Map Network in Light of KSF Friction
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
5 Execute Action Plan
Low
Informal Formality Formal

36. Network Assessment Process
1 Map & Characterize
the People in the Network Step IV: Characterize the Network Spreadsheet
Step I : Map & Review the Eco-system  Characterize each stakeholder according to six parameters
Step II: List Top Stakeholders
 Group
Step III: Evaluate the Quality of
Connections & Relationships  Profession
Step IV: Characterize the Network
 Orientation
2
 Acquaintance
Map Network in Light of KSF
 Hierarchy
3 Review Gaps in Network
 Proximity
Coverage
4 Establish an Action Plan
5 Execute Action Plan

37. Network Assessment Process
1 Map & Characterize
the People in the Network Step IV: Characterize the Network Spreadsheet
Step I : Map & Review the Eco-system Sample Results
Step II: List Top Stakeholders
Step III: Evaluate the Quality of
Connections & Relationships
Step IV: Characterize the Network
2 Map Network in Light of KSF
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
5 Execute Action Plan

38. Network Assessment Process
1 Map & Characterize
the People in the Network Check Point Checkpoint 15
Step I : Map & Review the Eco-system 1. Self Reflection
Review your network and determine patterns that may have an
Step II: List Top Stakeholders
impact on your current and future performance
Step III: Evaluate the Quality of
Connections & Relationships
Step IV: Characterize the Network
2. Pair Sharing & Feedback
In pairs, share your main insights from the self reflection and
2
discuss:
Map Network in Light of KSF
 Does your network reflect your comfort zone?
3
 Does your network serve your interests (current and future)?
Review Gaps in Network
Coverage  Initial thoughts about possible action
4 Establish an Action Plan
5 Execute Action Plan
Individual Pair Sharing &
Assignment Feedback

39. Network Assessment Process
1 Map & Characterize
the People in the Network Key Points
Step I : Map & Review the Eco-system  A Net of Comfort
We tend to prefer to connect to stakeholders inside our comfort
Step II: List Top Stakeholders
zone (people like us)
Step III: Evaluate the Quality of
Connections & Relationships
Step IV: Characterize the Network
 A Net of Discomfort
The connections that are outside our comfort zone are often
2
beneficial
Map Network in Light of KSF
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
5 Execute Action Plan

40. Network Assessment Process
1 Map & Characterize
the People in the Network Steps I & 2: Map Network in Light of KSF Spreadsheet
2 Map Network in Light of KSF  Step I: Establish Key Success Factors (KSF)
• Define the KSF for your role (personal, professional, NICE
Step I : Establish KSF managerial core competencies)
Step II: List Supporters
3
 Step II: List Supporters
Review Gaps in Network
Coverage • For each person in your net, determine whether he supports
you in regard to each KSF
4 Establish an Action Plan
5 Execute Action Plan

41. Network Assessment Process
1 Map & Characterize
the People in the Network Step I: Individual Review 18
2 Map Network in Light of KSF Sample Results
3 Review Gaps in Network
Coverage
Step I : Individual Review
Step II: Blind Spot Exploration
4 Establish an Action Plan
5 Execute Action Plan
 Map gaps:
 People - over-dependency/potential for leveraging
 KSF – high / low coverage
Individual
Assignment

42. Network Assessment Process
1 Map & Characterize
the People in the Network Step II: Blind Spot Exploration 19
2 Map Network in Light of KSF
3 Review Gaps in Network
Coverage
 Review each other's results and examine blind spots
 Define
Step I : Individual Review
 Well covered KSF
Step II: Blind Spot Exploration  KSF that need work
4 Establish an Action Plan
5 Execute Action Plan
Pair
Assignment

43. Network Assessment Process
1 Map & Characterize
the People in the Network ILMR 20
2 Map Network in Light of KSF
 Determine which relationships to:
3 Review Gaps in Network
Coverage
4 Establish an Action Plan
ILMR
5 Execute Action Plan
Pair
Assignment

44. Network Assessment Process
1 Map & Characterize
the People in the Network Tips for Execution 21
2 Map Network in Light of KSF  Map stakeholders according to their level of influence on your
effectiveness (current and future)
3 Review Gaps in Network
Coverage
 Proactively manage the relationships
 For each tier determine the content and frequency of
4
communication and monitor it
Establish an Action Plan
5 Execute Action Plan
Tier 3 • Strategic value for your future
Tips for Execution
• Influence important but less routine issues
Tier 2
• Can contribute to developing your network
• Linked directly to present core
Tier 1
performance

45. Network Assessment Process
1 Map & Characterize
the People in the Network Key Points
2 Map Network in Light of KSF  Network management is a core, integral part of your role as a
manager in a complex environment
3 Review Gaps in Network
Coverage
 Organizational networks will not work if maintained or used ‘on
4
demand.’ They need constant maintenance and upgrading
Establish an Action Plan
5 Execute Action Plan
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46. Network Assessment Process - Take Away
23
‘Connecting the Dots’:
1 valuable insight from the process
1 action item

47. For Further Investigation
Knowing the game is not only
about understanding who
influences you but also about
knowing who you influence
 Use the Network Assessment Process to examine your influence on
ten people
 Do you create dependency?
 Can you “be leveraged” or “initiated” by other people? 
24

48. LUNCH BREAK

49. MAKE A DIFFERENCE
Influence and Impact

50. Influence and Impact

51. Influence People, Influence Through People
The key to establishing, maintaining and leveraging your network
is your power to influence

52. Power Authority and Influence
Authority Influence
Your ability to demand that someone Your ability to shape the decisions and
else act in a certain manner under behaviors of others
agreed, predefined conditions
Sources of Power: Sources of Power:
Reward, coercion, legitimacy Expertise, identification, information
*French & Raven

53. Basic Assumptions
 Your level of influence is correlated with
your belief in your ability to influence
Assume you can influence
 Always be aware of
What’s in it for them (WIIFT)?
What’s in it for me (WIIFM)?
People are different and complex
beings. Influence is a game of
give and take

54. Influence and Impact Tool
What’s It Good For?
Play the Game
 Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally

55. Influence
Influence is the result of combining WIIFT and WIIFM in a given situation
Context
Me Others
(WIIFM?) (WIIFT?)
Me Common Interests Others
 Goals Circumstances  Interests
 Interests Timing  Decision-making style
 Red lines  Level of formality
 Sources of power  Concerns
 Currencies  Constraints
Influence

56. What’s in WIIFT/WIIFM
When looking for your trade-off currencies, study your interests and
your stakeholder’s in three dimensions:
Personal

57. What’s in WIIFT / WIIFM – The Iceberg Model
What’s in it for me and
what’s in it for them
is often found “below the
surface” - to find it you
must look for it
intentionally

58. What is Influence?

59. What’s in WIIFT / WIIFM - Investigate Interests ‘Below the Surface’
Personal & professional interests can be divided into 4 main types:
Spiritual Emotional
• Values & Ethics
• Mission • Feel meaningful
• Vision • Feel needed
• Sense of Meaning • Be a “part” of
• Social & Environmental • Feel accepted
Responsibility • Fun
• Self-perception
Currencies
Positioning Performance
• Status
• Reputation • Knowledge
• Recognition and Reward • Tools
• Acknowledgment • Support
• Visibility • Information
• Resources
• Challenge
• Success

60. Influence
Context
Me Others
(WIIFM?) (WIIFT?)
Common Interests
Circumstances
Timing
Influence

61. Influence without Authority - Exercise
Objectives Team
Assignment
 Practice the Influence and Impact Tool
 Simulate real-life influence situation
Simulation
26

62. Tips – Means of Influence
 Excel performance
 Become a source of information and know-how
 Establish a network
 Get others committed to you
 Know and use the laws, regulations & informal norms
 Generate an image of success
 Invest energy in lobbying
 Provide positive reinforcement
 Be creative and proactive

63. Bottom Line
It’s all about the attitude
 Anyone in the organization is a potential ally
 Even if it isn't working right now, there is hope
 WIIFT is liable to change over time and according to circumstances
 What you have to offer may change
 Currencies can be created and developed
 Long-term investment pays off – you can build relationships,
get to know your partners and establish
 ‘Credit’
 Obligations
 Debt

64. 'KEEPING UP THE RHYTHM'
Touch Point Management

65. Touch Point Management Tool – Preventative Medicine
Did you know…
 In traditional Chinese medicine,
patients pay their doctors
as long as they are healthy
 If they get sick, the doctor treats
them, free of charge
Why?
The Physician's primary task is to keep the patient healthy,
not cure illness

66. Touch Point Management Tool – Preventative Medicine
 Touch point management is the same…
Use it to prevent conflicts and friction and treat them if they occur

67. Touch Point Management Tool
What’s It Good For?
Play the Game
 Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally
 Building a new interface with a touch point
 Promoting an existing interface when running into difficulties
 Keeping up the rhythm - periodical “check points” to maintain interfaces

68. The T Challenge - Exercise
Objective:
 Create a T shape with 4 puzzle pieces
Time: 5 minutes

69. The T Challenge - Bottom Line
Sometimes barriers aren’t really there;
they only exist in our mind
Keep an open mind when using the touch point management
methodology - defining gaps and working on improving them
BACK

70. Managing Touch Points
Effective Relationships Effective Work Processes
 are based on mutual  meet both partners’ needs
understanding and shared goals  are effective in terms of
Relationships
NICE Work
 are perceived as team work
Processes
outcome
(not “us” and “them”)  are efficient in terms of time,
NICE
 are aware of and consider energy, overhead etc.
partners’ needs, expectations
and constraints
 are based on open and
continuous communication
 enable effective crisis
management
The touch point management tool helps you improve both
work processes and relationships

71. Touch Point Management Tool
1 Map Needs and Expectations of Touch Point
1
2
Map Gaps between Current and Desired Work
2
Processes & Relationships
3
3 Conduct Root Cause Analysis for Major Gaps
4
4 Establish Work Plan & SLA (Service Level Agreement)

72. Touch Point Management – Exercise
 The tool will be presented and applied in four stages
 Each stage will include:
 Presentation of guidelines and tips - plenum
 Application – small groups
 Summary – 'take away' and facilitator's feedback – small groups
Team
Assignment 34

73. Touch Point Management Tool - Step 1
1 Map Needs and Expectations of Touch Point 1
Objective:
Develop mutual awareness, understanding and empathy for each others’
needs, expectations and circumstances
 Define needs and expectations - what do you need and why?
 Assume your partner’s position - what are his needs and expectations?
Tips
 Starting out by working separately, each partner/team defines his needs and expectations and
then the two sides communicate
 When you listen, just listen. Don’t respond when your partner presents his needs and
expectations. Ask clarifying questions if necessary
36

74. Touch Point Management Tool - Step 2
Map Gaps between the Current and Desired
2
Work Processes & Relationships
2
Objective:
Create list of gaps in the joint work and engage in a dialogue
about the work processes and relationships
 Map the gaps between the current and desired state in:
 Work processes (incl. roles and responsibilities)
 Shared goals
 Relationships
 Outcomes
38

75. Touch Point Management Tool - Step 2
Map Gaps between the Current and Desired
2
Work Processes & Relationships
2
 Map the gaps between the current and desired state in:
 Work processes (incl. roles and responsibilities)
 Shared goals
 Relationships
 Outcomes
Tips
 Start with quick wins - if you run into gaps you disagree about – put them in a “parking lot”
for a later second-round discussion
 Don’t jump to solutions - the final outcome of this stage is a list of gaps. If solutions come up
as part of the discussion –put them in a “parking lot” as well for later discussion and go back
to defining gaps
BACK

76. Touch Point Management Tool - Step 3
3 Conduct Root Cause Analysis for Major Gaps
Objective
 Understand the root cause for major gaps (rather than symptoms)
 Investigate the reason why there is a gap between the current and 3
desired state
The 5 Whys
 Every ‘why’ relates to the answer given to the previous ‘why’:
 Why? _______________________
 Why? _______________________
 Why? _______________________
 Why? _______________________
 Why? _______________________
45

77. Touch Point Management Tool - Step 3
3 Conduct Root Cause Analysis for Major Gaps
Fishbone Diagram People: Interpersonal
Attitudes, Skills... Relationships &
Communication
3
GAP
Work
Processes & Org. Other
Procedures Structure
61

78. Touch Point Management Tool - Step 3
3 Conduct Root Cause Analysis for Major Gaps
 Investigate the reason why there is a gap between the current and
desired state
3
Tips
 Remember to focus on the root causes at this point. If solutions come to mind, put them in a
“parking lot” but don’t make them the focus!
 Think of causes that are within your realm of responsibility and influence - they are the ones
you have the power to change!
 Further investigate by using ‘WH Questions’ when necessary – what, where, when, who etc.
45

79. Touch Point Management Tool - Step 4
4 Establish Work Plan & SLA
 Determine next steps - based on the root cause analysis, what can be
done to resolve the issues discussed?
 List the solutions or "next steps" for each route cause
 Create a work plan for implementing all solutions agreed upon
 Define your SLA guidelines
4
Tips  Make sure to focus on execution. Define:
 Who is responsible for the implementation?
 implementation process?
 If needed, present the plan & SLA to top management and get its approval
 If relevant, create a communication plan for all managers/employees/other touch points
involved
50

80. Touch Point Management – Plenum Discussion
Discuss
 What surprised you during the process?
 What did you gain from the process?
 Considering the whole process:
 Define one “do,” a tip for further implementation in your reality
 Define one “don’t”, something to avoid in your reality
52

81. PUTTING IT ALL TOGETHER

82. Take Away Along the Way
 Review the KSF for effective management in a
complex environment
 Reflect on the training day and share one
take-away:
 What complexities became ‘simpler’
for you as a manager?
 One new connection you made
 What are the dots you want to connect post-training?
 Share your feedback about the training day
54