Pre-discussion Reading · 2016-05-30 · In the discussion, we will share our thoughts and diverse...

Pre-discussion Reading

Copyright © 2016 HUMAN VALUE Inc. all rights reserved.

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.

Copyright © 2016 HUMAN VALUE Inc. all rights reserved. 2

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

•

•

•

Copyright © 2016 HUMAN VALUE Inc. all rights reserved. 3

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


？％

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?


Lower socre：

Higher score：

Overview of Ocapi

— Organizational Change Process Indicator


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.


What is Ocapi


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.


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.


Quality of Relationships Properties


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



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



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.


Interrelation of Properties in Different

Qualities


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.


Pre-discussion Reading · 2016-05-30 · In the discussion, we will share our thoughts and diverse...

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