az ispi nov 2012
DESCRIPTION
A presentation of numerous tools for use by knowledge workers in organizations. Some apply to the individual level, some to the process level and some to the organizational level. All are useful in various ways in various settings.TRANSCRIPT
A Potpourri of Tools for Knowledge Workers
An Interactive Presentation
Arizona Chapter ISPI – November 7, 2012
by Fred Nickols, CPT
© Fred Nickols 2012 2
Session Overview
Introduction Four Categories of Tools
General Purpose Problem Solving Organizational Human Performance
Q&A The Book
© Fred Nickols 2012 3
General Purpose Tools
Goals Grid Strategy-Execution Matrix Change Acceptance Cycle OAR Planning-Action Model Energy Equations
© Fred Nickols 2012 4
The Goals Grid
Do We Have It?
Do We Want It?
No
Yes
Yes No
I
Achieve
III
Avoid
II
Preserve
IV
Eliminate
© Fred Nickols 2012 5
Strategy-Execution Matrix
Excellent
Lousy
ExcellentLousy
Strategy
Execution
"ShootingYourself inthe Foot"
"AFightingChance"
"Doomedfrom the
Beginning"
"ABotched
Job"
© Fred Nickols 2012 6
Change Acceptance Cycle
TheChange
AcceptanceCycle
Losses
NewWays
HopeAcceptance
Commitment
ShockDisbelief
Disorientation
DenialDismissal
Disconnect
FearAnger
Anxiety
SadnessDepressionPassiveness
JockeyingBargainingScrambling
TheChange
AcceptanceCycle
Losses
NewWays
HopeAcceptance
Commitment
ShockDisbelief
Disorientation
DenialDismissal
Disconnect
FearAnger
Anxiety
SadnessDepressionPassiveness
JockeyingBargainingScrambling
© Fred Nickols 2012 7
The OAR Model
Actions
Outcomes Resources
Actions
Planning
Execution
© Fred Nickols 2012 8
Energy EquationsTotal
Energy
WithheldEnergy
AvailableEnergy
UnusedEnergy
EnergyExpended
WastedEnergy
ProductiveEnergy
minus
minus
minus
RequiredExpenditures
DiscretionaryExpenditures
plus
IneffectiveExpenditures
InefficientExpenditures
plus
© Fred Nickols 2012 9
Problem Solving Tools
Five Kinds of Gaps Three Approaches Problem Solving Bases EL PASO Model Solution Engineering Performance Architecture
© Fred Nickols 2012 10
Five Kinds of Gaps
Desired Results
Actual Results
Desired Results
Actual Results
Desired Results
Actual Results
Desired Results
Actual Results
Desired Results
Actual Results
Something'sGone Wrong
RaisedExpectations
DoubleWhammy
Never DidWork Right
Build Itfrom Scratch
© Fred Nickols 2012 11
Three Approaches
Put things backthe way they
were
Presentingsymptoms
Causes &correctivemeasures
Troubleshooting
The past(restoring what
was)
Blame
Improve uponexisting
arrangements
Existing systems& arrangements
Constraints,restraints &
modifications
Analysis
The present(improving upon
what is)
Change
Create new, farsuperior
arrangements
The requiredresults
The requiredstructure (e.g.,
processes)
Design
The future(creating what
should be)
Innovation
Repair Improve Engineer
Objective
Starting Point
Focal Point
Core Process
Time Orientation
Politics
© Fred Nickols 2012 12
Problem Solving Bases
© Fred Nickols 2012 13
The EL PASO Model
Outcomes Actions
People
Situations
EndlessLoop of
PeopleActionsSituationsOutcomes
© Fred Nickols 2012 14
Solution Engineering
TheSolution
EngineeringProcess
InterventionPhase
InvestigationPhase
Identify theRelevant Structure
Create a Map ofthat Structure
Identify Pointsof Evaluation
Identify Pointsof Intervention
Map Out theSolution Path
Specify theDesired Results
Identify Methods& Resources
Obtain &Allocate Resources
Make theRequired Changes
Monitor & Assessthe Results
Adjust asNecessary
Specify theRequired Changes
© Fred Nickols 2012 15
Performance ArchitectureChanges Made
"Ripple Through"the Structure ofthe Situation,Producing...
Next, You Carry ItOut; You
Intervene in theStructure of the
Situation
With PoE, PoI andtheir Linkages
Known, You CanConfigure a
Solution
X Marks theSpot, the Results
You Want toAchieve
To Get There, YouHave to Map theStructure of the
Situation
In Order toIdentify the
Linkages betweenPoE and PoI
Financial
Operational
Behavioral PoE
PoE
PoI
PoI
Assess & Adjust
Points ofIntervention
(PoI )
Points ofEvaluation
(PoE)
XIntervention
Phase
Investigation
Phase
The Situation
IF YouHave theLinkagesRight
Where and WhatYou'll Measure &
How You'll Measure It
Where and WhatYou'll Change &
How You'll Change It
© Fred Nickols 2012 16
Organizational Tools
The Infinite Loop Model The Sustainable Organization Three Kinds of Strategy The 4R Process Model Stakeholder Relationship Stakeholder Scorecard
© Fred Nickols 2012 17
Infinite Loop Model
Products& Services
Orders &Payments
Orders &Payments
Products& Services
© Fred Nickols 2012 18
Sustainable Organization
Functional Areas
OPS IT R&D Finance Legal HR Sales
Alignment, Adaptation & Innovation Processes
Executives
Suppliers
ProductsServicesInvoices
Information
NeedsOrders
PaymentsInformation
Investors/Lenders
Capital& Loans
Returns& Interest
Customers
NeedsOrders
PaymentsInformation
ProductsServicesInvoices
Information
Competitors
Relevant Environments
FinancialPolitical TechnologicalSocial Scientific Physical
OrganizationalBoundary
Intelligence
IntelligenceChanges
Inputs Outputs
Transformation Processes
Transaction Processes
© Fred Nickols 2012 19
Elements of Organization
People
Technology
Structure
Processes
Culture
Systems
Strategy
© Fred Nickols 2012 20
Three Kinds of Strategy
Strategyin General
Choices &Commitments
Coursesof Action
Competitors&
Competition
CorporateStrategy
CompetitiveStrategy
The relationshipsbetween ends andmeans
BusinessesMarketsProductsServices
Michael PorterCostDifferentiationFocus
Treacy & WiersemaOperational ExcellenceCustomer IntimacyProduct Leadership
© Fred Nickols 2012 21
4R Process Model
Process
Requirements
Routines
Resources ResultsSources Destinations
© Fred Nickols 2012 22
Stakeholder Relationship
Contributions(Put In)
(Get Out)Inducements
Stakeholder Organization
© Fred Nickols 2012 23
Stakeholder Scorecard
Stakeholder Scorecard
Suppliers
Contributions InducementsGoods Income
Services Relationship
Assistance Ongoing business
Customers
Contributions InducementsIncome Goods
Repeat Business Services
Needs & Wants Value
Employees
Contributions InducementsTime Compensation
Effort Benefits
Ideas Relationships
Results Career
Investors/Lenders
Contributions InducementsCapital Return/Dividends
Operating Funds Interest
Stewards
Contributions InducementsLeadership Compensation
Governance Career
Direction Power
Strategy Legacy
Society/Community
Contributions InducementsTax Breaks Employment
Labor Market
© Fred Nickols 2012 24
Human Performance Tools
Omission-Commission Matrix Skinner meets Lewin P=f(I…E…) The GAP-ACT Model Elements of Performance PCT 101
© Fred Nickols 2012 25
Omission-Commission
Should beDoing
Shouldn'tbe Doing
Aren't DoingAre Doing
ObservedBehavior
DesiredBehavior
© Fred Nickols 2012 26
Skinner meets LewinChange Issue
Changing Behavior
Driving Forces Restraining Forces
DesiredBehavior
CurrentBehavior
If New Behaviors AddPositive Consequences
If New Behaviors RemoveNegative Consequences
If New Behaviors RemovePositive Consequences
If New Behaviors AddNegative Consequences
© Fred Nickols 2012 27
P = f(I…E…)
HR ManagementPerformer
Training Performing Supporting
I EKnowledgeSkillsAttitudesCapacity
Clear expectationsTimely, accurate feedbackClear guides to performanceProperly designed processesProper tools & equipmentFinancial and non-financialincentivesEffective leadershipProper selectionAppropriate assignment
Drivers Drivers
P
© Fred Nickols 2012 28
The GAP-ACT Model
Actions
Goals
Perceptions
Conditions
Performers Situations
Targets
© Fred Nickols 2012 29
Elements of Performance
Performer
Target
Situation
Goal
Perceptions
Actions
Conditions
© Fred Nickols 2012 30
PCT 101
P A
G
C
Person
Environment
T
© Fred Nickols 2012 31
Q & A
© Fred Nickols 2012 32
Contact Information
Fred Nickols
Managing Partner
DISTANCE CONSULTING LLC1558 Coshocton Ave – Suite 303
Mount Vernon, OH 43050
(740) 504-0000
www.nickols.us
“Assistance at a Distance” SM