Post on 02-Aug-2020
Pre-discussion Reading
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Preparation for the Discussion
For a fruitful discussion…
In the discussion, we will share our thoughts and diverse perspectives , and
explore what is behind them.
Please take some time to think about the questions on pages 4 to 6.
Overview of Ocapi can be found from pages after 7.
Questions and Themes We Will Explore Using the Report are;
How did you feel about the results? What are your thoughts?
What is happening in our team?
What are the possible reasons behind the results?
What is the leverage point to move the organization forward?
What actions do we want to try?
Please bring this document to the discussion.
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Desirable StateQuality of Relationships
Relationships among members and the atmosphere in the
workplace
•
•
•
Quality of Collective Thinking
Members’ perceptions and ways of thinking
•
•
•
Quality of Actions
Patterns of action and practices
•
•
•
Quality of Results
Our development, business performances, and voices from
the clients and society
•
•
•
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Q. What Does the Desirable State of the Organization
Look Like for You? Try to Describe in Details
Q. Evaluations on Progress of Workplace
Improvement
You selected the best fit option that describes the current efforts to
improve our organization. How do you think the majority of the group
felt about this question? What made you think so?
About to start
Just started
Visible progress
Starting to be successful
Many successes
Almost ready to move to next stage
Slow progress
No visible change
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?%
Most of us probably feel that no visible
change has happened…
I think about 10% of us are seeing visible
progress…
At least half of us should find many successes…
The answer majority of us picked:
Reasons:
Q. Average Values for Quality of
Relationships/Thinking/Actions
You rated each question with 5 options – “5. Strongly Agree,” “4. Agree,” “3. Neither,” “2.
Disagree,” or “1. Strongly Disagree.” In the report, you will see the average values of all
responses from the members in the group. What do you think your report would look like in
terms of the quality of relationships, quality of collective thinking and quality of actions? Which
properties do you think would score higher than others, and which would score lower?
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Lower socre:
Higher score:
Overview of Ocapi
— Organizational Change Process Indicator
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Ocapi Supports Your Change Efforts— Without a Compass, it is Difficult to Stay on Course
The Reality of Organizational Change
We can not expect people’s mindset and behavior or an organization’s culture to completely change in
the short term – like a few days or a month.
However, looking back, most profound changes are the result of cumulative effects of continuous small
improvements.
Not to Give Up Mid-way
When group members try making improvements, and are not able to see big changes or immediate
results, they are likely to become discouraged and garner the disappointment of those around them. As
a result – despite a good start – people are likely to give up mid-way.
Assessments Generate Confidence and Support
It may take from one to three years for big improvements to be noticeable. Without measurable results
during this period, and without support from management and their colleagues, group members may
lose their energy to continue efforts to bring about organizational change. Feedback is important to
generate processes for implementing organizational change involving everybody, and to create value
through trial and error.
A Compass is Essential
An indicator is critical for finding and expanding small changes and for obtaining objective information to
start discussions on what steps can be taken.
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.
What is Ocapi
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.
Features Ocapi visualizes an organization’s current state through a qualitative
assessment of “relationships between members,” “how situations are being perceived and attitudes toward issues,” and “patterns of action that encourage positive change.”
The Core Theory of Success, developed by Daniel H. Kim (2002), helps us understand the progress of change efforts (see next page).
Ocapi visualizes tangible improvement that occurred through the change processes and efforts to make the organization better.
You can find important themes to generate changes toward a positive future.
Ocapi is an assessment tool that helps organizations and
communities identify their conditions from three aspects – quality of
relationships, quality of collective thinking, and quality of actions –
and generate continuous efforts for positive change.
The Core Theory of Success
The Core Theory of Success was developed by Daniel H. Kim.
In Ocapi, five levels of properties are identified in each quality of the
Core Theory of Success (quality of relationships, quality of collective
thinking, and quality of actions), which show the progress of change
efforts.
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.
The Reality of Sequential Improvements in
Organizational Change Efforts— Ocapi Grew Out of Both Qualitative and Quantitative Research
For more than 20 years, Human Value, Inc. has supported organizational change efforts in major
corporations and government bodies. For the past 10 years, Human Value has collected qualitative data
concerning the actual changes that have resulted from the initiatives carried out, by reviewing the
effectiveness of the change efforts with clients at the end of each project. These comments number in the
tens of thousands.
We recorded these changes and then organized and labeled them with category codes called “dimensions,”
which we repeated until no more dimensions appeared (theoretical saturation). Furthermore, these
dimensions were classified and abstracted into 41 properties.
When we tracked the process of organizational improvement, we found that the sequence of the properties
was virtually identical regardless of the organization.
From this qualitative study, we have found that the process of how organizations become places where
people jointly develop ideas to take innovative action, and the levels of the properties found in our research,
are common in any group of people.
Based on the qualitative research, we developed a questionnaire to capture the rate of the 41 properties. We
tested the validity and reliability of the questionnaire through quantitative research twice. The first test data
was collected through a preliminary research to a sample of a broad and representative spectrum of 2,000
people, male and female, management and non-management, of various ages, including 400 samples in the
United States. The second test data was with 3,000 samples of actual Ocapi respondents. We evaluated the
construct validity through factor analysis and followed up with an item analysis using Cronbach’s alpha to test
the reliability. As a result we confirmed that the Ocapi questionnaire has enough validity and reliability from
the statistical aspect. The validity and reliability of the Ocapi model will be tested periodically.
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.
Quality of Relationships Properties
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Level Property Description
1Greetings Degree to which people sincerely greet each other
Courtesy Degree to which everybody has pleasant conversation with others
2
Comfortable
atmosphereDegree to which people don't hesitate to talk to others
Communication Amount of conversations in the workplace
3
Thanks Degree to which people naturally express appreciation to others
Activity Degree to which workplace is pleasant and lively
Diversity Degree to which people treat others with respect, regardless of position or experience
4
Awareness Degree to which people are aware of each other's workload, progress, problems, or worries
Openness Degree to which people are open to sharing their thoughts and feelings
Boundaryless Degree to which people meet and communicate with others who are in different roles and divisions
5
Connectedness Degree to which people share personal visions and their aspirations toward their profession
Joint action Degree to which cooperation transcends job role and position
Trust Degree of mutual trust and mutual acceptance
ExpansionDegree to which people expand their areas of activities and interact with people outside the organization
to talk about their visions
Quality of Collective Thinking Properties
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Level Property Description
1Broad View
Degree to which people are interested in the intentions of others’ comments and the background of what is
happening
Thinking together Degree to which people discuss and consider ideas with others
2
Acceptance Degree to which people accept the situation and are prepared to try difficult or unproven paths
Positive thinking Degree to which people focus on the positive aspects and opportunities of the situation
Initiative Degree of willingness to take action, focusing on possibilities
3
Envisioning Degree to which people acknowledge each other's future hopes and visions on a daily basis
Involvement Degree to which people feel personally invested in organization’s circumstances
Systems thinking Degree to which people are flexible and comfortable with complexity
Self-reflection Degree to which people review and improve their behavior, reasoning, and motives
Creativity Degree to which people develop innovative methods and ideas
4
Ongoing quest Degree to which people continuously explore their purpose
ConfidenceDegree to which people believe that present circumstances have positive influences on the future and the future
will take a turn for the better
Reciprocity Degree to which people believe that their personal development and the organization's development are
interlinked
Viewpoint Degree to which people consider all the angles and take a broad, long-term view of their influence on the world
5Purposeful
existence
Degree to which people create a more desirable vision for people and society, and continue to evolve the purpose
of the organization through work
Quality of Actions Properties
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Level Property Description
1Smiles Degree to which natural smiles are seen
Friendly Degree to which the workplace environment is cheerful, open-minded, and comfortable
2
Agility Degree to which people promptly share and discuss ideas, and quickly take actions
Change Degree of people’s willingness to change their habits and way of thinking
Support Degree to which everybody takes action to support others
3
New customs Degree to which people challenge themselves to transcend existing frameworks and customs
Ownership Degree to which everybody finds something they can do to contribute to a desirable future
Wholeheartedness Degree to which everybody wholeheartedly works on the task at hand
4Volunteer teams
Degree to which teams form naturally to engage in quality discussions and voluntarily take action for a
desirable future
Attention to detail Degree to which everybody understands the impact of small things and behaves thoughtfully
5
Self-organizationDegree to which successful initiatives by voluntary teams become an important part of organizational
strategy
Co-CreationDegree to which knowledge, experience, and ideas of the whole group are integrated to create completely
new things
Interrelation of Properties in Different
Qualities
Horizontal Influence of Improvements
The image of horizontal influence is on the next page. This
will help you understand how the properties in different
qualities are interrelated to each other.
You may see that each quality improves vertically, starting
from level 1 up to level 5. At the same time the improvement
of each quality has a positive impact on the other qualities.
For example, if level 2 in the quality of relationships improves,
it is likely to influence both level 3 in the quality of
relationships and level 1 in the quality of collective thinking.
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.
Interrelation of Properties in Different
Qualities
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Quality of Relationships Quality of Collective Thinking Quality of Actions
1Greetings
Courtesy
2
Comfortableatmosphere
Communication
1Broad View
Thinking together
3
Thanks
Activity
Diversity
2
Acceptance
Positive thinking
Initiative
1Smiles
Friendly
4
Awareness
Openness
Boundary-less
3
Envisioning
Involvement
Systems thinking
Self-reflection
Creativity
2
Agility
Change
Support
5
Connectedness
Joint action
Trust
Expansion
4
Ongoing quest
Confidence
Reciprocity
Viewpoint
3
New customs
Ownership
Wholeheartedness
5 Purposeful existence
4
Volunteerteams
Attention to detail
5Self-organization
Co-Creation
Report Contents
Evaluations on Progress of Workplace Improvement
The group members’ perception on progress of improvements in the workplace is presented.
You can share assumptions before you start discussing details.
Evaluations on Quality of Results
The quality of results indicates the group members’ perception regarding three aspects — creating
people value, creating enterprise value, and creating shared value.
These three aspects are one example of many indicators that can be defined as the quality of results.
Ocapi provides these for your reference.
Average Values for Quality of Relationships/Thinking/Actions
Average values for all responses to each property and each level are shown.
You can affirm the condition of your organization concerning each property and discuss which level you
are at.
You can further discuss to identify the leverage point to move forward.
Total Scores for Quality of Relationships/Thinking/Actions
The total scores for quality of relationships, quality of collective thinking, and quality of actions reflect
the maturity of each quality.
These scores will enable you to easily see the progress of the organization through the continuous use
of Ocapi.
Copyright © 2016 HUMAN VALUE Inc. all rights reserved.