GET THE PICTURE

GET THE PICTURE

GET THE PICTURE

GET THE PICTURE

 

GET THE PICTURE

GET THE PICTURE

GET THE PICTURE

GET THE PICTURE

GET THE Picture

Tony Guo
Chris Pang

Statistics

Experience

Perception

1A

1B

1C

1D

Overall GOals / Objectives

Problem-Based

Possibility-Based

  • ColleCt information

  • define a Question

  • Assess situation

  • Choose discovery method/process

  • produce picture 

  • report to client

2

 and BIAS

Experience

Treat your                              As an INSIGHT rather than BIAS

Experience

3

"Play-by-Play"

4A

Redecide to Proceed

Select Discovery strategy

  • Incentive?

OR

  • Coach (Possibility-based)?

When the Contract is clear... 

  • Doctor (Problem-based)? 

4B

identify presenting problem

Who will be involved?

Possibility-based:

Problem-based:

  • Depth? Elaboration?

  • New vision?

  • initiation?

  • levels?

  • People?

"asking people questions creates expectations that something will shift."

                                    - Block

Select Dimensions to examine

4C

  • TECHNICAL/Business

  • how the problem is MANAGED?

OR

IT

 

Finance

 

HR

SELECT Methods of Inquiry

Interview

Survey

Document

Analysis

Direct

observation

Group

Individual

Your own expericence

whole-system discovery

Large Sample size

results can be hard to interpt

numbers, results,

and written

communications

CRITICAL

 events/meetings

EQUIPMENT

Bringing a large

number of people 

FACILITATOR role 

How Were

you treated?

working

environment

High 

Client

involvement 

low 

Client

involvement 

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
  • influence

  • access

  • pressure

Statistics

Perception

Experience

4D

collect data and observations

  • implement methods of inquiry

funnel the information

  • reduce information to MANAGEABLE portion 

Summarize the  picture

  • summarize what has been produced

4E

  • What does "the picture" mean?

manage feedback meeting

  • report "the picture" and its implications

construct meaning 

recommend

who?

how?

4F

make a decision

implement

4G

DISCOVERY intervieWS

OPPORTUNITY AS CONSULTANT TO PLANT SEEDS OF SUCCESS

 

JOINT LEARNING EVENT


The mere act of asking questions can stimulate people to rethink what they are doing

5A

PEOPLE & CULTURE SURVEYS

Computerized employee surveys

 

Completed every quarter


ANONYMOUS SUBMISSIONS

5B

PEOPLE & CULTURE SURVEYS

SURVEYS CONVERTED TO NUMBERS AND GRAPHS

 

REsults communicated in town hall meetingS

 

FEW EMPLOYEES FELT engageD in process

5C

ENGAGEMENT INTERVIEWS

MIDDLE MANAGEMENT 
INTERVIEWED EMPLOYEES FROM OTHER DEPARTMENTS

 

DISCUSSION ON WIDE RANGE OF HR TOPICS

 

CONDUCTED ANNUALLY

5D

ENGAGEMENT INTERVIEWS

EMPLOYEES CONTRIBUTED MORE IDEAS AND INSIGHTS

SUPPORTED NEW IDEAS AND INITIATIVES BETTER BECAUSE THEY FELT MORE ENGAGED IN THE PROCESS AND PLANNING

5E

Assessing THe situation

UNDERSTAND HOW THE organization functions so that you will understand how it will manage the implementation of your recommendations.

6A

Assessing THe situation

Objectives

Subgroups

Support

Evaluation

Positive History

Status Differences

Diversity

Authority and Power

Decision Making

Behavioural Norms

Management Style

Leadership

Attitudes

Politics

6B

Successful Implementation

WIDENING THE PATH

6C

TEAM

History

Corporate

politics

management

style

TEAM

History

politics

Corporate

style

management

Uncovering deeper layers of a problem is really the search for unused resources available to solve the problem or create something new.

LAYERS OF ANALYSIS

7A

The presenting problem

Perceptions of others' contribution

Perceptions of own contribution

       Top

 

    Second

 

Third

7B

The top layer

WHAT IS THE TECHNICAL OR BUSINESS PROBLEM THAT YOU ARE EXPERIENCING?

 

“The system isn’t working.”

 

“THE HEALTH AND WELLNESS PROGRAMS HERE ARE INEFFECTIVE.” 

7C

The presenting problem

Perceptions of others' contribution

Perceptions of own contribution

       Top

 

    Second

 

Third

7D

The Second layer

WHAT ARE OTHER INDIVIDUALS OR GROUPS IN THE ORGANIZATION DOING TO EITHER CAUSE THIS PROBLEM?

 

“people JUST don’t understand the system.”

 

“THE WELLNESS PROGRAMS THAT HR HAS STARTED ARE BORING.”

 

7E

The presenting problem

Perceptions of others' contribution

Perceptions of own contribution

       Top

 

    Second

 

Third

7F

The third layer

WHAT IS YOUR ROLE IN SUSTAINING ALL OF THIS? 

 

"I AM NOT REALLY HELPING OTHERS TO UNDERSTAND THE SYSTEM"

 

"MAYBE I COULD VOLUNTEER AS A SPORTS COACH TO SUPPORT THE WELLNESS PROGRAMS"

7G

The presenting problem

Perceptions of others' contribution

Perceptions of own contribution

       Top

 

    Second

 

Third

7H

KEYS TO GET THE PICTURE

DISCOVERY INTERVIEWS 
can BETTER ENGAGE YOUR CLIENTS AND HELP gather support

 

ASSESSING THE SITUATION 
CAN WIDEN THE PATH TO A SUCCESSFUL IMPLEMENTATION

 

ANALYZING THE LAYERS 
CAN UNCOVER RESOURCES TO HELP SOLVE THE PROBLEM - INVITE OWNERSHIP OF THE SOLUTION

 

8

Questions?

9

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