Organization Development by Mike Cardus Impact Story

Mike Cardus :: www.MikeCardus.com

CAPACITY BUILDING
Value Proposition Statements using data
Infrastructure development

“…organizational structure, accountability systems,
and working relationships are somewhat boring. It
is much more exciting to focus on influencing the
hearts and minds of people (leadership?)…So the
quest for magical charisma goes on. As a result of
this thinking, the efforts at improving performance
in today’s organizations are never going to be as
successful as they could be.” – Stephen D. Clement

To help organizations change how they think and how they work
within this shifting environment, the Health Foundation for Western &
Central New York partnered with The Peter and Elizabeth C. Tower
Foundation and The John R. Oishei Foundation to design a capacity
building initiative called GetSET: Success in Extraordinary Times.
In late 2013, eight organizations were chosen (from nominations
provided by the funding partners) to participate in GetSET’s first cohort
based on a “readiness” interview designed to identify agencies that
had basic knowledge of the service environment, leadership support
for change, and willingness to accept recommendations and consultant
input.

Organizational participation includes:
o Pairing with an organizational development (OD) consultant for two years;
o Implementation of a self-assessment gap-analysis (SAGA) at baseline, 12
and 24 months to assess the organizational strengths/weaknesses in eight
core competency areas;
o Development and implementation of a capacity-building plan;
o Development/enhancement of the organization’s value proposition(s);
o Limited grant funding to implement some of the capacity-building plan
strategies;
o Group-based education sessions on relevant topics and issues; and
o Peer-learning sessions for GetSET organizational leaders and OD
consultants. __

Get SET Readiness Interview
Organizational Readiness
We are going to ask you predict and think in the future:
Question Score Board
Member
1 – 4
Score ED
1 - 4
Score Guest
1 - 4
Notes
Share your plans and vision for this agency in 3 years?
How knowledgeable are you and your board/leadership about that will (might) be coming from OMH,
OPWDD, OASAS, The affordable care act, etc.… Based upon your knowledge of the changes, how will your
agency be affected?
On a scale of 0 – 10 with 10 being you are well-prepared to handle any changes that will arise and 0 being
you feel very unprepared, where do you think the organization is as of today?
Based upon the response from question3: You scored your preparedness at (X) what have you already
done that is placing you at (X) … with this response we are looking for any preparation and steps +
discussions + ideas that they may have.
With the changes coming in the next 1 to 3 years…What do you feel are the areas of need within the
agency?
With the changes coming in the next 1 to 3 years…What do you feel are the areas of strength within the
agency?
Describe how you see your role being different in 1 to 3 years?
How will the boards’ make-up and processes be different?

The Dale Association
The Dale Association is a not-for-profit organization
providing an umbrella of human services for adults of
all ages. Each service has the goal of enhancing the
quality of life for people.
Services include:
 Supportive Services for the Elderly,
 Community Outreach,
 Enrichment and Travel,
 Mental Health Programs
Family & Children’s Service of Niagara
Services include
 domestic violence services
 shelter for abused women and their children
 community based parenting services
 youth services
 emergency shelter for runaway and homeless youth
 transitional living program for pregnant and parenting youth
ages 16 to 21
 Transitional services for non-residential youth
 Care Management services for children and adults with mental
health or other chronic illnesses
 Healthy Families Niagara, a child abuse prevention program for
expectant parents and the parents of newborns including a
Fatherhood Initiative.Mike Cardus :: www.MikeCardus.com

What would
you do?
How would
you start?

The process is the intervention

The process is the intervention learning
Frameworks used:
1. Solution-Focused = Insoo Kim Berg & Steve
de Shazer
2. Stratified-Systems-Theory = Elliott Jaques
3. Corporate Lifecycles = Ichak Adizes
4. Team Performance Model = Drexler/Sibbet
5. Result Based Accountability = Mark
Friedman
6. 4 Decisions (People, Strategy, Execution,
Cash) = Verne Harnish
7. Coaching Kata = Mike Rother
8. Responsible, Approval, Support RAS Matrix
= Data-driven organization design

frame the
boundaries
understand your
environment
determine what
is working to
increase
determine what is
not working to
decrease
each person is the
expert of their
domain
cooperation &
resistance cannot
be perceived at
the same time
progress &
solutions are co-
constructed

GetSET is capacity
building, the
challenge was co-
constructing what
capacity means!?

o How big is your bucket? Where does your water come from?
o What is the time-span of the longest goal to be completed?
o What value does your organization provide?
o How do you support that value?
o Share how your direct manager is competent?
o How do you know? _
Capacity will move
as high as the
ability to handle
complexity of the
systems that
support the people
to do the work.

• Construct clear compelling vision(?)
• Vision must be relevant to the marketplace
• Value to org = viability in the marketplace
Stratum V: 5yr-10yr
CEO or Exec Dir
• Integration
• Integrate systems into a whole
• Value to org = connection as a whole, interface & strategy
Stratum IV: 2yr-5yr
VP or CEO of small company
• Systems
• Construct systems to support processes
• Value to org = predictability & consistency
Stratum III: 1yr-2yr
Director
• Process
• Ensures work gets done
• Value to org = accuracy, completeness, timeliness
Stratum II: 3mon-1yr
Manager
• Procedures
• Pace & Quality
• Value to org = quality
Stratum I: 1day-3mos
Front Line Mike Cardus :: www.MikeCardus.com

Vrekhem, F. V. (2015). The disruptive competence: The journey to a sustainable business, from matter to meaning.
Kalmthout: Compact Publishing.

Tom Foster. http://managementblog.org/

Stratum Handles Rules Handles Ambiguity Response to Management
5 (5-10 year time span)
Rule-Making
Listening while the rules are described
and then defines the situation for
him/herself and will usually be inclined to
think beyond the rules and to attempt to
set his own criteria.
Uncertainty is a welcomed resource;
alternatives are readily generated.
Management is seen and used as a
resource for the development of theories
about the solution of the problem.
Search for, and maintenance of, the rule
structure.
Searches for and seeks to maintain the
rule structure; will frequently say ‘There is
always a pattern in anything; it’s just a
matter of finding what it is.’ Will often
express an interest in whether or not the
rules will change and will expect to
perceive the rules as the task proceeds.
Uncertainty is tolerated only when a
system for a solution has been developed.
The task is perceived as one in which one
has to sort out rules of which one is
unsure.
Management is seen as part of the rule
structure and always as being in control of
whether or not the rules will change.
Extrapolation from a given rule.
Extrapolation from a given rule, perceiving
it as a starting point for the development
of systems of solutions or a serialist
approach to the problem.
Uncertainty is handled only when faced
with difficulties; it is not seen as a
potential resource for action but as
defining the limits of the system for a
solution.
Management is seen as the originator of
the rule and as largely in control of the
information flow “As a consequence of
what you told me I have to work out the
code or system.”
2 (3 months – 1-year time span)
Judgment and action within the rules.
The rules are seen limiting the context
within which judgment and action will be
taken.
An awareness of ambiguity emerges but
the capacity to tolerate uncertainty is
limited, and ambiguity is handled by
separating situations from each other and
responding to each as a distinct event.
Management is constantly used for
feedback and redefinition of the situation.
1 (1 day – 3-month time span)
Rule-Anchored
The action is anchored firmly in the rules. The task is taken as it stands; ambiguity is
not perceived, and uncertainty is strictly
limited by translating the abstract into
concrete.
Management is seen to be in control of
both the definition of the problem and its
solution.
Sourced from ‘Assessment of Individual Capacity’ Gilliam Stamp. Levels of Abstraction in Logic and Human Actions

FACS Example … Draw it
Dale Assoc Example ….
Draw it

Current Behaviors within the organization
1. What are we choosing to keep, maintain, enhance?
2. What are we choosing to alter?
3. What are we choosing to let go?
4. When these are deliberate decisions made by the team, then there is an opportunity to make purposeful
adjustments, and frame them in the context of “What are we striving for?”
Processes and work – Quality Improvement
1. What kind/type of business do you want more of?
2. What is currently attracting that business?
3. What is currently repelling that business?
4. How did you make the attractors work?
5. How did you make the repellents work?
6. What kind/type of business do you not want more of?
7. What is currently attracting that business?
8. What is currently repelling that business?
9. How did you make the attractors work?
10.How did you make the repellents work?

People
1. Role clarity?
2. Accountability & authority?
3. Managerial competence?
4. “Big enough” for the role?
5. Value the work?
6. Skilled-Knowledge?
7. Wisdom for role?
8. Any extreme personality concerns?
Strategy
1. Mission and knowledge of Mission Vision Values?
2. Knowledge of external threats? Internal threats?
3. Realized, unrealized, emergent?
4. How is it documented and tracked? Show me!
5. Integration into decisions and work-flow?
6. Who are Producer, Administrator, Integrator,
Entrepreneur? How do they work together?
7. Org lifecycle (Adizes) … showing normal vs abnormal?
8. Within SST where does the strategy fit?
Execution (implementation)
1. Who does the work?
2. Tracking & feedback process aligned with strat?
3. How does execution affect strategy?
4. Delegation of what to do – how is it done?
5. Cross-functional-role definitions?
6. Interface team? How does one dept. affect others
7. Time to make a decision then get it done within the org?
8. Duplication of work … how does that happen … what
causes?
Cash
1. Where does it come from?
2. What is your cost-per-unit? Walk me through your
formula.
3. Amount of discretionary vs fixed cash?
4. Where are you losing $$, is that a choice?
5. Where are you making $$, is that a choice?
6. Does finance work as strategic partner with all areas of
the org? give me an example.
7. Share all information you know about changes to rates &
reimbursements.
8. Share finances quality improvement process?Mike Cardus :: www.MikeCardus.com

When your program works well, you and your colleagues are change-agents, not
machines. In the change-agent model, the program provides services (efforts/
inputs) that lead to changes in the well-being of clients, families, or communities
(effect/ outputs). - Results Based Accountability
1.Who are our customers?
2.How can we measure if our customers are better off?
3.How can we measure how well we are delivering services?
4.How are we doing on the most important of these measures?
5.Who are our partners that have a role to play in doing better?
6.What works to do better? Including no-cost to low-cost ideas.
7.What do we propose to do? __

How much did we do?
# Customers Served (by customer characteristic)
# Activities (by type of activity)
How well did we do it?
% Common measures
How can we measure if we are delivering services well?
Workload ratio, staff turnover rate, staff morale, percent of staff fully
trained, worker safety, unit cost, customer satisfaction.
% Activity-specific measures
- % of actions timely and correct, % of clients completing activity, %
of actions meeting standards
Is Anyone Better Off?
# Skills / Knowledge
# Attitude / Opinion
# Behavior
# Circumstances
Is Anyone Better Off?
% Skills and knowledge
% Attitude / Opinion
Including Customer Satisfaction – Did we help you with your
problems?
% Behavior
% Circumstances

https://youtu.be/n3G0V7Wthbc

What are the boundaries that contain this
work?
Boundaries being lines that cannot be crossed OR the bigger
picture things that keep this work contained.
What is the goal/objective that this work will
achieve?
On a scale of 0 – 10. With 10 being that the
work is complete (as defined above) & 0
being the opposite. Where are you as of
today?
What have you already completed? Evidence
that you are at the number you chose.
What obstacle is keeping you from moving
forward?
What is your next step?
What do you expect to have happen when
you take that next step?
When can we see what was learned by
taking that step? Mike Cardus :: www.MikeCardus.com

What I learned:
o The longer the time-span of the
work, the process has to be simpler &
easier for people to implement
o Reinforced my belief that systems-
drive-behavior
o There are many competing solutions
o Putting people in a good-enough
place, with known accountability +
authority + CFRR + enough room to
stretch, will enhance capacity
o Enhanced comfort with unknown/
unknown & unknowable's
o Every action & decision is filtered
through - will this attract or repel
trust?
o As experts our words & actions mean
something. We are working on
people’s lives, be sure that the
information you are sharing is best
for the organization and is correct

Current
Capacity
+
Current
Resources
+ Attractor(s) + Repellent(s) + Skills = Vision
+
Current
Resources
+ Attractor(s) + Repellent(s) + Skills =
Under-
performance
or Over-
performance
Current
Capacity
+ + Attractor(s) + Repellent(s) + Skills = Frustration
Current
Capacity
+
Current
Resources
+ + Repellent(s) + Skills =
Apathy &
Active
Resistance
Current
Capacity
+
Current
Resources
+ Attractor(s) + + Skills =
Skepticism
& Utopian
Fallacies
Current
Capacity
+
Current
Resources
+ Attractor(s) + Repellent(s) + =
Dependence
& Conflict /
Confusion

Organization Development by Mike Cardus Impact Story

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