ALIGNMENT

VISIONARY LEADERSHIP & PLANNING

WE WILL TRY TO UNDERSTAND THE TEAMS ,WHAT WAS GOING ON AND THEIR CHARECTERISTIC

TO UNDERSTAND -THE KEY QUESTIONS ARE :

WHAT FUEL INSPIRED PERFORMANCE OVER TIME ?

HOW CAN WE SUSTAIN IT,SO WE DON’T HAVE PEAK EXPERIENCES BUT SUSTAINED PERFORMANCE OVER AN EXTENDED PERIOD ?

HOW CAN WE CONTINUE TO OPERATE AT THAT PEAK LEVEL WITH LESS ENERGY AND EFFORT ?

ALIGNMENT EXERCISE FORM INTO FOUR GROUPS

SELECT A TIME KEEPER & SCRIBE.

THINK OF AN EXPERIENCE IN LIFE OF ALIGNMENT

NARRATE THE PERSONAL EXAMPLE ONE BY ONE TO THE GROUP & HOLD DISCUSSION.

PREPARE ONE PRESENTATION BY EACH GROUP HIGHLIGHTING ONE EXAMPLE.

GR COMMONALITY PERFORMANCE CONDITION

A WE HAVE TO ACHIEVE IT

COCO OPERATION RESULTING IN EXTRAORDINARY INVOVLEMENT

NO EXISTING POLICY

B SENSE OF PURPOSE, WILLING TO SACREFICE & ACHIVE OBJECTIVES

EXTRA ORDINATE PERFORMANCE IN OISD INSPECTION OF GKP PLANT

TIME & RESOURCE CONSTRAINT, ENVIRONMENT

C CHALLENGE TO ACHIEVE , COMMON PURPOSE

TRAFFICE JAM CLEARED WITHIN THREE HRS

EXTERNAL PRESSURE, SAFETY HAZARD

D CHALLAENGE GOA PLANT ACHIEVING HIGHER PRODUCTION

BAD PRACTICES, DEPANDENCY, OLD BELIEFS, DONOT WANT TO CHANGE

DEFINATION OF ALINGMENT

A GROUP OF INDIVIDUALS ARE FUNCTIONING AS A SINGLE UNIT OR A

SINGLE ORGANISM EVENTHOUGH THEY MAY HAVE DIVERSE STRENGTHS THEY

ARE SEEN TO FUNCTION AS ONE .

HOW DO YOU CREATE ALIGNMENT………?

Organization

Individuals

USE OF ENERGY……..

EMOTIONS……….

Organization

Individuals

FORWARD DRIVE

INDIVIDUAL CONTRIBUTION

HARMONIZED SOUND PROJECTS

TEAM SPIRIT & HIGH MORALE GENARATES A SENSE OF RESPONSIBILITY WHERE EVERYONE FEELS RENPONSIBLEFOR THE WHOLE

ALINGMENT IS NOT SOMETHING YOU CAN IMPOSE OR ENFORCE ,BUT RATHER IT IS THE BY PRODUCT OF

OTHER THINGS

PRENSENCE OF A SHARED VISION AND PURPOSE BUILT FROM A SENSE OF INDIVIDUAL PURPOSE AND VISION RESULT IN THE NATURAL EMERGENGE OF ALIGNMENT

Current RealityCurrent RealityCurrent RealityCurrent Reality

Shared VisionShared Vision

VISION AND HONEST UNDERSTANDING OF CURRENT REALITY GENARATES

CREATIVE TENSION

WITHOUT TENSION BETWEEN WHERE YOU ARE & WHERE YOU WANT TO BE,NOTHING

CAN BE ACHIEVED

CHARACTERISTICS OF LEARNING ORGANIZATION

ONE OF THE ORIGINS OF THE TERM “LEARNING ORGANIZATION” COMES ORIGINALLY FROM WORK

DONE BY ROYAL DUTCH/SHELL.OVER TE PAST SEVERAL DECADES ,THEY ‘VE INVESTED TREMEDOUS ENERGY

AND RESOURCES IN IMPROVING THE QUALITY OF THEIR THINKING ABOUT THE FUTURE THROUGHTECHNIQUES

LIKESCENARIO BUILDING.AS A RESULT ,THEY HAVE MOVED ,OVER THE PAST TWENTY YEARS ,FROM BEING

ONE OF THE THE WEEKEST PLAYERS IN THE OIL INDUSTRY TO BEING AT THE TOP.

SENIOR PEOPLE IN ROYAL DUTCH/SHELL SEVERAL YEARS AGO CONCLUDED THAT THE ONLY SUSTAINABLE COMPETITIVE ADVANTAGE AN ORGANIZATION HAS ,IN ANY INDUSTRY ,IS ITS ABILITY TO LEARN FASTER THAN

ITS COMPETITOR.

• DEEPLY PURPOSEFUL

•ALIGNMENT

•PERSONAL MASTERY

•DESIGN INTEGRITY

•COLLECTIVE INTELLIGENCE

•SYMBOLS

•CORE PURPOSE

VISION

VALUES

LEARNING ORGANIZATION CHARATERISTICS

DEEPLY PURPOSEFUL

LEARNING ORGANIZATION EXPRESSES THE PURPOSE IN FOUR WAYS:

• VISION - WHAT DO WE WANT TO CREATE

• SYMBOL – ARTISTIC REPRESENTATION OF PURPOSE & VISION

• VALUES - HOW DO WE OPRERATE AS WE MOVE TOWARDS THE VISION

• CORE PURPOSE – UNDERLYING SENSE OF PURPOSE

ALIGNMENT:INDIVIDUALS ARE ALIGNED WITH BOTH THEIR OWN AND THE ORGANIZATION’S PURPOSE AND VISION.

PERSONAL MASTERY:COMPOSED OF PEOPLE WHO HAVE HIGH LEVEL OF MASTERY OVER CIRCUMSTANCES AND NOT OVER PEOPLE.

ORGANIZATION IS COMMITTED TO DEVELOPING THE UNIQUE TALENTSOF EACH INDIVIDUAL.

DESIGN INTEGRITY:DESIGN ALIGNED WITH THE VISION AND PURPOSE .HIGH DEGREE OF INTEGRITY ENBLES ENERGY IN THE ORGANIZATION FLOW NATURALLY TOWARDS THE VISIONALLOWING INDIVIDUAL EFFORTS TRANSLATED INTO COLLECTIVE RESULTS.

COLLECTIVE INTELLIGENCE:

CONTINUALLY DEMONSTRTING THE HEIGHTENED COLLECTIVE CAPABILITYOF TALENTED INDIVIDUALS WORKING AND LEARNING TOGATHER BY DOING:-

• SURFACING ASSUMPTIONS& SYSTEMIC FORCES

• TELLING TRUTH ABOUT THE CURRENT REALITY

• MAKING UNDISCUSSABLES DISCUSSABLE

•ENGAGING COLLECTIVE EXPERIMENTATION , REFLECTION AND IMPROVISATION

• BUILDING LEARNING INFRASTRUCTURES TO AMPLIFY INDIVIDUAL AND TEAM LEARNING.

• INCREASING THEIR CAPACITY TO CREATE THE RESULT THEY CHOOSE.

EXAMPLE OF DESIGN INTEGRITY

ROWING CREW

LEADERSHIP FUNCTION

A. Building shared visions.

B. Being enrolled and enrolling others.

C. Holding the vision .

D. Valuing truth telling. Maintaining a spirit of inquiry.

E. Thinking and acting systemically.

LEADERSHIP ROLE

• LEADER SET DIECTION - ESTABLISHES MEANING AND VALUES WHERE IT MIGHT NOT EXIST.

• LEADER CREATE ENVOIRNMENT – THAT ALLOWS PEOPLE TO BE EMPOWERED AND ALIGNED .

• LEADER STANDS FOR – SOMETHING THEY BELIEVE IN –THEY WALK THE TALK.

VISION

WHAT YOU WANT

CURRENT REALITY

WHAT YOU HAVE GOT

CREATIVE TENSION

INSPIRES AND MAKES ALL OUR EFFORTS WORHTWHILE

ACKNOWLEDGE PRESENT SITUATION

ESSENTIAL ENERGY THAT ACTUALLY BRINGS VISION INTO REALITY

ROLE OF LEADERSHIP IS ESSENTIALLY GENARATE AND MANAGE CREATIVE TENSION

Personal & organizational vision

PERSONAL VISION

HOW WE THINK ABOUT THINGS DIRECTLY IMPACTS OUR ABILITY TO CREATE WHAT WE WANT.

FOCUS ON THE RESULT IS PERHAPS THE MOST POWERFUL WAY OF THINKING ABOUT THINGS.

QUALITY AND NATURE OF THINKING AFFECTS THE RESULT WE GET

WHATEVER WE FOCUS ON TEND TO BE REINFORCED

VISION

A DISTANT AND DISTINCT FUTURE WHICH WE DEEPLY CARE FOR.IT IS A PICTURE OF THE FUTURE YOU SEEK TO CREATE .

POWERFUL WAY OF THINKING IS TO BRING THE CLEAR IMAGES OF THE VISION IN THE

PRESENT TENSE AS IF IT IS HAPPENING NOW.

BY LIVING ITAND FEELING IT, WE PREDISPOSE OURSELVES TO BRING THE IMAGES INTO REALITY

Guidelines for Visioning Focus on the result, not the process.

Focus on what you want,not what you think is possible. Really reach!

Focus on what you want, not avoiding what you don’t want.

See it in the present tense, as if it’s happening right now.

DON’T ALLOW CURRENT REALITY CONTAMINATE VISION

Organization vision

DEVELOPING A SHARED VISION

WORK/CARRIER

PERSONAL VISION

ORGANIZATIONAL VISION

SBU/TEAM VISION

A COMPELLING SENSE OF COMMON PURPOSE WHICH PREMEATES THE ORGANIZATION, AND GIVES COHERENCE

TODIVERSE ACTIVIETIES.

DEVELOP A SHARED VISION

EIUYKKLKGKLVWGWKJJSVSNAFWJFUL

ATKJVDKLF WHFKJSJKWK

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KSASRNWAKAVSVLNV

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Read each slips in the group and try to understand the content

QUATIFIABLES/FINANCIALS CUSTOMER ORIENTATION

WORK ENVOIRNMENT CORE VALUE

OTHER STAKE HOLDER

1

2

14

9

11

5

12

414

15

13

10

7

3

8

VISION CONVERSATION

• HOW WOULD WE BEGIN TO OPERATE IF WE REALLY WANTED TO MAKE THIS VISION A REALITY?

• WHAT WOULD WE STOP DOING?

• HOW WOULD WE BEGIN TO OPERATE DIFFERENTLY?

– HOW WOULD WE INTERACT?– WHAT WOULD CONNECT US TO ONE ANOTHER– WHAT WE FOCUS OUR ATTENTION ON– WHAT WOULD OUR PRIORITIESBE– WHAT ELSE

ENROLMENT

ENROLMENTENROLMENT

ENROLMENT COMPLIANCEINTRINSIC EXTRINSIC

CHOICE NO CHOICE

PARTNER BOSS/EMPLOYEE

CREATIVE REACTIVE

ENROLLMENT MEANS BEING PERSONALLY COMMITTED.AN INDIVIDUAL WHO ENROLS HAS FREELY CHOSEN TO COMMIT TO A COMMON RESULT,

ENROLLMENT MEANS SUPPORTING ANOTHER’S IDEASBECAUSE THE COMMITMENT IS INTERNAL.

PRINCIPLES OF ENROLLMENT

• BE ENROLLED YOURSELF.

• ENGAGE IN AN HONEST CONVERSATION1. SHARE YOUR VISION FULLY2. ASK FOR A RESPONSE ; BE OPEN 3. ASK ABOUT THE OTHER PERSON’S

VISION; INVITE THEM TO SHARE IT.

ENROLMENT & COMPLIANCE

COMPLIANCE: YIELDING TO SOMEONE ELSE’S IDEA,REQUEST OR DEMAND BUT NOT FOR INTERNAL PAYOFFS. THE SOURCE OF ENERGY AND DIRECTION IS OUTSIDE OF ONE SELF

GENUINE- UNDERSTANDS THE IDEA,SEES BENEFITS.MOTIVATION IS EXTERNAL

FORMAL- UNDERSTANDS THE IDEA,SEES SOME BENEFITS SUPPORTS BECAUSE PART OF JOB DESCRIPTION

GRUDGING- AGREES TO DO WHAT HAS TO BE DONE.MAKES CLEAR NEEDS CONSTANT SUPERVISION

NONE - ACTIVELY RESISTS ,DOESN’T SEE BENEFIT.THERE IS NO ENERGY TO SUPPORT THE IDEA.

CURRENT REALITY

VISION

WHAT YOU WANT

CURRENT REALITY

WHAT YOU HAVE GOT

CREATIVE TENSION

EMOTIONAL TENSION

EASIEST AND QUICKEST WAY TO RESOLVE EMTIONAL TENSION IS TOCOMPROMISE THE

VISION DOWNWARD

CURRENT REALITY

• OUR DISTINCTIVE COMPETENCIES

• WHOM WE SERVE

• OUR MAJOR PROBLEMS & THINGS WE FEAR IN FUTURE

• ASPECTS OF OUR INTERNAL STRUCTURE/SYSTEM THAT SUPPORT OR HINDER OUR EFFORTS.

• MAJOR TRENDS IN OUR INDUSTRY OR SOCIETY THAT DIRECTLY IMPSCT US.

DEVELOP A SHARED VISION

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ATKJVDKLF WHFKJSJKWK

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Read each slips in the group and try to understand the content

DISTINCTIVE COMPETENCIES WHOM WE SERVE

MAJOR FEARS SRUCTURE SUPPORT

STRUCTURE HINDERENCE

1

2

16

10

12

5

11

418

9

13

15

7

3

6

MAJORTRENDS19

17 14

SKILFUL DISCUSSION

Sherlock Holmes Exercise

You’ve decided, based upon your vision, of course, that you’regoing to look for another job. You’ve done really well

in the interviewing process at ABC Company, and you are now going for the final interview, with the vice president of the company. You have never met the V.P., so you are

careful to arrive on time for the interview. But, as Vice Presidents are won’t to do, the V.P. is late for the appointment.So the secretary shows you into the vice president’s

office where you can wait. As you wait, having nothing else to do, you look around the office. And like most people, you

begin to form impressions about the character you’re about to meet.

•Our brains can not make sense of all the data being taken by our senses every day.

•We learnt to select data we think important or meaningful

We compute the meaning of the data, make assumptions and draw conclusions based on that meaning and take actions accordingly.

WE ARE SURROUNDED AND BOMBARDED BY DATA DAILY FROM THE REAL WORLD

During our evolution, the nature helped us to sharpen our senses so we could see only what really mattered.

HOW IMAGINARY IDEAS LEADS TO BELIEFS

OBSERVABLE DATA & EXPERIENCE

SELECT THE DATA FROM OBSERVATION

ADD MEANING TO THE DATA

DRAW CONCLUSION

TAKE ACTION BELIEFS

ASSUMPTIONS

VALUESTHE ONLY VISIBLE EFFECTS ARE THE ACTION TAKEN & THE OBSERVABLE DATA.

BALANCE ARE IN HEAD

LADDER OF INFERENCE

WHY THE FEELING BECOMES BELIEF

FEELINGS THAT GENARATES BELIEFS BASED ON THE CONCLUSIONS INFERRED FROM OBSERVATION:

OUR BELIEFS ARE THE TRUTH

THE TRUTH IS OBVIOUS

OUR BELIEFS ARE BASED ON REAL DATA

THE DATA WE SELECT ARE THE REAL DATA

MENTAL MODEL

The nature gave us the ability to form representations or models of reality based on the data we collect.

The working model or simulations is running in our heads all the time so as to simplify and explain how

reality works.

As soon new variables are made available, these models are called upon and we predict what is going

to happen.

THIS IS CALLED :

WHAT IS MENTAL MODEL

DEEPLY HELD BELIEFS AND ASSUMPTIONS WE HAVE ABOUT EVERY ASPECT OF OURSELVES, OTHERS, ORGANISATION & THE WORLD.

THEY GUIDE HOW WE ACT

THEY DETERMINE HOW & WHAT WE PERCEIVE.

We say that ‘seeing is believing’ but actually we are seeing what we are believing nearly all the time &

occasionally seeing what we can’t believe

With various Mental Models and leaping of ladder of inferences, how do we have a Productive Conversation

Three skills help us for having a Productive Conversation

•Advocacy

•Inquiry

•Reflection

The trick is to find a right balance of all three

Observable data

Data Selection

Add meaning

Form Assumption

Take Action

Conclusion

Advocacy involves slowing down the process of running up the Ladder of Inference. Skilled advocacy is a way of stating your case, step by step; revealing to others how you arrived at the conclusions you have reached.

ADVOCACY

Advocacy helps to climb down the ladder instead of staying at the top.

“I assumed that……

“I came to this conclusion……

“To get a clear picture of what I’am saying ,imagine that you are the customer who …..

“what do you think of what I said?”

“Do you see it differently?”

Observable data

Data Selection

Add meaning

Form Assumption

Take Action

Conclusion

INQUIRYInquiry involves not only asking the other person what they think, but also really wanting to hear and understand their thinking.Skilled inquiry is to use questions to help other person to walk through their thinking.

Inquiry is to walk up the ladder from data to the conclution.

“What leads you to conclude that?”

“What Data do you have for that?”

“What is the significance of that?’”

“I’m asking you about your assumption

because….

“Am I correct that you’re saying….

Observable data

Data Selection

Add meaning

Form Assumption

Take Action

ConclusionReflection simply means taking the time, individually or collectively, to pause for a few moments of silence to collect your thoughts. Think about the conversation you have been having. Is it off-track?

REFLECTION

Reflection is not a moment to gather your reserves so you can launch stronger attack moment you re engage in conversation

Inquiry/advocacy matrixA

DV

OC

AC

Y

LOW

Testing: “Here’s what I say, what do you think of it?”

Dictating: “Here’s what I say, and never mind why.”

Asserting: “Here’s what I say, and here’s why I say it.”

Explaining: “Here’s how the world works and why I can see it that way.”

Bystanding: Making comments which pertain to group process and not to content.

Sensing: Watching the conversation flow without saying much, but keenly aware of all that transpires.

Withdrawing: Mentally checking out of the room and not paying attention.

Productive conversation: Balancing advocacy and inquiry, genuinely curious, makes explicit reasoning, asks others about assumptions.

Dialogue: Suspending all assumptions, creating a container in which collective thinking can emerge.

Politicking: Giving the impression of balancing inquiry and advocacy while being close-minded.

Interrogating: “Why can’t you see that your point of view is wrong?”

Clarifying: “What is the question we are trying to answer?”

Interviewing: Exploring others’ points of view and their reasons behind them.

Telling

INQUIRYAsk

ing

Observing

Generating

Manager Pushes Views

Subordinates withdraw ,

don’t challenge

Manager Assumes subordinates don’t

care

Manager

frustation

Subordinates feel conflicted

Reinforcing Vicious cycle

PRODUCTIVE OR SKILLFUL CONVERSATION HELPS GROUPS OF INFORMED AND COMMITTED TO THINK TOGETHER TO ARRIVE AT NEW ISIGHTS.

PAY ATTENTION TO YOUR INTENSIONS.-WHAT DO I WANT FROM THIS CONVERSATION? AM I WILLING TO BE INFLUENCED?

BALANCE ADVOCACY AND INQUIRY-”WHAT LED YOU TO THAT VIEW?” “HELP ME UNDERSTAND WHAT YOU’RE SAYING.”

BUILD SHARED MEANING-”WHEN WE USE THE TERM ,WHAT ARE WE REALLY SAYING?”

USE SELF-AWARENESS AS A RESOURCE-WHAT AM I THINKING? WHAT AM I FEELING? WHAT DO I WANT AT THIS MOMENT?

EXPLORE IMPASSES-WHAT DO WE AGREE ON, AND WHAT DO WE DISAGREE ON

GROUND FOR SKILLFUL DISCUSSION

•CREATE A SAFE HAVEN FOR PARTICIPANTS

•MAKE OPENNESS AND TRUST THE RULE RATHER THAN EXCEPTION

•ENCOURAGE AND REWARD NEW PROSPECTIVE

•PLAN THE AGENDA,TIME AND CONTEXT TOALLOW FOR CONCENTRATED DELIBERATION.

4.FISH BOWL EXCERCISE

• TOPIC FOR DISCUSSION:• ONE GROUP TO DISCUSS(5 Participants)• ONE GROUP TO OBSERVE• TIME-10 Mts.• CHANGE THE GROUP AND DO THE EXERCISE• TIME-10 Mts.• OBSERVERS TO SHARE TO THE GROUP

THEIR FINDINGS OF THE SKILFULL DISCUSSION IN OPERATION WITHIN THE GROUP.

Undiscussables

• Response from the group.• Exercise:• Each participant to write down one undiscussble

statement in a yellow slip with out discussion with any of the members.Write only the designation not the name in the slip

• Handover the slip and you will be given back a slip.• Post the collected yellow slips in the flip chart.• Next Step: form 4 groups and discuss one theme.

Un discussable

Ground Rules:• Respect the fear that accompanies this

discussion.• Reflect and take notice of your initial

response to each un discussable as it is read aloud.

• Listen to what is said and not said.• Challenge ideas and assumptions not people• Beware of untested attributions especially

of peoples motives.

Un discussable

Why un discussable?

Offensive-violate an unspoken taboo.

What if un discussable surface:

Critical factors will become visible to help for • strategy planning• Solving current problem• Creating the vision• Make the team to learn.

EFFECTIVE MEETING

EFFECTIVE MEETINGGUIDILINES FOR EFFECTIVE MEETING

• HAVE A PURPOSE

• HAVE A WRITTEN AGENDA

• HAVE A LEADER, FACILITATOR OR FOCUS PERSON

• START ON TIME

• REVIEW THE MEETING’S PURPOSE

• SET OR REVIEW THE GROUND RULES

• SET UP AND MAINTAIN RECORD KEEPING SYSTEM

• USE GOOD COMMUNICATION SKILLS

• KEEP TO THE TIME SCHEDULE OR CONSCIOUSLY EXTEND IT

• SUMMARIZE THE MEETING

EFFECTIVE MEETINGMEETING ROLES

LEADER

• ENERGY MANAGER

• TAPS INPUTS AND DRAWS THINGS TOGETHER

• CHANNELS GROUP TOWARD DESIRED RESULTS

• CLEAR WHEN STEPPING OUT OF ROLE

• USES “ STRAW POLLS ” TO DETERMINE STAUS AGREEMENT/DISSENT

EFFECTIVE MEETING

MEETING ROLES

SCRIBE• NEATNESS COUNTS! SPELLING DOESN’T

• WRITE BIG ENOUGH

• STAY ALERT/ACTIVE!DON’T TRY TO SAVE PAPER

• BE FAITHFUL TO WHAT WAS SAID

TIMEKEEPER

• DOES THE JOB

• GIVES FIVE MINUTE WARNING

• INSISTS ON SPECIFIC EXTENSIONS

EFFECTIVE MEETINGGUIDELINES FOR CONSENSUS

• LISTEN TO UNDERSTAND. ACKNOWLEDGE AREAS OF AGREEMENT AND DISAGREEMENT

• BE CONCISE

• TAKE A STAND WHEN YOU BELIEVE DEEPLY IN SOMETHING

• VIEW DIFFERENCES AS HELPFUL

• ALL DISCUSSION SHOULD CONTRIBUTE TO MOVING FORWARD TOWARD THE DESIRED OUTCOME

• COUPLE DISAGREEMENT WITH YOUR LOGICAND CONCERNS, AND OFFER AN ALTRNATIVE

• USE “STRAW POLLS “TO TEST FOR CONSENSUS

EFFECTIVE MEETING

AFTER MEETING REVIEW QUESTIONS

1. WHAT HAVE LEARNED ABOUT OURSELVES AND HOW WE WORK AS A TEAM ?

2. WHERE AND HOW DO WE BOG DOWN AND/OR LOSE EFFECTIVENESS

3. IN OUR NEXT MEETING WHAT DO WE WANT TO…

- DELIBERATELY KEEP ON DOING

( BECAUSE IT WORKS WELL)

- EXPERIMENT WITH CHANGING…

AND IN WHAT WAY ?

ACCOUNTABILITY

ResponsibilityA State of Being

Personal (Choice)

Willingness to Be Counted On

Not Easily Measured

AccountabilityCan Be Assigned

Willingness to Account For

More Measurable

“Where the “Bucks Stops!”

ACCOUNTABILITY

A-ACCOUNTABLE(GAURENTOR FOR THE RESULTS)

S-SUPPORT(ACTIVE ROLE AND SUBSTANTIAL CONTRIBUTORS)

C-CONSULT(PROVIDES SPECIALISED INPUTS AND EXPERTISE)

I-INFORM(BE INFORMED FOR THE ALIGNMENT AND INTEGRATION)

WHO WISH TO BE ACCOUNTABLE?

EACH OF YOU MARK THE DESIRED ROLE IN THE TOP LEFT CORNER OF THE SQURE AGAINST THE HLR

MENTIONED IN THE FIRST COLUMN.

USE THE LETTERS A OR S OR C OR I DEPENDING ON THE ROLE YOU DESIRE TO HAVE

A

S C I

DECIDING THE TEAM

NOW WE HAVE ONLY ONE PERSON WHO IS ACCOUNTABLE FOR EACH HLR AREA.

NOW ACCOUNTABLE PERSON WILL CHOOSE A CORE TEAM FROM THE OTHERS WHO OFFERED

THEIR SERVICES.

THE ACCOUNTABLE PERSON WILL MARK IN THE BOTTOM RIGHT CORNER OF THE SQUARE OF

EACH OF THOSE PERSONS THE ROLE ENVISAGED BY HIM FOR THEM.

S C I

HLRs

Accountability

A - Accountability S - Support C - Consult I - Inform

SBU

HLRs - High Leverage Result Areas

ACTION PLANS

DIVIDE THE GROUP INTO SUB GROUPS AND TAKE THE HLR WHOSE ACTION PLAN THEIR SUB GROUP

WOULD LIKE TO PREPARE.

USE THE GENERIC TEMPLATE

DISCUSS WITHIN THE GROUP AND FINALISE THE TEMPLATE

REASSEMBLE

TEAM OPERATING PRINCIPLES

STATEMENTS OF INTENT

REGARDING THE NEW BEHAVIOURS THAT THE TEAM WANTS TO MODEL UPON SO THAT REACHING THE VISION IS MADE POSSIBLE AND WILL SHOW THAT THE TEAM IS COMITTED

TEAM OPERATING PRINCIPLES

DIVIDE INTO GROUPS

LET EACH GROUP DISCUSS AND COME TO A COMMON CONSENSUS ON THEIR SUB GROUPS OPERATING PRINCIPLES

AFTER ALL GROUPS COMPLETE EACH GROUP PRESENTS THE PRINCIPLES TO

THE GROUP

AFTER THE PRESENTATIONS THE GROUP DECIDES ON SOME PRINCIPLES

(5-7) AND COME OUT WITH A DOCUMENT TO BE SIGNED BY ALL THE

TEAM MEMBERS.

THANK YOU

VL& P Works the Creative Tension Model

Establishing Establishing Creative TensionCreative Tension

Establishing Establishing Creative TensionCreative Tension

Resolving Resolving Creative TensionCreative Tension

Resolving Resolving Creative TensionCreative Tension

Personal and Organization Vision

Current Reality

Current Reality

VisionVision • “What do we want to create?”

Creative Tension Dialogue

Current Reality Assessment• “Where are we now?”

High Leverage Results and Actions• “What are the key results we

must achieve?”

Accountabilities• “How are we going to work

together?

Operating Principles• “How are we going to work

together?”

WHAT IS VL&P

VL&P IS A PROCESS OF PLANNING :• PULLED BY THE VISION

• PUSHED BY THE CURRENT REALITY

• EXPLORING THE POSSSIBILITIES BEYOND OBVIOUS

• IDENTIFING THE HIGH LEVERAGE RESULT AREAS

• DETERMINING THEACCOUNTABILITY

• CLARIFYING THE ACTION PLAN TO NOT ONLY ACHIEVE THE LONG TERM GOAL BUT ALSO CELEBRATE SHORT TERM SUCCESS

• EVOLVING TEAM OPERATING PRINCIPLE WHICH GUIDES THE BEHAVIOR IN FULLFILLMENT OF VISION.

Commitment to Commitment to Common PurposeCommon Purpose

Shared Shared Performance Performance GoalsGoals

Common Common Work Work

ProductsProducts

Mutual Mutual AccountabilityAccountability

Low1

2

3

4

5

6

5

4

3

2

1

6

2 3 4 5 61

23456 1

Despite the popularity of the team concept, the difference between a group and a team is not always obvious.

A A small number of people who are small number of people who are committed to a common purpose, committed to a common purpose, produce common work products, produce common work products, are judged by a set of are judged by a set of performance goals, and share an performance goals, and share an approach to which they hold each approach to which they hold each other mutually accountableother mutually accountable..

A A small number of people who are small number of people who are committed to a common purpose, committed to a common purpose, produce common work products, produce common work products, are judged by a set of are judged by a set of performance goals, and share an performance goals, and share an approach to which they hold each approach to which they hold each other mutually accountableother mutually accountable..

A collection of people assembled to

accomplish a task.

Group

Team

TEAMS OUTPERFORM INDIVIDUALS ACTING ALONE OR IN LARGER ORGANIZATIONAL GROUPINGS, ESPECIALLY WHEN PERFORMANCE

REQUIRE MULTIPLE SKILLS, JUDGEMENT& EXPERIENCES.

SKIL

LS

AC

CO

UN

TAB

ILITYPROBLEMSOLVING

TECHNICAL/FUNCTIONAL

INTERPERSONAL

SPECIFIC GOALSCOMMON APPROACH

MEANINGFUL PURPOSE

MUTUAL

SMALL NUMBER OF PEOPLE

INDIVIDUAL

PERFORMANCE RESULT

COLLECTIVE WORK PRODUCT

PERSONAL GROWTH

Common understanding and purpose can not arise without effective communication and constructive conflict

COMMITMENT

SHIP

RUDDER

TRIMTAB

HIGH LEVERAGE AREAS

HIGH LEVERAGE RESULTS ARE…

CRITICAL TO SURVIVAL OR FULFILLMENT OF THE VISION / CORE PURPOSE.

UNUSUAL IN TERMS OF THEIR RETURN ON INVESTMENT OF ENERGY AND FOCUS.

THE WHAT. THE HOW WILL BE EXPRESSED IN THE ACTION PLAN.

STATED AS A RESULT, NOT A PROCESS.

TIME-BOUND.

MEASURABLE OR OBSERVEABLE.