Prospering in an Increasingly Complex World

Managing your “Fifth Force” to manage your performance and risk

3

“Elevator Speech”

An invisible “Fifth Force” (Social Context) drives human behavior.

E.G., Unmanaged Fifth Forces were Root Causes of: Challenger’s Explosion Hubble’s Flaw KAL’s Crashing Fukushima’s Disaster

Your managed Fifth Force enhances performance & reduces risk

You can (must?) manage your

Fifth Force with (“4-D”) tools

Online Development

Workshops Coaching

4

Occasionally, societies get

“excess energy” from stored

energy Hundreds of Years

On average, we only have the energy we can extract from

the sun

Today, we are harvesting energy stored over millions of years

“Excess Energy” Tech & Social Complexity

+ +

Complexity is increasing

Technically & Socially

Technical success, at every level requires effective response

to Social Complexity

5

High Tech

Challenger’s Explosion KAL Crashing Hubble's Mirror Flaw

NOAA-N’ Dropped

Low Tech Catastrophic

Fukushima Explosion

Flawed Contexts – Nothing is Immune

The Fundamental Forces Manmade “Fifth Force” Fields

Control Human Behaviors Mother Nature’s Force

Fields Control Technical Matters

Scientists & Engineers Teams & Leaders

Gravity Weak

Nuclear E-M

Years, developing individual technical abilities

Easy “4-D Systems” processes, managing collective behaviors

Appreciation

Inclusion

Hope

Response-ability

Social Contexts

7

Diane Vaughan: The important question is

“Why did they proceed to launch when all the data

suggested otherwise?”

What Could Have Prevented the Explosion?

Technical error

Fifth Force management would have prevented this disaster.

“It is unfortunate that the sociological explanation is the correct one, as these forces are invisible and

unacknowledged.”

Root cause?

Technical abilities or Social context?

Space Shuttle

Challenger’s Explosion – 7 Astronaut

Fatalities

Fifth Force: Pressure to launch; Behavior: “Normalization of Deviance” Required ever

stronger technical arguments to delay a launch than continue

8

Hubble

What Could Have Prevented the Flaw?

Technical error

Failure Review Board: The root

cause was a “leadership

failure”

Ground-based

“Team Social Context” was not in the vocabulary

Fifth Force management would have prevented this failure. And, diminished the overruns by hundreds of Millions of dollars

Root cause?

Technical abilities or Social context?

Hubble’s Flawed Mirror –

Useless $2B Telescope

Fifth Force: Stress of recurrent ($400M) Overruns Unrelenting hostility

toward the contractor’s management; Behavior: First rationalized suspicious

test results, then withheld them

9

What (finally) Restored KAL to safe flight?

Alteon, a Boeing

subsidiary, placed

observers in the cockpits

Fifth Force: Confucianism in KAL

cockpits; Behavior: First Officers

ignored Captain's errors, “tuned-out”

Safe flight requires two pilots, working

as a team; One “driving” &

One managing the avionics

Fifth Force management (English, “CRM) restored safe flight.

Root cause?

Individual’s piloting abilities or Social context?

Korean Air Lines Crashing

at 17X international

norms, for four years!

10

Harry’s Diner

More Examples

NOAA-N’ –crew dropped

Satellite $135M in damages

Fifth Force: Culture of habituated sloppiness;

Behavior: Ignored procedure that verified

bottom bolts were in place

He hired consultants to train his

waiters

Fifth Force: Waiters had too many roles, insufficient toasters;

Behaviors: Impossible to make consistent toast (training would

have been a total waste)

Fukushima Daiichi Fifth Force: Culture of Japan Behavior: Reflexive obedience;

Reluctance to question authority; Groupism; and

Insularity

Kurokawa-san, Chair – Government Failure Review

Board: This disaster was both

manmade and avoidable

12

Social Contexts Behaviors Would you modify your behaviors in each of these contexts:

Giving / receiving a marriage proposal?

Fiancé's family

dinner?

Bachelor / bachelorette

party?

Hijacked on honeymoon?

“It is unfortunate that the sociological explanation is the correct one, as these forces are invisible and unacknowledged.”

Managing the Invisible Fifth Force Field

#5 – Seeing Invisible Forces

2. Use “tracer particles” to measure the

field

1. Analyze the field into

manageable components

14

“Analyzing” Invisible Fields

“The right coordinate system turns an impossible problem into two really hard ones.” – Undergraduate physics

+ Deciding Information Dilbert Cartesian Intuited

Sensed

Emotional Sensed

15

Jung’s “Types” Name the “Dimensions”

Intuited

Emotional Logical

Sensed

“Cultivating” – Human potential,

Naturally appreciate

people

“Visioning” – Imagination

and Thinking, Naturally

generate ideas “Including” –

Enjoy Relationships, Naturally give

people a sense of belonging

“Directing” – Organization and Process,

Naturally manage people & expectations

16

4 “Dimensions” ≡ Universal Human Needs

Physiological Needs: Air, water, sleep, food

Emotional Need, Feeling safe

“Arab Spring”

17

“Visioning” – We all need

hopeful futures

“Cultivating” – We all need to

feel appreciated

“Directing” – We all need the ability to

respond

“Including” – We all need to

feel that we belong

4 “Dimensions” ≡ Universal Human Needs

Feeling valued, loved

(emotional need)

Feeling included (emotional need)

Hopeful future (logical need)

Response-ability (logical need)

Motivation & Performance (Self-Actualization) The Four “Dimensions”

18

Hopeful, Realistic, Futures

Feel Appreciated

Meet your Account-

ability

Feel Included

Making Invisible Force Fields Visible

Observe Peoples’ Behaviors

Observe tracer particles

How might you observe invisible magnetic fields?

How might you observe invisible Social Contexts?

That they address core human needs

What would be the first criterion for these behaviors?

19

Eight Context-setting Behaviors

Mutual Respect w/Open Communications

Authenticity and Efficiency, Absent Anger

Willful Collaboration

Appreciate Interests

Inclusion

20

Inappropriate Inclusion Anger, Unfairness

These live in groups (think “teams”) and know each

other.

Two are separated and asked to perform a simple task. If you reward both (equally) with

cucumber, they are perfectly happy to do this 25 times in a row.

An old experiment, with fresh Capuchin monkeys.

However, if you give

one a coveted grape…..

And, the other only cucumber, expect an ATTACK

22

Feeling Excluded Anger

23

Eight Context-setting Behaviors

“Magical” Solutions

Response-able Action

Mutual Respect w/Open Communications

Authenticity and Efficiency, Absent Anger

Willful Collaboration

Trustworthiness

Creativity

Clear and Achievable Expectations

Appreciate Interests Reality

Inclusion Integrity No Drama

Commitment

Accountable

24

Social Context Management

Online Development (Assessments)

Workshops Coaching

The 4-D System develops Social Context management abilities

While intellectual ability is adequate for Technical effectiveness

Social effectiveness requires intellectual, emotional, &

behavioral abilities

“CSW” - Creating a Favorable Context (Fifth Force)

- Must Express?

Stuck in “S” (Situation)Move Attention to Outcome

Expressed Story-lines and Emotions inhibit progress(Mindsets/Attitudes)

Expressed Story-lines and Emotions advance progress

Authentic Appreciation -Opens Communications

Shared Interests -Stimulates Collaboration

Thorough Inclusion -Builds Support & Avoids Anger

Kept Agreements -Demonstrate Trustworthiness

Reality-based Optimism -Focus on Outcome

100% Commitment -Solutions appear

Absence of Drama -Sustains Response-ability

Clear RAAs -Efficient Action

Now, take action toRealize desired Outcome!

Intellectual, Reference manual

Intellectual, Repetition, Behavior feedback, Actions, Progress tracking

Intellectual, Emotional, Solutions, Actions

Intellectual, Emotional,

Experiential, Systems

perspective

Intellectual, Emotional, Solutions, Actions

25

“Systems Engineering” Your Home Context

Accept Personality Differences

Healthy Family Culture

Emotions Appropriate Expressions of:

No Family Secrets

Mutual Respect

Behaviors Context

Sense of Belonging

Reality Hope

Response- ability Thoughts &

26

“Systems Engineering” Your Team Context

Innate Personality

Culture Diagrams

Expressed ThoughtsExpressed Emotions

- Must Express?

Stuck in “S” (Situation)Move Attention to Outcome

Expressed Story-lines and Emotions inhibit progress(Mindsets/Attitudes)

Expressed Story-lines and Emotions advance progress

Authentic Appreciation -Opens Communications

Shared Interests -Stimulates Collaboration

Thorough Inclusion -Builds Support & Avoids Anger

Kept Agreements -Demonstrate Trustworthiness

Reality-based Optimism -Focus on Outcome

100% Commitment -Solutions appear

Absence of Drama -Sustains Response-ability

Clear RAAs -Efficient Action

Now, take action toRealize desired Outcome!

MutualRespect

8 Behaviors Context

Sense ofBelonging

HopefulFuture

Account-ability

27

Simultaneous Leadership Development

To efficiently align ferromagnetic particles, would you?

Or

Use tweezers? Use a field? 4-D Context Management

Can you afford to develop people one at time? More importantly, why should you?

Like my “training” at NASA

Team Development (Assessments) A Fifth Force Management/Enhancement Tool

These enhance performance 4% with every repetition

29

TDAs Benchmark Fifth Force ≡ Performance

50% 100%

Fitted a curve

Bottom Ave. Top >

Ave.<

Ave.

Divided into 5 equal–area quintiles

Quintiles

30

TDAs Drive Performance Enhancement

Bottom Quintile

< Ave. Quintile

Average Quintile

> Ave. Quintile

Top Quintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

All 198 teams with multiple assessments (2008) Average ~4% Enhancement / TDA cycle

+7%/TDA

+5%/TDA

+4%/TDA

+2%/TDA

+2%/TDA

+13% +4% +5%

31

Willing Collaboration

Reality-based Optimism

Appreciation, Openness

100% Commitment

High Trust- worthiness

Effective Inclusion

Organization (Accountable)

Response- ability

Incessant Criticism

Unrelenting Conflict

Isolation, Anger

No Trust

Blind Optimism

No Commitment

Drama (Victim)

No Account- ability

Bottom and Top Team Contexts

32

Bottom Ave. Top >

Ave. <

Ave.

57%

68%

72%

81%

6/07

9/07

4/08

6/09

Real “ABC” Team Data Lloyds of London SOEs-China EDF-France Mines - Malaysia

How do TDAs Work?

On-line Segment

Why? Case Studies What’s good Repetition

Leader’s Briefing

Next TDA?

Responsible Action DueSmith, John Implement an

Appreciation Enhancement

System

6/28/2012

Workshop? Behavior-specific actions?

33

Unpleasant Reality – the Forgetting Curve

We forget >90% of what we learn within a week –

Hermann Ebbinghaus

Internalizing the

Times–table

Practicing sports

4-D repetition can change my

behaviors (habits) forever

We forget 90% of what we learn in University class

within 30 days – Brain Rules (John Medina)

34

Repetition on Three Time Scales

Choose a 4-D “Czar”-Track TDA actions; discuss at

staff meetings

Re-TDA, 4%

boost per cycle

Re-workshop, a two or

three-day event

Coaching, boost

0.4% per session

BottomQuintile

< Ave.Quintile

AverageQuintile

> Ave.Quintile

TopQuintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

All 198 teams with multiple assessments (2008)Average ~4% Enhancement / TDA cycle

+7%/TDA

+5%/TDA

+4%/TDA

+2%/TDA

+2%/TDA

+13% +4% +5%

.... .. . . . .. .. .. ..... .. ..

Re-IDA attention to your

behaviors

And, Re-workshop, a two or three-

day event

35

Take Responsibility for your Context

Get your (or use your 4-D Provider’s) 4-D Assessment Management Dashboard

When your team leader briefs your TDA Report, choose your

actions

Re-TDA Behavior-enhancement Format?

Closure Never doubt that a small group of thoughtful,

committed citizens can change the world.

Indeed, it’s the only thing that ever has. – Margaret Mead, Anthropologist

Visit www.4-DSystems.com for (free) resources - A “presenter’s guide” for this presentation - Videos providing workshop slide narrations - You Assessment Management Dashboard - A 4-D Provider “User’s Manual”

charlie.pellerin@gmail.com