The document discusses how people's perceptions drive their actions, as people interpret situations and directives based on their own understanding. It notes that people communicate carefully based on goals of survival and avoiding problems. Managing perceptions is important to expedite results and avoid surprises, as the perceptions people have may not be what was originally intended.

1. Managing Perceptions
2009 PM CHALLENGE
Michael D. Swiger, SVP
perotsystems®
1

2. Managing Perceptions
FROG
or
HORSE
Who
is
Taller
2

3. Why Manage Perceptions?
Expedite Results Avoid Surprises
Avoid Hang Ups
Do
More
With
Less
3

4. How Did This Happen?
It Sure Looked Good On Paper!
The Perceptions People Have of the Plan and What They Should Do
ARE NEVER
Exactly What Was Intended
4

5. Translation
British General At the Front Sends A Message to the Rear:
Send three-and-fourpence, Send reinforcements,
we're going to a dance. we're going to advance.
5

6. The Translation Challenge Locations
Visibility Translation
CSF
Mr. BIG Translation
Decisions
Translation
Issues
Translation
Translation
Suppliers
Project Mgr Project Mgr Project Mgr
Translation
Translation
Project A Translation
Project B Project C Project D Project E Translation
Translation
Partners
Translation
Translation
Translation
Translation
Translation
Note: Represents the perceptions of an individual.
6

7. Considering What People Do:
Carry out directives as they understand the
directives,
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
7

8. Considering What
People Do:
Give out directives to others in accordance with what they
understand must be done,
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
8

9. Considering What People
Do:
Act according to their interpretation of what needs to be done
(what they perceive the situation to be),
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
9

10. Considering What
People Do:
Constrain their activities in accordance with the rules they
believe they must follow,
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
10

11. Considering What People
Do:
Apply their skills in a manner they believe to be consistent with
their own best interests which include reaching their goals,
advancing in their job, pleasing management, looking good, and
surviving,
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
11

12. Considering What People
Do:
Solicit help and delegate activities to
others.
In a
variety
of
complex
situations
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
12

13. People Communicate
Carefully:
They are NOT open and willing to share their real beliefs,
understandings, and perceptions
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
13

14. People Communicate
Carefully:
They fear looking stupid, getting into trouble, causing
themselves problems with others, and losing respect – and
worse – they fear NOT surviving
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
14

15. People Communicate
Carefully:
Even the 'outspoken' and 'straight shooters' have carefully
crafted their responses to be in concert with their goals and
their perceptions of ‘the situation’
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
15

16. People Communicate
Carefully:
Every communication they send is translated through their
preconceived notions of the environment, the 'facts', the
situation, and the nature of the 'receivers'.
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
16

17. “But, that’s NOT what I said (meant)!!!”
Directive: We need to do more with less resources.
“We need to improve productivity in our Dept.” Mr. Big
(Let’s make the problems and the solutions everyone’s focus …)
“We need to cut costs.” Frank Ben
(It’s too risky, difficult, and expensive to change anything.)
George Ralph Sally
“We need to eliminate useless activities.”
(Need to protect my staff … but, Sally has a lot of …)
Chuck Mary Charlie
“We need to cut back.”
(There are many things unimportant …)
Bob
“I’m going to lose my job!.”
(Becomes dysfunctional …) Subculture
Joe
“Let’s show how important we are!”
(Creates some problems to solve …)
17

18. “But, that’s NOT what they meant (said)!!!”
Feedback: Productivity improvement Directives…
Mr. Big
“We are making good progress on our productivity program!”
(I think??!!...)
“We have directed employees to … it’s going well” Frank Ben
(Wonder how Customers will react, how it supports bonus plan …)
George Ralph Sally
“My staff is moving fast on initiatives …!”
(This is the wrong focus, but it’s what Frank wants …)
Chuck Mary Charlie
“We are taking steps in the following areas ..!”
(Ralph will never buy the real changes needed …)
Bob
“We are shaking down the new process …!”
(This is nuts …. We need to …)
Joe
“Interesting new approach …”
(Doesn’t work, I’ll develop some workarounds & look good …)
18

19. The Solution: Control Translation - Measure What People Think – Manage Their Perceptions
Perception Measurement
Features:
Involve ALL stakeholders - provide an electronic collection
mechanism
Address 'Issues' that drive results
Allow for anonymous responses for more open and 'real' communications
Identify respondents only by demographic groups (i.e.,
organization elements, locations, titles, responsibilities, ...) for
developing effective action plans
Measure perceived status of the 'Issues' and the perceived
importance of the 'Issues'
Allow respondents to make detailed comments/explanations on the 'Issues'
Provide a 'dash board' presentation for summary status and detailed
'drill down' capabilities.
If You Don't Measure It - You Can't Manage It
The Perceptions People Have (What They Think) Is
THE
Driving Force Behind Their Actions.
19

20. The Translation Challenge Locations
Visibility Translation
CSF
Mr. BIG Translation
Decisions
Translation
Issues
Translation
Translation
Suppliers
Project Mgr Project Mgr Project Mgr
Translation
Translation
Project A Translation
Project B Project C Project D Project E Translation
Translation
Partners
Translation
Translation
Translation
Translation
Translation
Note: Represents the perceptions of an individual.
20

21. PAM (Perception Analysis Management) Value Proposition Locations
Visibility
Decisions Mr. Big
Suppliers
Suppliers
Proj Mgr A Proj Mgr B Proj Mgr C
Sales Team Sales Team Sales Team Distribution Marketing
Partners
Note: Represents the perceptions of an individual.
21

22. Getting Clear Vision & Supporting Analysis with PAM
Respondent Groupings
Mgmt Teams
Department/Division
Title/Responsibility
Years Service/Experience
Special Assignment Teams
Location
NY, LA, London,
Tokyo, Sidney,
Chicago, Dallas,
Peoria
Note: Represents the perceptions of an individual.
22

23. Well into SAP Implementation Project
Situation:
Mr. Big believes the project is going extremely well. But…
Procurement Manager Missing Department Goals.
Not following-up with vendors.
Mr. Big is starting to wonder……
Procurement Manager Complaints:
Understaffed.
Unable to follow-up with stakeholders.
New system doesn’t work. Help Desk is useless.
Perceptions:
Help Desk has bad response time.
Help Desk has poor follow-up.
Help Desk understaffed.
Help Desk Staff incompetent.
Help Desk Metrics OK!? 23

24. Perception Management
&
The Need For Metrics (Issues)
How Goes the Help Desk?
Procurement Manager - BAD
Other Managers – OK, but …
Decision Made:
Review the Perceptions ALL the
Stakeholders have of the new
system and associated support.
24

25. Perception Management
&
The Need For Metrics (Issues)
How Goes the Help Desk?
What are the components that measure Help Desk Success?
What is the status (condition) of these success components from
the perspective of the stakeholders?
How important are these components to the Help Desk
stakeholders?
Do those accountable for Help Desk performance understand
the needs of their stakeholders?
25

26. Help Desk Stakeholder Concerns/Issues
My level of satisfaction with the responsiveness of the Help Desk in
terms of answering my initial call.
My satisfaction with the length of time it takes the Help Desk to
understand what my problem is and begin fixing it.
The level of knowledge and skill of the Help Desk in solving
problems for me.
The extent to which the Help Desk keeps me informed on the status
of problems that they are working on for me.
The attitude and customer orientation of the Help Desk support staff.
The degree to which I believe the Help Desk is adequately staffed.
My overall satisfaction in securing assistance from the Help Desk.
The extent to which I use the Help Desk. 26

27. Stakeholder Perception Collection for
Analysis
Completely Agree 100 Extremely Important 100
Mostly Agree 83 Very Important 83 Comments
Slightly Agree 66 Slightly Important 66
Neutral 50 Neutral 50
Slightly Disagree 33 Slightly Unimportant 33
Mostly Disagree 16 Mostly Unimportant 16
Completely Disagree 1 Extremely Unimportant 1
27

28. Help Desk
Int Audit (4) Research (80)
100 Mkt (129)
Corp Officer (4) Applied Svcs (56)
96
Data Ctrl (8) 90 Professional (283)
Spec Team (21) 80 Manu DEF (41)
83 81 81
81 81
83 70
81
Procurement (17) 89 80 HR (45)
60 63 82
77 64
Canada (78) 88 65 Treasury (5)
83
50
77 65
Logistics (43)
83 40 65 Corp Sales (13)
74 74
66
30
82
74 76
IS (40) 66 Manu GHJ (5)
20
82 74 78
10 66
Contracts (9) Acq & Tax (7)
88 72 66 83
72 66
Cust Svcs (55) 86 83 Fin Plan & Ctl (5
72 66
80 85
Manu KLM (59) 67 QA (35)
71
81 79
67
71
Dist Sales (73) 78 Manu (95)
67 82
70
70 68
Sales (55) 82 USA (832)
87 69 68
69 68
82 69 69 82
Credit (17) Mgr/Supv (248)
84 82
81 80 79 83
Support Staff (309) Env H&S (32)
Manu ABC (17) ALL (914)
Manu NOP (46) Plant Staff (548)
Legal (3) Basic Indust (78)
28

29. My level of satisfaction with the responsiveness of the Help Desk in terms
of answering my initial call.
Acq & Tax (7) Int Audit (4)
110 GM or Div VP (11)
Spec Team (21) ABC Tech (6)
Help Desk(4) DEF Tech (5)
100
Proj B(7) 98 Sales (55)
100 97 90
Data Ctrl (8) 96 Corp Sales (13)
85 89
95
80 83 90
Treasury (3) 83 Applied Svcs (54)
98 83
94 70 86
84
Manu ABC (17) 87 Manu (93)
94 60
84
92
84
Contracts (9) 94
93 50 Mgr/Supv (247)
87
86
94 40
Dist Sales (70)
92 89 Other Position (53)
86
30
96
93 89
86
Procurement (17) 20 Manu GHJ (5)
95
93 8690
10
IS (39) Fac Mgmt (6)
93
92 86 97
Support Staff (304) 92
95 87
89 Canada (77)
92
93 87
90
Manu DEF (40) Other Dept (61)
91 8791
94
Manu KLM (58) Mkt (127)
90 87
94 92
Env H&S (32) 90 87 Corp Officer (4)
94 93
90 88
Credit (16) 93 Research (74)
90 88
91 92
Cust Svcs (55) 90 88 Basic Indust (78)
89 89 93
89 89 91
Plant Staff (538) 89 89 92 HR (45)
93 92 92
100
Fin Plan & Ctl (56) Manu NOP (45)
Legal (3) Professional (272)
QA (35)
Proj A(11) Logistics (43)
USA (813)
29

30. The level of knowledge and skill of the Help Desk in solving problems for me.
Spec Team (21) Research (74)
100 ABC Tech (6)
Manu ABC (14) Manu GHJ (5)
Int Audit (4) DEF Tech (5)
90
Contracts (9) Manu DEF (40)
92 85 80
84 82
QA (35) Legal (3)
89 75
70 80
73 84
IS (39) 71 Fac Mgmt (6)
85 70 60
70 78
GM or Div VP (10) Corp Officer (4)
84 70 50
80
69 40
HR (45) Treasury (3)
76
68 36 37 70
88 3033 38
39 77
Data Ctrl (8) Sales (55)
66 20
39
87 42
44 77
66
Credit (16) 10 Applied Svcs (54
47
86 82
62 47
61 50
Corp Sales (13) 78 80 Basic Indust (78
60 52
83 52 78
Other Position (54) 59 Env H&S (32)
53
59 83
87 53
Fin Plan & Ctl (56) 58 Mkt (123)
54 79
84 58
54
Canada (77)
58 54 Other Dept (61)
57 83
89 57 57 56 55 55
81
Logistics (43) 84 Acq & Tax (6)
84 82
Procurement (17) Mgr/Supv (243)
87 83 86
Plant Staff (536) 81 Professional (271)
87 84
Support Staff (305)
89 Manu NOP (46)
Dist Sales (72) USA (809)
Manu KLM (59) Cust Svcs (55)
Manu (92)
30

31. The level of knowledge and skill of the Help Desk in solving problems for me.
31

32. Research Group – Special Projects
The level of knowledge and skill of the Help Desk in solving problems for me.
Project A
Project B
32

33. Training for Help Desk - Level Of Satisfaction
33

34. Comments Analysis By Issue
34

35. Key Comments
Stakeholders:
I am using the Help Desk less and less since they don’t have adequate
knowledge of the new system. I am spending an inordinate amount of my
time doing their job.
Help Disk is very responsive. I don’t believe the solution is more people,
it’s more training.
Help Disk is not able to answer questions. They are highly skilled and
capable – someone should give them a chance to learn the new system.
Procurement:
We can’t use the new system. Our management refuses to let us change
our processes to match the information nodes of the new system. We
can’t operate using the old procedures and organizational structure with
the new system.
Help Desk:
Every time we go to training, our manager pulls us out because of the
high number and urgency of incoming calls. We could handle the load if
we had the system knowledge.
35

36. Findings
Training for the Help Desk personnel is inadequate.
Structure for support of the new system is inadequate.
Competence of the Help Desk staff is not a problem.
Staffing levels of the Help Desk are adequate.
Procurement needs to follow the SAP structure plan to effectively use
the new system.
Actions
Training for the Help Desk personnel given - uninterrupted - for two
levels of support.
Help Desk structure modified for A and B level support.
Plan for Procurement restructure implemented.
36

37. Before Actions:
The level of knowledge and skill of the Help Desk in solving problems for me.
Spec Team (21) Research (74)
100 ABC Tech (6)
Manu ABC (14) Manu GHJ (5)
Int Audit (4) DEF Tech (5)
90
Contracts (9) Manu DEF (40)
92 85 80
84 82
QA (35) Legal (3)
89 75
70 80
73 84
IS (39) 71 Fac Mgmt (6)
85 70 60
70 78
GM or Div VP (10) Corp Officer (4)
84 70 50
80
69 40
HR (45) Treasury (3)
76
68 36 37 70
88 3033 38
39 77
Data Ctrl (8) Sales (55)
66 20
39
87 42
44 77
66
Credit (16) 10 Applied Svcs (54
47
86 82
62 47
61 50
Corp Sales (13) 78 80 Basic Indust (78
60 52
83 52 78
Other Position (54) 59 Env H&S (32)
53
59 83
87 53
Fin Plan & Ctl (56) 58 Mkt (123)
54 79
84 58
54
58 54 Other Dept (61)
Canada (77) 57 55 83
89 57 57 56 55
81
Logistics (43) 84 Acq & Tax (6)
84 82
Procurement (17) Mgr/Supv (243)
87 83 86
Plant Staff (536) 81 Professional (271)
87 84
Support Staff (305)
89 Manu NOP (46)
Dist Sales (72) USA (809)
Manu KLM (59) Cust Svcs (55)
Manu (92)
37

38. After Actions:
The level of knowledge and skill of the Help Desk in solving problems for me.
Corp Officer (4) ABC Tech (6)
100 Research Group (11)
Legal (3) Acq & Tax (7)
Manu NOP (46) 100 DEF Tech (5)
92 90
Logistics (43) 91 IS (40)
95 89
Manu KLM (59) 80 Fin Plan & Ctl (56)
93 83 87
85
Dist Sales (73) 93 85 70
86 Manu DEF (41)
85 86
Int Audit (4) 93 Env H&S (32)
60 64 66 69 87
96 84 59 72
Treasury (5) 50 89 Proj A (11)
83 72
94 74
40
Fac Mgmt (6) 83 85 Applied Svcs (56)
76
93 30 89
83
Cust Svcs (55) 76 Professional (283
93 20
83 89
76
Manu GHJ (5) 10
Manu ABC (17)
86
83 76 90
Manu (95) 89 82 76 91 HR (45)
89 82 78 88
Basic Indust (78) Mkt (129)
81 78
94 90
Contracts (9) Research (80)
81 78
90 94
Proj B (8) 79 QA (35)
81
90 89
81 79
Credit (17) Plant Staff (548)
88 79 90
81
Other Dept (64) 88 79 USA (832)
81
83 90
79
Spec Team (21) 81
82 90 Sales (55)
80 80
81
80 80 80 80
Data Ctrl (8) ALL (914)
91 87 96
Procurement (17) 91 89 88 Help Desk (5)
Support Staff (309) GM or Div VP (11)
Mgr/Supv (248) Other Position (55)
Canada (78) Corp Sales (13)
38

39. Overall Project
Mr. Big’s Perception:
“We are doing very well with the implementation, with the
exception of a couple of areas such as Procurement and the Help
Desk.”
“I expect the Satisfaction score to be in the range of 90 and the
Importance score to be in the range of 95-100.”
39

40. Senior Management
Culture
100
Effectiveness Infrastructure
Procedures Leadership
90
Functionality 87 SAP Support
85 80
88 82
83
81 70
Change Resistance 85 Measurements
84
79 60
89
50 83
Training 77 Operations
49 51
40 55
87
83
74 56
30
Accountability Current Motivation
57
86 20 80
74
58
10
Credibility Process
89 71 58 81
71 59
87 84
Technology Focus Vision
62
71
84 84
Help Desk
62 Knowledge Mgmt
70
63
87 70 87
Org Structure 64 Confidence
83 69
65 85
69 65 65
Expectations 83 Communication
86
84 83
Strategy 87 86 X Productivity
Communications Education
Ease of Use Control
40

41. Key Workers
Communication
90
Procedures Ease of Use
90
Change Resistance 86 Functionality
80
Org Structure
79 Education
70 79
78
80 71
Strategy 60 Help Desk
76
50
77
Credibility 72 59 Infrastructure
40
58 78
75 35 37
30
39
Operations Confidence
55 40
79 20 81
41
52 10
41
Vision Accountability
76 52 72
42
52 42
70 74
Measurements Process
43
51
44
77 51 73
Effectiveness 44 Expectations
48
45
48 45 75
77 45
48 46
Knowledge Mgmt X Productivity
79 79
71
Communications Culture
78
73
78 74 74
Technology Focus Leadership
SAP Support Control
Training Current Motivation
41

42. 6 Months After Actions:
Corp Officer (4) ABC Tech (6)
100 Research Group (11)
Legal (3) Acq & Tax (7)
Manu NOP (46) 100 DEF Tech (5)
92 90
Logistics (43) 91 IS (40)
95 89
Manu KLM (59) 80 Fin Plan & Ctl (56)
93 83 87
85
Dist Sales (73) 93 85 70
86 Manu DEF (41)
85 86
Int Audit (4) 93 Env H&S (32)
60 64 66 69 87
96 84 59 72
Treasury (5) 50 89 Proj A (11)
83 72
94 74
40
Fac Mgmt (6) 83 85 Applied Svcs (56)
76
93 30 89
83
Cust Svcs (55) 76 Professional (283
93 20
83 89
76
Manu GHJ (5) 10
Manu ABC (17)
86
83 76 90
Manu (95) 89 82 76 91 HR (45)
89 82 78 88
Basic Indust (78) Mkt (129)
81 78
94 90
Contracts (9) Research (80)
81 78
90 94
Proj B (8) 79 QA (35)
81
90 89
81 79
Credit (17) Plant Staff (548)
88 79 90
81
Other Dept (64) 88 79 USA (832)
81
83 90
79
Spec Team (21) 81
82 90 Sales (55)
80 80
81
80 80 80 80
Data Ctrl (8) ALL (914)
91 87 96
Procurement (17) 91 89 88 Help Desk (5)
Support Staff (309) GM or Div VP (11)
Mgr/Supv (248) Other Position (55)
Canada (78) Corp Sales (13)
42

43. Perception Management Project
The Process
Strategy & Design Data Collection Action
3 days 7 days Ongoing
Design Knowledge Review &
Define Scope Collect Data
Interview Bank Identify Plans
Customize
Project Definition Stakeholders
Electronic Instrument Create
Goals And Review Of Critical
Interview Installation Knowledge Bank
Objectives Success Factors
Template
Develop Develop Stakeholders
Deployment And Develop Collective
Critical Success Instrument And Review Of Action
Intelligence
Deployment Administration
Factors Report Plans & Solutions
Approach
Identify
Deployment Plan
Develop Issues & Process Quality Key Findings &
Review And Iterations
Action Options Review Summaries
Approval
Required 30 minutes from each of the 914 Stakeholders.
Improvements recognized within 3 weeks from project initiation. Savings estimated at $6M.
43

44. Knowledge
Bank
Explorer
Scorecard & Summary Analysis Issues Analysis/Comparisons Organization Divergence / Focu
Gap & Summary Analysis Issue Analysis By Demographic Comments
Analysis
44

45. Questions??? Questions???
45