a suite of frameworks for organizational effectiveness

A SUITE OF FRAMEWORKS FOR PERSONAL AND ORGANIZATIONAL EFFECTIVENESS Ayman MashhourMarch - 2017

Agenda

Abstract Introduction Challenge A Suggested Holistic Approach The Landscape of Models and Frameworks Foreseeable Benefits Summary Call to Action References

Abstract

The objective of this presentation is to share an array of frameworks and models that when used together can lead to a significant enhancement of an overall effectiveness of the individuals within an organization

The point of view being advocated here is how the chosen concepts can form a strong foundation for ongoing evolution of an organization and the individuals it comprises

Introduction

The presentation draws on a number of known models and frameworks that are used to understand and transform organizational behavior

The premise for leveraging those models is to have good practices to follow on an ongoing basis that would maximize the benefit for an organization as opposed to using such models sparsely and/or intermittently

Challenge• Enhancing results, of a person’s

undertakings, requires that we address the layers that drive those results

• Essentially, the whole pursuit of raising effectiveness needs to start at the “thoughts” level

• In today’s world, with an ever increasing pace and pressure, individuals as well as organizations tend to fall in the following traps:

Working on the top layers – results and behaviours

Ignore the cumulative wisdom available in those organizations as well as that of the professional development literature

Using the same mindset when dealing with people-related problems that we use to sort out problems with processes/things

A Suggested Holistic Approach

The point of view of I am advocating is based on the following principles: Pay attention to the difference of people problems as opposed to processes and things Use an integrated set of models that includes:

Enabling high performance Mitigating derailment Fostering knowledge creation

Use the chosen models on an ongoing basis – not just in one-off events (e.g., seminars and workshops)

Realize that reaping the benefits of such models would happen when we attempt to perfect them by knowingly practicing them – with the understanding that this is a journey of transformation and growth

Revisit the battery of models to ensure it is fit for purpose – and add and retire stuff as appropriate

The Landscape of Models and Frameworks

Enabling Performanc

e

Knowledge Creation

Mitigating Derailment

Being in your zone

Optimal Experience

The seven habits of highly effective people

First things first Giving and

receiving feedback

Leadership styles and their impact on organizational climate and results

Six steps to transforming performance

o Mental mapso Knowing your

natural preferences

o Choose your focuso Handling

resistance to change

o Ridding of bad habits

o Feel the fear and do it anyway

o Team formation cycle

o Awakening to your purpose

Learning styles Knowledge spiral The power of subconscious


Being in “the zone”


The optimal experience


The Seven Habits of Highly Effective People


First Things First


Feedback


Leadership Styles and their impact


David Rock’s Six Steps to Transforming Performance


Mental maps


Knowing your preferences – Myers Briggs Type Indicator


Knowing your preferences – Hermann Brain Dominance Instrument


Choose your focus


Handling Resistance to Change


Ridding of bad habit(s)


Feel the Fear and Do It Anyway


Team Formation Cycle


Awakening to your Purpose


Learning Styles


Knowledge Spiral


The Power of the Subconscious Mind

To tap into the power of subconscious mind, try the following when dealing with problems that you need to solve – this can apply to exam questions:• Define the most difficult and toughest – and keep at that level, do not try to think of a

solution• Start with the second easiest – this gives you confidence and keeps your conscious mind

busy enough so as not to block your subconscious• Attempt your toughest problem – and chances are you are going to come across

plausible solutions• Leave the easiest one till the end of your constrained time – that one you can solve

“blindfolded”.

Foreseeable Benefits

Boosting the strengths in each every person – and the organization, collectively

Becoming aware of ourselves and the others – which would make communications more constructive and hopefully minimize time and energy waste

Create an atmosphere that is conducive to ongoing development, learning and improvement

Summary

We have covered: The challenges we are facing – distractors that can lead us to miss great

opportunities An introduction to an array of cumulative wisdom that was developed by

authorities in the domain of processional and leadership development – and are adopted by a significant number of successful individuals and enterprises

We contend to you to please make use of them!

Call to Action

Start by understanding the models Get into the habit of tapping into the power of those models – by practicing

them with passion Be a missionary within your circles: friends, family and colleagues to help

create a better world – leveraging your best traits/talents and by being aware of the differences with the others

View the differences with others as a way to synergize and come to better and more informed decisions

References David Rock. Quiet Leadership. Ken Robinson. The Element. Mihaly Csikszentmihaly. The Flow. Stephen Covey. The Seven Habits of

Highly Effective People. Stephen Covey. First Things First. David Rock. SCARF model. CICOM Brains. Leadership Styles,

Climate and Results. MBTI literature. HBDI literature.

Kotter and Schlesinger. Dealing with Resistance to Change.

Judson Brewer. TED talk: A Simple Way to Break a Bad Habit.

Susan Jeffers. Feel the Fear and Do It Anyway.

Bruce Tuckman. Team Building Model. Eckhart Tolle. A New Earth. David Kolb, Peter Honey and Alan

Mumford. Learning Styles. Nonaka and Takeuchi. Knowledge

Management Cycle. Francis Cattermole of the OUBS. In his

lectures on “Creativity, Innovation and Change”.

a suite of frameworks for organizational effectiveness

Education