Stakehodler's Attention Deficit Disorder (SADD) Why Organizations Really Fail and What Can We Do...
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Transcript of Stakehodler's Attention Deficit Disorder (SADD) Why Organizations Really Fail and What Can We Do...
South Florida Organizational Development
Network May 5, 2011
Miami Florida
Stakeholder’s Attention Deficit Disorder SADDTM
Solutions
Performance Through Culture
Why Organizations Really Fail and What Can be Done to Prevent It?
Royal Carribean Intrenational
TheAgenda
• About the Presenter and the Topic• The Ice Breaker• The Purpose of An Organization in the Business Context• Defining the Goal Post• The Emerging Landscape and Challenges• The EVO ModelTM
• The Thought-Behavior-Outcome Process• The Organizational Life Cycle• The Stakeholders Attention Deficit Disorder (SADD) Model• Fun Time: Embracing Theories: A Hands On Experience • Question and Answers• The Feedback Survey
Solutions
Performance Through Culture
• Passionate about people’s behavior in the workplace. • A Naval Architect and a Naval officer who ventured into the uncharted territories of
Industrial Psychology.• Pursuing a Ph.D. in Business and Industrial /Organizational Psychology.• Research focus on Why Small Businesses Fail? • Active member of American Society for Quality (ASQ). • Active Judge in the International Team Excellence Award (ITEA) competition.
Doron Zilbershtein
Culture Explorer
Winnovation Solutions, Inc.
About the Presenter and the Study
Before we begin……
Z
YourselfIntroduce
Solutions
Performance Through Culture
…And Your Expectations!
The Road Less Traveled…
…is less traveled for a reason!
…Is worth exploring!
Reduce customer’s business headache
Generate creative
knowledge
Enable advanced research
Fast response to customer’s needs
Compliance with policies and procedures
Providing secure income to employees
Challenging professional workplace
Providing an economic value to the supply chain
Total customer service’s satisfaction
What is the purpose of an organization?
Delighting or pleasing customers
Affordable service/products
SolutionsPerformance Through Culture
Support the community
To
the
Relevant
Value
Delive
Stakeholders
Ring
SolutionsPerformance Through Culture
What is the Success (or Failure) ID
How Do We Measure Success (or Failure)?
SuccessFailure
Status Quo
Decline
Lack of Success Domain
Lack of Failure Domain
Success
The Generational Gap & Trap
The Evaporation of the Family Cell
The Shift from Information Age
to Knowledge Era
To Share or Not To Share: The Dilemma of Knowledge Migration
Life in the Fast Lane
A Flat World with Mountains of Challenges
The Emergence of a New Business
Landscape
The Entrepreneur- Venture-Organization (EVO) ModelTM
Environment
E OVEntrepreneur Venture Organization
Personal Traits Functional Areas
Disciplinary Fields
Demographic Attributes
Functioning & Operating
Entity
Personal’s SMART
Objectives Characteristics
Venture’s SMART
Objectives Characteristics
Organization’s SMART
Objectives Characteristics
Transparency-----------------
Idea
Urgency ----------------------Passion & Desire
Relevancy----------------------Time & Resources
Emotional Capabilities
(feelings, thinking)
Emotional Capabilities
(feelings, thinking)
The Thought-Behavior-Outcome
Process
Thinking
Intention
Behavior
OutcomeSymptoms
The Life Cycle of an OrganizationP
rofi
t, P
rodu
ctiv
ity,
RO
I,R
even
ue, M
arke
t Sha
re, N
o.
of e
mpl
oyee
s
Start up
Growth Stable Decline
Reinvent and Innovate
The Life Cycle of a Venture
Conception
Gestation Adolescence Infancy Adulthood Elderly
Closure
Entrepreneur
Start up
The Phase Lag in the Life Cycle of an Entrepreneurial Idea, Venture and the Organization
Conception
Gestation
Adolescence
Infancy
Elderly
Closure
Venture
Organization
Gestation
Gestation
Infancy
Infancy
Adolescence
Adolescence
Elderly
Elderly
Adulthood
Adulthood
Adulthood
1E2E
3E
4E
1V
2V
3V
4V
1O
2O
3O
4O
Remember her?
Why?
Prevention
The Stakeholders Attention Deficit Disorder (SADD)
Intervention
Symptoms
The Model
Infa
ncy
Ado
lesc
ence
A
dult
hoo
dE
lder
lyThought
Process & Activation
Zoom and Focus
Attitude Orientation and Efforts
Feelings and Emotions
Cognitive Aptitude and
Memory
Behaviors and Actions
The Stakeholders Attention Deficit Disorder (SADD)TM Model M
atu
rity
Ph
ase
Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults. New Haven, CT: Yale University Press
Infa
ncy
Ado
lesc
ence
A
dult
hoo
dE
lder
lyThought
Process & Activation
Zoom and Focus
Attitude Orientation and Efforts
Feelings and Emotions
Cognitive Aptitude and
Memory
Behaviors and Actions
The Stakeholders Attention Deficit Disorder (SADD)TM Model M
atu
rity
Ph
ase
Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults. New Haven, CT: Yale University Press
Adu
lth
ood
Thought Process & Activation
Zoom and Focus
Attitude Orientation and Efforts
Feelings and Emotions
Cognitive Aptitude and
Memory
Behaviors and Actions
The Stakeholders Attention Deficit Disorder (SADD)TM Model M
atu
rity
Ph
ase
Key
Areas
Conceiving, planning, organizing, prioritizing, goals and tasks; ability to apply systematic critical thinking; thinking through the process;
Focusing, sustaining, and shifting attention to specific tasks, from one task to another or on multiple tasks simultaneously with similar effectiveness;
Willing to invest and sustain efforts; regulating alertness; and processing speed and reaction;
Managing resistance to change, frustration and modulating emotions.
Utilizing working memory and accessing recall; willingness and capacity to share and migrate knowledge across the organization; learning capacity;
Monitoring and self regulating action; impulsive versus measured and/or controlled behaviors; rational and irrational response to emerging challenges;
The SBE describes chronic difficulty with excessive procrastination; the thought process is stable; less major changes on the road; difficulty in conceiving plans and executing within original constrains (budget, resources, time)
Stability and monotony blurred the ability to focus due to lack of excitement about the tasks and overall goals of the SBE; zooming on areas of specific personal interest while ignoring equally important issues; Power and politics influence the shift in zoom and focus;
Reaching monotony at workplace; lacking the initial excitement that drives the intentions to pay attention; increase level of job security and market stability eclipses real emerging risks issues which are transparent to the SBE.
We are at the top of our game and we know what we do; there is no reason to improve; feelings and emotions are more wide spread across the organization through its established culture;
Cognitive capacity is at its best; all systems working, but sometimes eclipsed with memory laps.
Increase in virtual absenteeism; lack of attention to details resulting in deteriorating quality of service or products;
Intervention
Intervention
The Psychology Of Intervention
“Listening is…
“ …Hearing With a Passion” Doron Zilbershtein
Shared-Power Strategy
The Strategies
for Addressing
SADD
Unfreeze-Change-Refreeze Strategy
Force-Coercion Strategy
Rational Persuasion Strategy
Stakeholders Mapping
Inte
rnal
Level InvolvementE
xter
nal
Role Impact
Primary
Secondary
Tertiary
Secondary
Tertiary
Primary
Decide
Approve
Beneficiary
Recommend
Observe
Lead High
Manage
Contribute
Responsible
Support
Medium - high
Medium
Medium-Low
Low to None
What helps make an intervention successful?
ZOOM
&
Denial
Adaptation
Acceptance
Resistance
…Of course we have also the WHEN?, and WHERE?, and WHO?
Sense of Relevancy (The “WHAT”?)
Sense of Urgency (The “WHY”?)
Sense of Transparency (The “HOW”?)
The Prevention
Who is the right person to address
the challenge?
Create Reduce
Accelerate Eliminate
Responsive
Low
High
ProactiveAttitudinal Orientation
Lev
el o
f E
ngag
emen
t
How to Sustain Success
Source: http://blog.iqmatrix.com/mind-map/awaken-your-problem-solver-from-within-mind-map
Visual Mind
Mapping
Mentoring
http://dictionary.reference.com/browse/mentor
men·tor - [men-tawr, -ter] –noun1. a wise and trusted counselor or teacher.2. an influential senior sponsor or supporter.
Comes from the Indo-European root men-1, meaning “to think.”
From Involvement to Engagement
Exciting
Fun
Relevant
SolutionsPerformance Through Culture
Perception & Intention
Attitude
Mental Capacity
Expectation
Next ?
What’s
SolutionsPerformance Through Culture
Theories
Embracing
questions?Any
SolutionsPerformance Through Culture
Feedback Survey
SolutionsPerformance Through Culture
Thank you!
Doron Zilbershtein
SolutionsPerformance Through Culture
E-mail: [email protected] Tel: 360 621 2030